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Harborlight Community Partners

 PO Box 507, 283 Elliot Street
 Beverly, MA 01915
[P] (978) 922-1305 x 212
[F] (978) 922-2874
Bethany Blake
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 Printable Profile (Summary / Full)
EIN 04-2313571

LAST UPDATED: 01/23/2019
Organization DBA --
Former Names Harborlight House Properties, Inc. (1964)
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

Harborlight Community Partners (HCP), is a non-profit, Massachusetts-certified Community Development Corporation. We develop manage and advocatesfor quality, service-enriched housing that is affordable and inclusive, collaborating with communities to cultivate just, equitable and sustainable housing opportunities vital to the health and strength of our entire region. By focusing on the housing needs of underserved populations and creating, preserving and operating, safe, affordable housing with supplemental supportive services, HCP strives to make homes available to all, because everyone deserves a home.

Mission Statement

Harborlight Community Partners (HCP), is a non-profit, Massachusetts-certified Community Development Corporation. We develop manage and advocatesfor quality, service-enriched housing that is affordable and inclusive, collaborating with communities to cultivate just, equitable and sustainable housing opportunities vital to the health and strength of our entire region. By focusing on the housing needs of underserved populations and creating, preserving and operating, safe, affordable housing with supplemental supportive services, HCP strives to make homes available to all, because everyone deserves a home.

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $1,351,557.00
Projected Expense $1,243,779.00

ProgramsMORE »

  • Affordable Housing Development
  • Development Consultant and Management Consultant
  • Elderly Housing
  • Family Housing Rental and Ownership

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

Harborlight Community Partners (HCP), is a non-profit, Massachusetts-certified Community Development Corporation. We develop manage and advocatesfor quality, service-enriched housing that is affordable and inclusive, collaborating with communities to cultivate just, equitable and sustainable housing opportunities vital to the health and strength of our entire region. By focusing on the housing needs of underserved populations and creating, preserving and operating, safe, affordable housing with supplemental supportive services, HCP strives to make homes available to all, because everyone deserves a home.

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"; this continued until 1983, when First Baptist Church created Turtle Creek, a 109 unit building also 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's Executive Director, Andrew DeFranza was awarded the 2016 Peter J. Gomes Service Award from Congressman Seth Moulton for commitment to affordable housing creation/preservation. In 2016, HCP was honored by Senior Care and the Women's Institute for Housing and Economic Development. HCP has been honored by the North Shore Realtors Association, MA Housing Investment Corporation, and named a Nonprofit of the Year by the Greater Beverly Chamber of Commerce.

The combined strength of the properties working together under the HCP umbrella fortifies the financial stability and administrative vigor needed to maintain housing affordability in perpetuity. The strength of our organization has allowed for the growth, allowing us to assist greater numbers of families and elders.

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, and formerly homeless persons to gain footing and security living in a supportive environment.



Impact Statement

Harborlight Community Partners (HCP) 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 21 properties and a community land trust (49 units for home-ownership) in nine North Shore communities. These properties offer a total of 392 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, and supportive permanent housing for formerly homeless individuals. A full 99% of our residents are below the median income level for the North Shore.
With its most robust project pipeline in our history, HCP is working on several projects (in both the permitting and construction phases) around the North Shore to substantially increase affordable unit stock in our region. These projects will benefit low income. moderate income and formerly homeless families, as well as low income seniors, and disabled individuals.  
Most recently, HCP completed renovations to our flagship property, Harborlight  House, in which significant updates included updating and expanding the units and the dining room to better accommodate mobility equipment for an increasingly more frail elder population, as well as structural improvements. Harborlight House was also granted vouchers for each unit, ensuring the affordability of these rooms for many years to come for our most vulnerable seniors.
HCP has also established partnerships with existing housing organizations, including a partnership with the North Shore YMCA, acting as development consultant and project manager to improve and increase 118 units in total (in Beverly,  65 units, new production, 21 units and renovation, 45 units), including studio apartments for individuals; and in Gloucester, a new development (53 units). Both projects have set aside units with Department of Developmental Services and Northeast ARC, as well as units designated for homeless adults.  
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: HCP is now navigating our most robust project pipeline in our organization's history. Operating/capacity support allows up to stay the course with long and often protracted development time lines. Philanthropic support is "fulcrum funding", and is leveraged to gain access to larger, sometimes fallow local funding such as CPA funding or funds held within housing trusts. 
2) Support for Capital Needs:  Improvements and repairs needed to maintain our family housing facilities is a constant challenge.  Renovations are largely completed with generous philanthropic support.  This is essential to maintain homes of quality and integrity.
3) Volunteers: Many properties and a small staff lead to the need for help with yard work, general spring/fall clean-up; administrate needs are also a way to assist.  
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 our roots were planted over 50 years ago with the founding of Harborlight House, HCP was created in 2009 in the merger of several existing, smaller affordable housing initiatives.  In doing so, hundreds of units have remained affordable, having an impact on the lives of hundreds of people. The combined strength of these boards and economy of scale of the properties under the HCP umbrella fortifies the financial stability and administrative vigor to maintain housing affordability in perpetuity. This ripple effect of the preservation of affordable housing throughout the North Shore is critical to meeting the housing demands across the region and fostering 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, 25 below market rate family units (20 units in Beverly and and two first time buyer units); 4 units in Marblehead; 1 unit in Wenham
  • Whipple Riverview Place, 10 low income elder units in Ipswich
  • Two H.E.A.R.T. homes, Peabody, supporting living for eight 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
  • Pigeon Cove Ledges, Rockport, 30 units for fixed income elders
  • Community Land Trust of Cape Ann for which HCP owns the land asset and ensures the permanent affordability of the sale of the 49 first-time home buyer units.
  • Rockport High School Apartments, 31 units of elderly affordable housing
  • Boston Street Crossing, 26 units of permanent supportive housing for formerly homeless adults (case management by Lifebridge)

