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Organization DBA CAAS
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

The mission of the Community Action Agency of Somerville (CAAS) is to reduce poverty among local families and individuals while working to counteract, and whenever possible eliminate, the societal conditions that cause and perpetuate poverty.

CAAS's key strategies for accomplishing this mission are to:
(1) Expand and promote opportunities for all Somerville residents in the fields of education, employment, housing, health, and improved neighborhood life, and
(2) Serve as a structure for empowering both low-income constituencies and those whose full involvement in the community has been obstructed or discouraged by oppression and discrimination.
These strategies are implemented in the belief that by working together, people achieve more.

The three main outcomes that result when CAAS succeeds in this mission are:
(1) Vulnerable families and individuals realize additional potential through strengthening their families and support networks,
(2) Low-income people become more self-sufficient, and
(3) Local residents understand that they own a stake in the City of Somerville, the Commonwealth of Massachusetts, and the United States of America, and therefore they participate more fully in civic life.
 

Mission Statement

The mission of the Community Action Agency of Somerville (CAAS) is to reduce poverty among local families and individuals while working to counteract, and whenever possible eliminate, the societal conditions that cause and perpetuate poverty.

CAAS's key strategies for accomplishing this mission are to:
(1) Expand and promote opportunities for all Somerville residents in the fields of education, employment, housing, health, and improved neighborhood life, and
(2) Serve as a structure for empowering both low-income constituencies and those whose full involvement in the community has been obstructed or discouraged by oppression and discrimination.
These strategies are implemented in the belief that by working together, people achieve more.

The three main outcomes that result when CAAS succeeds in this mission are:
(1) Vulnerable families and individuals realize additional potential through strengthening their families and support networks,
(2) Low-income people become more self-sufficient, and
(3) Local residents understand that they own a stake in the City of Somerville, the Commonwealth of Massachusetts, and the United States of America, and therefore they participate more fully in civic life.
 

FinancialsMORE »

Fiscal Year Dec 01, 2011 to Nov 30, 2012
Projected Income $5,237,128.00
Projected Expense $5,237,128.00

ProgramsMORE »

  • Advocacy & Community Services
  • Head Start

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

The mission of the Community Action Agency of Somerville (CAAS) is to reduce poverty among local families and individuals while working to counteract, and whenever possible eliminate, the societal conditions that cause and perpetuate poverty.

CAAS's key strategies for accomplishing this mission are to:
(1) Expand and promote opportunities for all Somerville residents in the fields of education, employment, housing, health, and improved neighborhood life, and
(2) Serve as a structure for empowering both low-income constituencies and those whose full involvement in the community has been obstructed or discouraged by oppression and discrimination.
These strategies are implemented in the belief that by working together, people achieve more.

The three main outcomes that result when CAAS succeeds in this mission are:
(1) Vulnerable families and individuals realize additional potential through strengthening their families and support networks,
(2) Low-income people become more self-sufficient, and
(3) Local residents understand that they own a stake in the City of Somerville, the Commonwealth of Massachusetts, and the United States of America, and therefore they participate more fully in civic life.
 

Background Statement

The Community Action Agency of Somerville (CAAS) is this city's legally designated anti-poverty agency. After an early history of joint agencies, a group of Somerville citizens founded CAAS as an independent organization in 1981. In 1982, the Head Start program serving Somerville became a department of CAAS. (CAAS Head Start became a two-city program when it began serving Cambridge children and families in 2007.)

The motto of CAAS in its early years was "People achieving more by working together." Since its inception, CAAS has helped people in Somerville keep their homes and worked to preserve affordable housing in the city. From 1987 to 1990, CAAS sent community organizers to the Clarendon Hill Towers, helping residents prevent the developer from raising their rents when federal subsidies expired. Today, the tenants' association that CAAS helped establish owns the Towers. CAAS added an Eviction Prevention Project in the 1990's that is still the core of its Advocacy and Community Services Program.

Throughout the 1980's, CAAS helped Somerville change and welcome new immigrants. A rapid response network responded to incidents of ethnic and racial discrimination as they occurred. The Haitian Coalition began as a program at CAAS before becoming independent in 1992. CAAS also diversified its own staff. A youth group, Jovenes Latinos, developed the Latino leaders of the next generation from 1992 to 2010. Currently, the majority of CAAS employees speak more than one language, and CAAS conducts its business in English, Spanish, Portuguese, and Haitian Creole, and other languages as needed.

