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Organization DBA Harborlight House Properties
Former Names Harborlight House Properties, Inc. (1964)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Harborlight Community Partners provides affordable housing with supportive services for low-income families, seniors, disabled and formerly homeless individuals. Located in nine communities on the North Shore, our vision is to become the leader in the provision of  affordable housing with supportive services in our region. Toward this goal, we manage, preserve and create housing such that as many seniors, low income families, and individuals as possible have access to affordable housing which is dignified, well-maintained and which contributes to neighborhoods characterized by compassion and integrity.

Mission Statement

Harborlight Community Partners provides affordable housing with supportive services for low-income families, seniors, disabled and formerly homeless individuals. Located in nine communities on the North Shore, our vision is to become the leader in the provision of  affordable housing with supportive services in our region. Toward this goal, we manage, preserve and create housing such that as many seniors, low income families, and individuals as possible have access to affordable housing which is dignified, well-maintained and which contributes to neighborhoods characterized by compassion and integrity.


FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $2,815,261.00
Projected Expense $2,749,898.00

ProgramsMORE »

  • Affordable Housing Development
  • Elderly Housing
  • Family Housing Rental and Ownership
  • Nonprofit Facilities Management and Contracting

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Harborlight Community Partners provides affordable housing with supportive services for low-income families, seniors, disabled and formerly homeless individuals. Located in nine communities on the North Shore, our vision is to become the leader in the provision of  affordable housing with supportive services in our region. Toward this goal, we manage, preserve and create housing such that as many seniors, low income families, and individuals as possible have access to affordable housing which is dignified, well-maintained and which contributes to neighborhoods characterized by compassion and integrity.


Background Statement

HCP is one of the oldest and largest nonprofit affordable housing providers on the North Shore. The merger of several smaller nonprofits into one more efficient housing initiative was a major, successful undertaking.  In doing so, hundreds of affordable housing units have remained affordable, having an impact on the lives of hundreds of people.

HCP was originally an effort to assist low-income seniors in the 1960’s, when the First Baptist Church of Beverly opened "Harborlight House," a home for low income elders; this continued until 1983, when First Baptist Church created Turtle Creek, a 109 unit building for low income elders, followed by Turtle Woods, an adjacent 67 unit low income elder building. Each operated independently until the boards of the properties leveraged years of experience and infrastructure, merging all in 2009 into the newly-named Harborlight Community Partners (HCP).

Subsequently, smaller affordable housing organizations sought the  stability of HCP through merger. In doing so, HCP preserved the affordability of these rental and home-ownership properties. In the coming years, we hope to leverage this strength and capacity of our partners to preserve, create and operate many more affordable housing units.
 
HCP has been honored by the North Shore Realtors Association for its creation of contextually competent housing. In addition, on 2014 HCP was honored by the MA Housing Investment Corporation for our preservation of affordable housing and also was named the 2014 Nonprofit of the Year by the Greater Beverly Chamber of Commerce.
 
Our family housing portfolio encompasses four communities: Beverly, with 20 below market rate family units (eight buildings); Marblehead, four family units located in the "Sewell Building"; Wenham, were we manage a single family unit, and; Gloucester, home to the Community Land Trust of Cape Ann (49 first-time buyer units), for which HCP assumed the land lease to oversee the permanent affordability of the homes.
 
For individuals and those with disabilities, Firehouse Place of Hamilton is a multi-use project with four affordable units. It also provides a permanent home to the Acord Food Pantry, a respected community mainstay.

Our properties offer supportive services for health and personal care, as well as life enrichment activities and social connections. This comprehensive approach allows seniors to age in place for as long as possible. Likewise, it supports families in myriad way to maintain independence and stability.

Impact Statement

Harborlight Community Partners (HCP), a designated Massachusetts Community Development Corporation (CDC), manages, develops or preserves projects to serve our most vulnerable neighbors; these projects are contextually sensitive to the communities we serve. HCP is mindful of the environmental appropriateness of each project and its host community with regard to scale, design, and need. Projects are carefully planned and funded by an amalgamation of local, state and federal funding, as well as private funding.
 
HCP currently owns and/or manages 18 properties in eight North Shore communities; this number will reach 20 buildings in nine communities by 2017 with a current project, Boston Street Crossing, under development. These properties are comprised of a total of 371 units, a combination of affordable senior housing with supportive services, affordable senior supportive living (24-hour nursing care), family housing for low and very low income families, and affordable housing for individuals and those with disabilities. A full 99% of our residents are below the median income level for the North Shore.
 