 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

Housing creation and preservation is hard work, and requires the hearts, minds, and will of many. But the result of this collective effort allows us to make a place for those who would otherwise be economically excluded from our communities; indeed, for many, the very communities in which they have lived and worked all of their lives.

At this writing, HCP is working within the context of our most rigorous project pipeline in our history. We have just completed a major renovation at Harborlight House (which included a financial restructure). Other projects, in varying stages, include the development of more housing for elders and low-income families, as well as supportive housing for formerly homeless individuals. In addition, we remain in robust discussions with several communities to address housing needs and goals.

We found in the past year that not only can we withstand the tide, we are fortified by it – made more resolute in our mission that ever before. Despite the hurdles and complexities of housing creation, we forged ahead with Boston Street Crossing (Salem); continued to fight for Maple Woods (Wenham); completed renovations at Harborlight House; pursued Granite Street (Gloucester); and continued to build relationships in Hamilton and other communities. We advocated at the state and local level, and spent hundreds of hours in community meetings and forums to listen, explain, and educate whenever possible.

Moving forward, HCP will continue to push forward. We are steadfast in this mission to 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. I was scared and alone. Turtle Creek saved me, quite literally. It’s the best!”

Another resident, a young woman who rents an HCP affordable family unit, 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 as much ambassadors and resource-builders.

Geographic Area Served


Harborlight Community Partners currently serves nine communities on Boston's North Shore.  These include:
  • Beverly
  • Gloucester
  • Hamilton
  • Ipswich
  • Marblehead
  • Peabody
  • Rockport
  • Wenham
  • Salem
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


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.


Development Consultant and Management Consultant

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, facilities staff and COO are 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 six 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 bring our expertise to bear to assist fellow nonprofits and generate modest revenue for HCP which supports our own new project development. 

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

HCP will act as a development consultant for two projects in collaboration with the North Shore YMCA. Beginning in 2017 and continuing for 3-5 years to come, both of these projects and are North Shore YMCA projects with HCP acting as a development consultant. The Beverly project will take place first, for which a special permit has been granted by the City of Beverly. THis consists of 65 units: new production (21 units) and renovation (45 units), including studio apartments for individuals.  Funding applications to begin in 2017and continue through 2018. This project has a set aside of units with Department of Developmental Services and Northeast ARC, as well as units designated for homeless adults. 
HCP also acts as consultant for other housing groups for leasing and compliance assistance.  
Program Long-Term Success 

The other North Shore YMCA project, located in Gloucester, is a new development (53 units). This project has a set aside of units with Department of Developmental Services and Northeast ARC, as well as units designated for homeless adults.  Funding applications to begin in 2018 and continue through 2019.

This consultant work builds on several other past experiences for HCP.  IN 2013, HCP took in the restructure of River House Shelter or Beverly (management and financial restructure).  Other consultant success ss demonstrated in projects such as those completed with NFI of Massachusetts (two homes which were retrofitted for young adults
with permanent substantial brain injury) for renovations, and with Action Inc. of Gloucester also for construction/renovation consultation, and for two years collaborated with the Women's Institute for Housing and Education Development in project management.

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 Operating 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 re-opened to serve homeless adults and maintain its SROs.

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 supportive living. Harborlight House offers affordable housing for very low income seniors in need 24 hour supportive care 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 Beverly's 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, both of Rockport, and Whipple Riverview House of Ipswich, also offer affordable senior housing in a service enriched environment.  We hope to develop affordable senior housing in the Town of Wenham; this project has met all permitting and zoning requirements and is currently in an appeal process. 


Budget  $175,000.00
Category  Housing, General/Other Affordable Housing
Population Served Elderly and/or Disabled Aging, Elderly, Senior Citizens Adults
Program Short-Term Success 

HCP will continue to stay the course in the appeal process of Maple Woods, Wenham, and will pursue funding applications for additional senior housing (new construction) in Rockport, MA.  We also will continue to augment and improve our supportive services throughout our properties. We also seek to engage up more than 50% of our senior residents in the service enriched buildings in a minimum of 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 
 In 2017-2018 HCP created 26 units for homeless individuals (offering case management services) with the renovation of two old rooming houses.
Boston Street Crossing directly addresses a need for supportive housing for formerly homeless individuals, as identified by the Mayor’s Regional Homelessness Task Force. Comprised of 43 Boston Street (12 Units) and 179 Boston Street (14 Units), for total of 26 new units, it will offer case management/services provided by Lifebridge of Salem. After permits and financing were secured, 43 Boston Street was renovated with residents settling in by early 2018. 179 Boston Street renovations begin March 2018 with anticipated move in September 2018.