CAAS runs the Head Start program in Somerville and Cambridge. We help Latino youth become community leaders and responsible adults. We assist families and individuals to keep their homes and prevent homelessness. We work with Somerville residents to obtain the help they need to escape poverty and become economically self-sufficient.
 
CAAS is an agile and adaptive agency, able to respond quickly in the policy realm.When a wave of foreclosure threatened to make renters homeless, CAAS helped them find their voice and make powerful people listen. When the Great Recession began in 2008, and economic stimulus funds became available to Somerville in 2009, CAAS created new programs to give money and support to families who needed both. CAAS continues to identify community needs as they emerge and coordinate the community's response to meet the needs as they arise.

Impact Statement

 In October 2010 - September 2011, CAAS served nearly 1000 low-income families including over 3,000 men, women, and children :
  1. Provided comprehensive early education and care and medical and developmental screening to 364 children from low-income families in Somerville and Cambridge. 
  2. Helped 170 households to apply for SNAP (food stamps) and 78 to apply for fuel assistance.
  3. Helped prevent homelessness in Somerville by providing emergency legal assistance to 154 households at risk of eviction, securing funds to help 39 households pay rent or security deposits, and helping 148 resolve other landlord-tenant disputes.
  4. Conducted a community needs assessment and created a strategic plan to guide CAAS program, administration, and organizational development in FY 2011-2014.  Every six months, the Board of Directors will review progress toward the goals set out in this plan.
  5. Worked in partnership with more than 120 community organizations and government agencies to serve the people of Somerville and Cambridge.

Goals for the current year:

    1. Continue providing early education, access to SNAP, emergency legal assistance, utilities advocacy, and other homelessness prevention services.
    2. Provide ongoing follow-up and case management for six months to 125 households.
    3. Train early education teachers to improve their lesson planning, classroom management, individualized education plans for students, and written reporting, especially for bilingual teachers whose first language is not English.
    4. Celebrate CAAS' 30th Anniversary, raising the visibility of the organization and $20,000 in unrestricted funds.
    5. Carry out an ambitious development plan aimed at raising another $135,000 from private donors, foundations, corporations, and new government grants.

 

 


Needs Statement

CAAS has a strong management team and Board, with many dedicated volunteers.  The agency's most pressing need is for funding to serve the community better. CAAS has piloted several programs and proven them successful in Somerville. 
  1. Case management for homelessness prevention. $180,000 for case managers who speak Spanish, Portuguese, and Haitian Creole (plus English) to help families close the gap between what they have and what they need to remain housed.
  2. Workforce development. $142,000 for two job developers to provide job training and connect employers with job seekers.
  3. Medical-Legal Partnership. $85,000 for staff attorney to train community health centers to refer health problems caused by housing or poverty for legal or social services at CAAS.
  4. Disabilities services.  $50,000 for a disabilities specialist to assist Head Start students in taking full advantage of the program and its cognitive, social, emotional, and developmental benefits.
  5. Administrative support. CAAS seeks the ability to maintain its programs and start new ones without relying entirely on government. To raise new funds, we seek to add an Executive Assistant, a development staff person, and a data specialist.  These new positions will free senior staff to tell the agency's story and find new support.

CEO Statement

What difference does it make when you support CAAS? From my own life story, I can tell you that it makes all the difference in the world.

My father was a Presbyterian minister; service was his entire life, and I grew up with the constant presence of that ideal. In addition to the usual duties of a parish minister, I can remember him baking loaf after loaf of fresh bread in the church kitchen; the bread was sold to raise money for hunger relief efforts. When I was a teenager he started and ran a non-profit counseling center in Lowell, Massachusetts, providing essential mental health services to low-income and immigrant families, for over 10 years.

So I grew up with daily stories of the struggles of the families he worked with. Little did I know that years later I’d be doing essentially the same kind of work! I wish I could say that the problems I saw growing up in Lowell are no longer daily realities for families in Somerville, but that just isn’t the case. Nearly 12,000 of our neighbors live below the Federal poverty line ($24,250 pre-tax income for a family of four); with the rising cost of living in our city, thousands more, while not technically “in poverty”, are struggling every day to make ends meet.

As a Community Action Agency, it is the role of CAAS to be the hub, to make the connections between low-income families and the people and agencies that provide the necessities of life. We make it easier for people to set their sights on a better future. As Johane Predin, a young mother of children in our Head Start program, says, “Even if [CAAS] cannot help you [themselves], they will find the resource somehow.”