HCP's undertaking, Boston Street Crossing in Salem, is a 26 unit project in two buildings to support formerly homeless individuals (in collaboration with LIfebridge).  In addition, HCP is working on several projects in the pipeline around the North Shore to augment affordable unit stock in our region. These projects would benefit low income and formerly homeless families, low income seniors, and disabled individuals.  
 
Most recently, HCP completed renovations and updates to Rockport High School Apartments, a 31 unit home for seniors.  Currently underway are significant renovations at our flagship property, Harborlight  House. Here, HCP is updating and expanding the units and the dining room to better accommodate mobility equipment for an increasingly more frail elder population. Harborlight House was also recently granted vouchers for each unit, ensuring the affordability of these rooms for many years to come.
 
In 2014, HCP completed a major financial restructuring and renovation of our Turtle Creek property. This was a unique collaboration between HCP and state, federal, and corporate entities, resulting in a groundbreaking transaction. At the heart of the project is a HUD financing structure pilot program; this transaction was only the 12th deal of its kind closing nation-wide with this new program, and the 4th in New England.

Over the past three years, HCP has leveraged over $1 million in fallow local CPA funding as we increased our of affordable elder housing.
 
HCP has also established partnerships with existing housing organizations, including assuming the stewardship of 49 first-time buyer units on Cape Ann and another with Women's Institute for Housing and Economic Development. This WIHED partnership is to share capacity. HCP is providing finance and property management support to WIHED and WIHED is providing real estate project management support to HCP.

Sound management and innovative use of resources make HCP a compassionate, efficient, and fiscally responsible provider of supportive and dignified housing.

Needs Statement

1) Operating support: as we grow our housing portfolio to a more sustainable level, we seek support to buoy our operating/capacity as we move forward. This is especially critical at this time, as we seek to sustain the appropriate resources to ensure that HCP will be able to proactively seek out, vet and compose funding structures for properties to become part of the HCP portfolio. These structures are complicated and often involve local, state, and federal sources.
 
2) Support for Capital Needs:  Keeping up with the improvements and repairs needed to maintain our facilities is a constant challenge.  Renovations are largely completed with generous philanthropic support.  This is especially critical in maintaining homes of quality and integrity.
 
3) Hands-on Needs: HCP has several properties and a small staff, therefore have projects which require attention, including painting, yard work, general spring/summer clean-up. We also, at times, require assistance in the renovation of units. 
 
4) Volunteers: Our senior residence service coordinators appreciate volunteers to spend time with seniors (crafts, playing cards, etc.) as well as those who bring programs to our seniors such as lectures, music, author talks.  Connection is invaluable to their quality of life.  HCP also appreciates volunteer help around property needs (such as spring or fall clean up) and with administrative needs (such as assistance with mailings).
 

CEO Statement

While its foundation was built 50 years ago, HCP was created in 2009 by the merger of several existing affordable housing ventures,the oldest of which is Harborlight House.  By forging partnerships with housing organizations in seven communities, hundreds of affordable housing units have remained affordable, having an impact on the lives of hundreds of people. The combined strength of these properties working together under the HCP umbrella fortifies the financial stability and administrative vigor needed to maintain housing affordability in perpetuity. This ripple effect of the preservation of affordable housing throughout the North Shore is critical to sustaining neighborhoods characterized by compassion and dignity.

In addition to successfully navigating complicated financial structures which allow HCP to acquire and preserve these properties, our most true “accomplishments” are people: with each senior who has had fears allayed that she would not find herself in discomfort or worse, homeless, in her most vulnerable years to each family that has rested more peacefully knowing their children could grow and thrive in a community in which they could afford to sustain housing, we have accomplished our mission. Our properties and projects include:  

  • Harborlight House (supportive living), for 30 low income elders
  • Turtle Creek and Turtle Woods, with a total of 176 low income units for elders with supportive services
  • Family Housing, 20 below market rate family units (eight buildings), and two homeowner units, all in Beverly
  • Whipple Riverview Place, 10 low income elder units in Ipswich
  • Two H.E.A.R.T. homes, Peabody, each for four elders in need of access to 24-hour care
  • Firehouse Place, Hamilton, a multi-use project with four affordable housing units and home to the Acord Food Pantry
  • A family unit in Wenham in partnership with the Wenham Affordable Housing Trust
  • The Sewall Building, Marblehead, for 4 low income families
  • Pigeon Cove Ledges, Rockport, 30 units for fixed income elders
  • Community Land Trust of Cape Ann merger, in which HCP assumed stewardship of the land asset to monitor and secure the permanent affordability of the 49 first-time buyer units.
  • Rockport High School Apartments, 31 units of elderly affordable housing

 HCP embodies the best of our communities. Together, we have ensured that hundreds of our neighbors, employees, parents, grandparents and children have safe, decent and affordable housing on the North Shore.