In addition, to create 75 units of family housing, HCP has acquired the site for a future housing project, Anchor Point. The site has been approved as a 40R district. This is a collaborative effort with the City of Beverly to build 75 units of affordable housing at the corner of Sohier and Tozer roads; early funding approved by CEDAC and Home funders. The proposed affordable housing project will provide, in Anchor Point I (Phase I of two phase project), 40 multi-bedroom units. Of the total project, there is a 20% set aside for homeless families. The remainder will be designated for individuals and families at 60% AMI or less. Next phases include continued design and permitting; funding applications to be submitted in 2018. This is largely an outcome of the Mayor’s Regional Homelessness Task Force to address housing needs of families and individuals who are or at risk of becoming homeless.

Through a careful process of combining state, federal and
local funding sources, augmented by philanthropy, in the past five 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.


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.
HCP is also, in collaboration, supporting First Time Home Buyer Courses, which are MAHousing approved.  
Budget  $225,000.00
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 at least 6 units of family housing to our housing portfolio in the coming 12 to 18 months with a project in Beverly. We at HCP are careful to be 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, including housing for homeless families, more than 75 units in the next three to six years, through two projects which are currently in our pipeline.  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 Operating 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.

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.”

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.


CEO/Executive Director Mr. Andrew DeFanza
CEO Term Start Jan 2007
CEO Email
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
-- -- --

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.


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


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
-- --


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


Foundation Comments


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

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


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
Kate Desmond HCP Resident Voting
Bob Gillis Cape Ann Savings Bank Voting
Suzanne Gruhl Middleoak --
Marvin Hyppolite Staff to Congressman Moulton Voting
Kurt James Rackemann Sawyer and Brewster Voting
Don Kelley Wayside Transcorp Voting
Beth Loughhead Minister, First Baptist Church in Beverly Voting
Christine Madore Ward 2 City Councilor, Salem Voting
Debra Mallon Resident, Turtle Creek --
Karen Popadic Philanthropist Voting
Stacy Randell-Shaheen Homeownder, Haven Terrace and North Shore Community College --
William Scanlon Retired, former Mayor of Beverly Voting
Michael Schaaf Community Investment Associates Voting
Catherine Schlichte Partner: Schlichte and Johnstone Voting
Peter Simonsen SeniorCare Voting
Alan Temkin Temkin Financial Group Voting
John Thomson Esquire Voting

Constituent Board Members

Name Company Affiliations Status
Kate Desmond -- Voting
Deb Mallon -- Voting
Stacy Randell-Shaheen -- Voting

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 18
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 9
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
  • Project Oversight
  • Public Policy/Advocacy

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



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $4,525,505 $3,915,137 $3,739,638
Total Expenses $3,133,202 $3,078,654 $3,130,182

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- $332,400 $20,000
Government Contributions $355,286 $329,964 $339,164
    Federal -- $329,964 $334,164
    State -- -- --
    Local -- -- $5,000
    Unspecified $355,286 -- --
Individual Contributions $1,121,482 $227,753 $119,616
Indirect Public Support -- $33,750 $27,500
Earned Revenue $2,915,025 $2,906,467 $3,094,039
Investment Income, Net of Losses $77,129 $43,767 $43,098
Membership Dues -- -- --
Special Events $56,583 $41,036 $96,221
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $2,676,709 $2,619,912 $2,757,391
Administration Expense $236,352 $253,076 $178,078
Fundraising Expense $220,141 $205,666 $194,713
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.44 1.27 1.19
Program Expense/Total Expenses 85% 85% 88%
Fundraising Expense/Contributed Revenue 14% 21% 32%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $15,472,457 $13,406,321 $12,626,294
Current Assets $6,491,810 $4,328,690 $3,351,779
Long-Term Liabilities $7,906,357 $7,255,099 $7,290,057
Current Liabilities $1,919,392 $1,947,307 $1,968,805
Total Net Assets $5,646,708 $4,203,915 $3,367,432

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
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 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 3.38 2.22 1.70

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 51% 54% 58%

CEO/Executive Director/Board Comments

The Change in Net Assets includes depreciation expense of $210,834. From this amount,

Harborlight Community Partners also made $75,477 of principal payments for debt on supportive

housing and $17,887 in deposits to required reserves. Furthermore, $220,928 of the Fundraising

Income consists of pledges received in 2017 which will be received in future years.

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, Eastern Bank, Beverly Bank, Cape Ann Savings Bank, Instition for Savings and North Shore Bank; as well as federal support such as HUD and USDA.

Predevelopment and bridge financing may be completed with philanthropic lending. 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 past 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. Contributions from foundations and corporations are listed under individuals when the breakout was not available. 


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?


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


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


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