Board Chair Statement

Harborlight Community Partners (HCP) is an organization more than 50 years in its formation, and we are proud of the entity HCP has become. Today we are an amalgamation of many nonprofit partners, brought together by a singular mission ensconced in providing affordable housing.  The resulting operating/financing efficiencies which has been at the heart of this affordable housing preservation. 

Moving forward, HCP looks forward to building on this strong foundation, borne of mission and stewardship. We are humbled by our housing partners, committed to the one mission of protecting those most vulnerable in our communities. It is the people, however, who reside in our affordable housing units who best illustrate the essence of HCP.  Said one elder living in our Turtle Creek residence, “After my husband passed away, I had trouble paying my bills…Turtle Creek saved me. It’s the best!” Another resident, a young woman who rents in one of the HCP affordable family units, wrote to HCP, “This house is a gift from God himself, and just thinking about making a new life for my boys and I, it inspires my heart and brings light to my soul.”

 
That is the heart of HCP. It is about the people, the communities in which they live, the neighborhoods to which they contribute. While our Board helps to determine the organization's goals and purpose, governance, and proper financial oversight, we are also ambassadors and resource-builders. Indeed, as a board member, a foremost responsibility is to secure adequate resources such that our organization is able to fulfill its mission.  This ambassadorship is key as we navigate the needs of a wider community.

Geographic Area Served

NORTHEAST REGION, MA

Harborllight Community Partners primarily serves communities on Boston's North Shore.  These include:
  • Beverly
  • Gloucester
  • Hamilton
  • Ipswich
  • Marblehead
  • Peabody
  • Rockport
  • Wenham
  • Salem (under development)
Because the need for affordable housing continues to be challenge our communities, we will continue to expand our footprint and property base, investigating new opportunities to preserve or create affordable housing. 

Organization Categories

  1. Housing, Shelter - Low-Income & Subsidized Rental Housing
  2. Housing, Shelter - Housing Rehabilitation
  3. Human Services - Supportive Housing for Older Adults

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Under Development

Programs

Affordable Housing Development

Affordable Housing Development is the cornerstone to the long-term sustainability of HCP, as well as what will be critical in the coming two to three years. HCP seeks to ensure that expiring-use affordable housing is not lost to the market, leaving families and elders on fixed-incomes with nowhere to turn. Through our Affordable Housing Development, HCP seeks ensure that many of these affordable units remain affordable. HCP also seeks out opportunities to develop new units and establish HCP as the property manager and in this capacity will partner directly with towns or developers to develop contextually sensitive affordable housing projects. In addition, HCP seeks to either merge with other existing affordable housing projects in need of stabilization through the leverage of HCP’s experience, or will pursue management contracts with existing affordable developments.



Budget  $121,900.00
Category  Housing, General/Other Affordable Housing
Population Served Aging, Elderly, Senior Citizens Families Other Health/Disability
Program Short-Term Success 

Success in the next three to five years is largely dependent upon HCP’s philanthropic efforts to support capacity building while we seek management contracts, development opportunities, and possible
merger with smaller organizations. As units are added to the portfolio, in particular at least 25-50 units and a minimum of one-two formal mergers or partnerships, HCP moves closer to a long-term sustainability with a combination of owned properties, managed properties, and properties held as subsidiaries.

Program Long-Term Success 

Over the next several years, HCP seeks to add a minimum of 200 units (family and elderly housing) over the next three to five years.  Many affordable units will be expiring in their affordability designation, which could prove devastating to families and elders in need. The long-term success of HCP is critical to ensuring these most vulnerable citizens are not left in the cold. Ultimately, as projects are added to the portfolio, developer fees would primarily be applied to create capital for leverage on new affordable housing projects. HCP will need philanthropic support over the next three to five years to ensure this long term plan is executed in a way which allows for sustainability over the next decade.



 



Program Success Monitored By 

Affordable Housing Development success is monitored by the Board of Directors, the Executive Director, and the Chief Operations Officer. That the COO remain in place is critical to the success of this program, as this capacity-building investment allows for the ability to pursue several management, merger or development projects throughout the year. Program success will be measured against our outcomes measures set forth in our goals with respect to the number of units added to ownership, number of units added to management, and the number of units added via formal housing partnerships developed in the coming years.




Examples of Program Success 

At the end of 2011, HCP acquired and preserved Pigeon Cove Ledges of Rockport, an affordable housing project which was to be lost to the open market, potentially forcing 30 fixed-income seniors, some with disabilities, from their homes. With the COO in place, thanks in part to a
grant from The Boston Foundation which allowed for capacity building, the executive director was able to carefully navigate the complicated federal and local financing structures and political issues to see this transaction to fruition, ensuing that these seniors and many more to come would remain housed. This financing structure included leveraging nearly $1 million in fallow Community Preservation Act and HOME funding from the town. Not only did this building remain affordable, it has been greatly improved, including new bathrooms (some handicap accessible),
updated kitchens, and most important, with the help of a major private funder, the installation of an elevator.



 




Elderly Housing

Elderly Housing is one of the main components of HCP, and is fact, the reason for its founding. HCP offers a range of senior housing through
affordable assisted living as well as senior housing with on-site supportive services. Harborlight House offers assisted living in a comfortable, compassionate and affordable setting; H.E.A.R.T. Homes, in conjunction with Associated Health Care, offers a unique alternative to nursing home care in a private home setting; and Turtle Creek and Turtle Woods offer affordable senior housing with services on site to meet a variety of needs for our seniors. Pigeon Cove Ledges, Rockport High School Apartments, and Whipple Riverview House also offer affordable senior housing.  We are currently working to develop an affordable senior housing development in the Town of Wenham; the project is currently in the early stages.



 



Budget  $1,685,000.00
Category  Housing, General/Other Affordable Housing
Population Served Elderly and/or Disabled Aging, Elderly, Senior Citizens Adults
Program Short-Term Success 

In the coming year, HCP seeks to add to our housing portfolio for seniors through the management, or preservation of affordable housing in our service area (Essex County). We also intend to create new supportive housing systems at 1-2 new affordable elderly buildings. In addition, we also seek to engage up to 50% of our senior residents in the service enriched buildings in at least two or more social activities at our residences per year, as community engagement is a key element to senior well-being.



 



 

 



 



Program Long-Term Success 
To maintain and improve the operations of quality affordable service enriched senior housing in our region; to not only ensure the affordability of these properties in the long term such that seniors may continue to have access to affordable housing, but also to add the HCP housing portfolio. This is especially critical in view of the increasing senior population in tandem with expiring use affordable housing coming to market in the next 2-3 years.



Program Success Monitored By 
A housing portfolio increase is monitored by the Board of Directors, the Executive Director, and the Chief Financial Officer, and will be measured by the number of units added to the portfolio either by preservation, management, or creation of units. Our programmatic success will be measured in a variety of ways including:
 
1) The number of additional units developed through preservation, construction or rehabilitation;
 
2) The number of additional units that are in projects with a supportive housing wrap around system in place;
 
3) The reduction of discharges for reasons of lack of supportive services to less than 10% per year in the supportive housing settings. We want to ensure that the service systems are well developed and that anyone who wants to stay and possibly can that they are supported in that choice. (i.e. If someone leaves by choice, they pass away or they go to a nursing home and pass away within 3 months that is acceptable in this logic model)



 

Examples of Program Success 
Through a careful process of combining state, federal and
local funding sources, augmented by philanthropy, in the past three years HCP added 61 units to its senior housing portfolio with the acquisition of Pigeon Cove Ledges (30units) and Rockport High School Apartments, both affordable senior housing developments in Rockport. The success of these projects were in part due to leveraging close to $1,000,000 in fallow Community Preservation Act funding.

In late 2013 and into 2014, HCP spearheaded a unique collaboration among the between HCP and state, federal, and corporate entities, which resulted in a groundbreaking transaction ensuring that 109 units of affordable senior housing remain affordable for decades to come, and that the 30-year old facility underwent over $3,000,000 in significant upgrades. Transaction was a HUD financing structure pilot program which is only the 12th deal of its kind closing nation-wide with this new program, and the 4th in New England.



 




Family Housing Rental and Ownership

HCP is dedicated to ensuring affordable housing remains available in our communities for low-income families residing. The number of homeless families has reached an all-time high, with too many being sheltered in motels across the region.  HCP hopes to directly impact this through expanding its family housing portfolio. 
Currently, through a merger with several smaller organizations, HCP has in its portfolio family housing of 24 rental units of family housing and 49 first-time buyer homes (HCP holds the land asset to ensure long-term affordability). Family housing is of utmost importance to the mission of HCP; we maintain unique connections to our residents, serving more than property managers.  Staff take a sincere interest in the well-being and housing success of all our families, and go above and beyond to ensure each family transitions well, understands their rights and responsibilities as renters, and has the supports and community connections they need to be successful.

Budget  $219,000.00
Category  Housing, General/Other Affordable Housing
Population Served Families Poor,Economically Disadvantaged,Indigent Other Health/Disability
Program Short-Term Success 

In the short term we seek to add at least 10-15 units of family housing to our housing portfolio in the coming 12 to 18 months. In addition, short term success includes the ease of transition of families who reside in our units, who often come to the North Shore from urban areas. We at HCP pride ourselves in being more than just renting unit; we take the time to our families well, their needs, and hopes for their families, and support then in any way we can. Our families’ regular contact with residents in our family units allows us to ensure their long term housing sustainability.



 

 



 



Program Long-Term Success 

HCP seeks to increase the housing portfolio for family housing by at least 25 family units in the next three to five years, through preservation, management, or creation of family housing. We seek to leverage our management expertise to pursue potential family housing management contracts as well as leverage our financing experience to pursue
housing acquisition opportunities. HCP also seeks to maintain in good,
affordable condition the current portfolio of family housing.



 



Program Success Monitored By 

A housing portfolio increase is monitored by the Board of Directors, the Executive Director, and the Chief Operations Officer, and will be measured by the number of units added to the portfolio either by preservation, management, or creation of units. Family success is monitored by our Housing Director and Site Manager, who maintain the
most regular and direct contact with our family home residents. In this case the outcome measure is to have at least 90% of residents maintain their apartments with a tenant in good standing status.




Examples of Program Success 

Sometimes a family’s experience speaks to the heart and soul of our mission. Living in near Boston, Rachel, a young mother of three, was eager to move her family to North Shore near her faith community. Her boys had no place to play and were being bullied at school. To make her dream a reality, Rachel completed many ho using applications, but hoped for one submitted for a newly renovated unit offered by HCP.  Rachel was indeed offered a unit in our home acquired through a merger with Home at Last. Today, Rachel and her family are thriving. The boys are playing several sports and are doing well in school. Rachel secured a job on the North Shore so she no longer has to commute to the city for work, making it easier to be present for her children. Says Rachel, “…this community is so good for raising my boys…a safe place, making friends, playing sports…I can’t thank this organization enough. Everyone has been so helpful, and made me feel right at home.”





Nonprofit Facilities Management and Contracting

In an effort to widen the net of HCP as a leader in the nonprofit housing community, we are building a fourth feature to HCP programming. Nonprofit Facilities Management and Contracting allows HCP to bring its nonprofit facilities management and understanding of contextually sensitive project development to other organizations within the affordable housing and human services arena. HCP’s Facilities Director and facilities staff is experienced in the unique needs of nonprofit organizations which represent a variety of human services, and in this capacity is able to work from this perspective when meeting the needs of such organizations. In just the past two years, HCP has worked
with at least four nonprofits in this capacity and consequently has determined there is greater need for this kind of assistance. The goal of this program is to both help the other non profits save money which they can then use for programming and to generate revenue for HCP which would ultimately be funneled into new affordable housing development.




Budget  $50,000.00
Category  Housing, General/Other Housing Development, Construction & Management
Population Served General/Unspecified
Program Short-Term Success 

In the short –term, HCP is building on its success in this area as demonstrated by projects such as those completed with NFI of Massachusetts (two homes which were retrofitted for young adults
with permanent substantial brain injury), as well as the renovation and
restructure of River House shelter or Beverly (management and finance
consultation and renovation).  HCP also worked with Action Inc. of Gloucester, and currently works closely with the Women's Institute for Housing and Education Development in project management. We continue to seek not only general contractor projects for the coming year  but also actively pursue contracts with existing affordable housing organizations, with the emphasis on those nonprofit owners using for-profit managers to establish and partnership such that HCP acts as property manager.



 



Program Long-Term Success 

HCP, in the next three-five years, expects to build on current relationships and reputation and increase its Nonprofit Facilities Management and Contracting by two-three contracts for facilities management and at least one – two contracting projects per year. Not only will this produce revenue for capital for developing housing projects, but also allows HCP to ensure a steady work flow for our facilities staff. 



 



Program Success Monitored By 

Nonprofit Facilities Management and Contracting success is monitored by the Executive Director, the Facilities Director, the Finance Director and the Chief Operations Officer. Program success is measured by number of
development projects and management contracts added, quality of work, financial impact for HCP resulting in more capital for new affordable projects, and cash savings for the other entity involved.



Examples of Program Success  HCP successfully worked with Northeast Family Institute of Massachusetts to retrofit its group homes for brain injured young adults, first in Haverhill and then a second retrofit in Methuen. With an understanding of how details matter, HCP was able to complete a retrofit which was not just ADA compliant, but sensitive to the needs of the unique nature of the residents. Another successful management consultation is evidenced in the recent turnaround of the River House shelter, Beverly. Unstable financially and in need of updating, HCP was approached to step in, undertake the tasks needed to make the shelter financially stable and complete renovations to make facility repairs. This propelled a complex process of establishing a footing in the state budget, managing a large private donation, and taking steps needed to re-open the shelter. Successful with the state budget process, renovations are complete and River House will re-open to serve homeless adults and maintain its five SRO’s


CEO/Executive Director/Board Comments

An email sent to HCP speaks volumes: “As of March 16, my family and I will be homeless. My wife and I have seven children. If there is anything you could do to help us, we would appreciate it.  Thank you.”
 
National estimate show 30 affordable rental units for every 100 people who need it; this is unacceptable. Locally, our state is the 5th most expensive state in the nation for rental housing. Combined with census data that shows that 48% of Massachusetts renters are paying more than 50% of their income in rent, and AARP data indicates that 28% of our neighbors 50 and over are paying more than 50% toward their rent, this leaves us deeply concerned. In addition, our state has one of the highest State Housing Wages in the nation ($24.05 per hour to afford a two-bedroom units at the HUD determined Fair Market Rate); with a minimum hourly wage of $9, there is a clear gap between low-income earners and affordability.
 
We know the need is there; our Turtle Creek and Turtle Woods elderly housing have a less than .05% vacancy rate, and when HCP completed the renovations to 4 units at Firehouse Place, we had close to 100 requests from qualified low-income applicants. 
 
HCP will remain steadfast to our committment to our mission and programs, as we continue to build communities characterized by compassion.


Management


CEO/Executive Director Mr. Andrew DeFanza
CEO Term Start Jan 2007
CEO Email [email protected]
CEO Experience
 Mr. DeFranza is responsible for the overall direction and vision of the organization. He supervises the leadership team, manages public relations, fundraising and marketing, facilitates the creation of processes and protocols for improved operations, develops networks, cultivates new business, creates and manages budgets, and develops new projects.
 
Experience/Training:Mr. DeFranza was brought into the organization in late 2007. He was instrumental in shepherding an organizational restructuring including a merger of six organizations into one, rebranding as Harborlight Community Partners, and changing by laws and legal documents to support the revised mission statement. Mr. DeFranza has 14 years of non profit experience with 12 years in gradually increasing leadership roles including the last 7 and a half years as an Executive Director. Previous to serving as the Executive Director of Harborlight Community Partners Mr. DeFranza was the Executive Director of a mid sized homelessness organization in Milwaukee known as the Guest House, which also experienced a significant reorganization and turn around process. Mr. DeFranza holds an M.A. in Theology (Social Ethics) and an M.A. in Community Economic Development. He also is a Certified Credit Compliance Professional C3P in the Low Income Housing Tax Credit Program via Spectrum Seminars Inc.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience
 
 

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Mrs. Yvonne Graham Site Management and Compliance Supervisor In this role Mrs. Graham supervises the Site Management staff for all projects. Her primary focus is to ensure that we are in compliance with the various funding sources involved in any project typically via annual certification processes. Additionally, Mrs. Graham works with her staff to make sure the residents of any project are well treated and have a pleasant living atmosphere. Finally, Mrs. Graham supervises the affirmative fair marketing processes for all projects facilitating access for diverse populations and ensuring consistent and stable tenancy. Mrs. Graham is adept and experienced with compliance regarding a variety of funding sources including CDBG, HOME, LIHTC, HIF, HSF, and HUD 202. She holds and AA in Accounting and Business Administration. She is also a Certified Credit Compliance Professional C3P in the Low Income Housing Tax Credit Program via Spectrum Seminars Inc. Via the National Center for Housing Management she is also a Certified Occupancy Specialist, a Tax Credit Specialist, a Management and Occupancy Review Specialist, a Senior Housing Specialist, and a Site Based Budgeting Specialist.
Mr. Kenneth Redford CFO
Kenneth Redford, C.P.A., joined HCP in 2014 as the Chief Financial Officer, as such fills a key senior level position responsible for providing administrative leadership through the management of  Finance, Administration, Human Resources, and Management Information Systems. Ken also maintains the fiscal soundness of the organization through operationalizing the strategic plan, ensuring compliance with approved fiscal policies and procedures, and proficient cash management. He also acts as primary liaison to HCP's outside auditing firm, coordinates annual audits and ensure all required documentation is prepared and provided. Prior to coming to HCP, Ken was with The Community Builders of Boston for 10 years where he served many roles, most recently as Director of Accounting Services where he was manager of all accounting functions for the largest non-profit urban housing developer in the United States. He had also served at Controller and Director of MIS for Community Builders. Ken holds an MBA from Suffolk University.

Awards

Award Awarding Organization Year
Award of Excellence Mass Housing Investment Corporation 2014
Nonprofit of the Year Greater Beverly Chamber of Commerce 2014
Community Enhancement Award North Shore Association of Realtors 2012
Partnership Award Acord Food Pantry 2012
North Shore 100 (honoring Executive Director, Andrew DeFranza) Salem Evening News 2009
25 years of Service MA State Senate Certificate of Recognition 2008
Outstanding Outreach Educator Award (Executive Director, Andrew DeFranza) MA Department of Public Health 2004
Unsung Hero Award (Executive Director Andrew DeFranza) North Shore United Way 2004

Affiliations

Affiliation Year
Associated Grant Makers 2012
Citizens’ Housing and Planning Association 2012
Chamber of Commerce 2009
Chamber of Commerce 2009
LeadingAge MA 2009
Massachusetts Association of Community Development Corporations (MACDC) 2009
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

Harborlight Community Partners is a strongly committed to collaborations with several organizations throughout out service area.  As is evidenced in our work, collaborations support an effective service delivery mechanism for our residents of both our family and senior residences.  Our collaborations and project partners are numerous and include the following, as well as others: Associated Home Care; Community Land Trust of Cape Ann; First Baptist Church in Beverly; Home at Last/Second Congregational Church; Marblehead Community Housing Corporation; Montserrat College of Art; Teen Arts Guild of Gloucester; North Shore Housing Trust; North Shore YMCA; SeniorCare; We Care About Homes; Elder Service Plan of the North Shore; North Shore Elder Services; Beverly Bootstraps; Councils on Aging; Acord Food Pantry; Beverly Hospital; and Womens Institute for Housing and Economic Development.
 

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 14
Number of Part Time Staff 18
Number of Volunteers 50
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 31
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 19
Male: 13
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 2
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

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Medical Health Insurance
Accident and Injury Coverage
Disability Insurance
Life Insurance

Reporting and Evaluations

Management Reports to Board? No
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Robert J. Gillis Jr.
Board Chair Company Affiliation Cape Ann Savings Bank
Board Chair Term Dec 2013 - Dec 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Jack Alves retired Voting
Tracey Armstrong Copyright Clearance Center Voting
Pam Constantine Stephen Phillips Memorial Fund Voting
Neiland Douglas Morgan and Douglas Voting
William Dugan Retired: Gloucester Housing Authority Voting
Bob Gillis Cape Ann Savings Bank Voting
Suzanne Gruhl Middleoak --
Michael Harrington Hawthorne Hotel and Three Corners Realty Voting
Kurt James Rackemann Sawyer and Brewster Voting
Don Kelley Wayside Transcorp Voting
Beth Loughhead Minister, First Baptist Church in Beverly Voting
Debra Mallon Resident, Turtle Creek --
Karen Popadic Philanthropist Voting
Stacy Randell Homeownder, Haven Terrace and North Shore Community College --
Michael Schaaf Community Investment Associates Voting
Peter Simonsen SeniorCare Voting
John Thomson Esquire Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 18
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 11
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 40%
Constituency Includes Client Representation No

Standing Committees

  • Board Development / Board Orientation
  • Executive
  • Finance
  • Nominating
  • Personnel

CEO/Executive Director/Board Comments

HCP has the advantage of having repesetatives from the various merging entities which were brought under the HCP umbrella on our Board of Directors.  Because we are still undergoing a time of growth, our governance structure is evolving as HCP so evolves.  Because of the mergers which led the the amalgamation of HCP, we have expertise on our Board from a number of areas which brings relevency and a combined leverage of varying sectors.  As we emerge from this early growth stage, we seek to move to the next stage of governance: that of advisory boards and the like who are able to participate in the growth and expansion of HCP.  Our hope is to bring togehter representatives of our senior and family housing facilities as well as communtiy members directly impacted by the decisions set forth in our future strategies.  We also hope to develop a standing committee which can focus its energy on emerging trends in housing for both seniors and families, such that our mission remains consistent with the most current research and viable financing structures.  With limited staff and an active Board already stretched thin, this is a goal which will take time to evolve. 

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $2,815,261.00
Projected Expense $2,749,898.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $3,915,137 $3,739,638 $3,917,794
Total Expenses $3,078,654 $3,130,182 $3,611,312

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$332,400 $20,000 $75,000
Government Contributions $329,964 $339,164 $578,351
    Federal $329,964 $334,164 $328,351
    State -- -- --
    Local -- $5,000 $250,000
    Unspecified -- -- --
Individual Contributions $227,753 $119,616 $94,208
Indirect Public Support $33,750 $27,500 $20,000
Earned Revenue $2,906,467 $3,094,039 $3,008,754
Investment Income, Net of Losses $43,767 $43,098 $41,194
Membership Dues -- -- --
Special Events $41,036 $96,221 $100,287
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,619,912 $2,757,391 $3,322,900
Administration Expense $253,076 $178,078 $94,826
Fundraising Expense $205,666 $194,713 $193,586
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.27 1.19 1.08
Program Expense/Total Expenses 85% 88% 92%
Fundraising Expense/Contributed Revenue 21% 32% 22%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $13,406,321 $12,626,294 $12,083,195
Current Assets $3,549,494 $1,867,310 $1,627,809
Long-Term Liabilities $8,834,012 $8,904,651 $9,021,389
Current Liabilities $368,394 $354,211 $303,830
Total Net Assets $4,203,915 $3,367,432 $2,757,976

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 9.64 5.27 5.36

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 66% 71% 75%

CEO/Executive Director/Board Comments

Please note on the current year Income and Expense totals: 

Net Operating Cash Flow: $65363
Less Capital Improvements and Non-operating Expense: -192,672
Total Cash Flow: -127,309
 
Cash loss due to the need to renovate a vacant family unit, for which we are actively pursuing grant funding, public funding, and some debt to provide the needed capital.

HCP’s current operational model relies on property management revenue, development fees, and philanthropy. Our property management and supportive service programs are paid for by project revenue, including cost coverage of site staff, management fees which support HCP infrastructure, and associated fees which can also support infrastructure such as laundry equipment, plowing, and the like. Development and preservation activity along with work to support the education, support and advocacy of working with various community groups and municipal staff are paid for with development fees (one time or over time) from projects or cash flow from projects with available waterfall access. Development expenses themselves are supported with a variety of sources per project. Examples include: local CPA or Trusts; North Shore HOME Consortium, FHLB; various subordinate debt (AHTF, HIF, HSF, HOME, CBH etc), tax exempt bonds, State tax credits; banks: first position debt, construction lending, direct low income housing tax credit purchasing, tax exempt bond purchasing. HCP uses a variety of local banks for this purpose including Boston Private Bank & Trust, Eastern Bank, Beverly Bank, Cape Ann Savings Bank, and North Shore Bank; as well as federal support such as HUD and USDA. 

Predevelopment and bridge financing may be completed with philanthropic lending (as HCP is doing currently for a project in Wenham and as we did recently for Turtle Creek and Rockport High School Apartments). This work could also be supported by traditional pre development lenders such as CEDAC, MassDevelopment, Boston Community Capital, MHP, and The Life Initiative.

In addition, HCP has successfully generated philanthropy in recent years. This philanthropy has supported our infrastructure, development work, and specific projects. Philanthropy, in addition to the support of The Boston Foundation, includes other foundations, individuals, as well as book/clothing sales: an annual event and various smaller events.

Projects developed by HCP have offered multiple layers of learning and growth, which will carry us through future ventures. Financially, we built on the aggregation of a number of smaller entities that continue to be merged into HCP; the restructure of various debt and operating systems of these smaller development corporations under one umbrella have made HCP a stronger entity moving forward. 

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Breakouts relating to foundation and corporation funding and government funding are per the organization and the 990 Schedule Bs.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?


2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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