Among the resources we provide are:

• Food and Fuel. CAAS helps people navigate the food stamp and fuel assistance bureaucracies, assisting in the application and, if necessary, appeals processes. Instruction in healthy eating and menu creation is also provided by a certified nutritionist through our Head Start program.

• Preschool Programs. In Somerville and Cambridge, over 300 children each year enroll in CAAS Head Start, a high-quality program that prepares them to succeed in school and beyond.

• Health care. CAAS works closely with the Cambridge Health Alliance to make sure families get medical attention at community health centers like Union Square Family Health and Broadway Health Center.

• Homelessness prevention services. CAAS works with individuals and families in danger of losing their home, providing a wide variety of supports that can stabilize a family’s housing situation.

Help us continue to be there for our neighbors here in Somerville. Your donation will help a family, and it will help CAAS end poverty where we live.

Best,

David Gibbs, Executive Director


Board Chair Statement

The Calm after the Storm: A message from Board President Justin Hildebrandt

CAAS is an extraordinary, strong organization. With talented, dedicated employees, seasoned managers, and an active and engaged Board of Directors, our agency delivers vital services to our clients.

Over the last three years CAAS has weathered a profound challenge to our ability to continue the important work we do every day. In 2012, the agency’s independent auditor informed the board of some inconsistencies with our finances. The Board investigated and promptly began a two year process of careful auditing, policy review, and staffing changes. We worked with our funders, elected officials and community stakeholders to let them know what happened, asking for their help and support.

The end result of this hard work is a renewed agency with a revitalized sense of mission and purpose. It would not be too much to say that we have transformed CAAS. We have rebuilt our Board of Directors with enthusiastic volunteers from all sectors of our city. We have hired a new Executive Director, who has in turn hired additional senior staff to help with the ongoing operations of the agency. Our funders, particularly in the state and Federal governments, have told us that they are satisfied with our performance and trust us to spend their funds wisely and prudently. Most importantly, we have renewed our collaborations with other non-profit, community, and city groups in Somerville, sending the clear message that “CAAS is back!”

CAAS has weathered the storm, leveraging our high quality programs, dedicated funders, and committed board of directors. I’m delighted to be able to affirm that we are now in the calm, and that we are working on a daily basis at the many tasks so essential to those we serve.

On behalf of the Board of Directors and employees of CAAS, I invite you to continue to support us. Together we can end poverty where we live.


Best,

Justin Hildebrandt

President, CAAS Board of Directors


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA

Somerville and Cambridge, MA, for Head Start services.
Somerville, MA for all other services.

Organization Categories

  1. Human Services - Child Day Care
  2. Housing, Shelter - Housing Expenses Reduction Support
  3. Public & Societal Benefit - Alliances & Advocacy

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

Advocacy & Community Services

The ADVOCACY & COMMUNITY SERVICES PROGRAM serves Somerville residents with incomes up to 175% of the poverty level.   Staff speak English, Haitian Creole, Portuguese, and Spanish. Current projects include:

Homelessness Prevention: collect summons from Somerville District Court, send out letter in four languages informing tenants of availability of assistance, meet with tenants to help prepare Answer and Discovery, negotiate with landlords, schedule building inspections, stand up in court with clients, mediate, and help tenants find safe, sanitary, affordable housing.

Housing and Benefits Advocacyhelp low-income residents obtain subsidies and benefits for which they are eligible, to stabilize their current living situation and assist them to strive for economic self-sufficiency.

 Income Maximization: CAAS has become home to a satellite of the Welfare Department and a partner of the Fuel Assistance program, so that our clients will be more easily and promptly served.

Budget  414,142
Category  Housing, General/Other Housing Counseling
Population Served Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees Unemployed, Underemployed, Dislocated
Program Short-Term Success 

In 50% of cases, households that were at risk of eviction and homelessness will remain stably housed in their current homes.  In an additional 30% of cases, households will gain time and/or financial assistance, allowing them to move to new homes they can afford over the long run.

175 households will apply for SNAP.  CAAS will help 72 households to appeal denials or re-apply for SNAP.
 
150 households will receive emergency legal assistance.
28 households will receive funds for emergency rent or security deposit.
 
53 households will receive emergency utility payments.
Program Long-Term Success 
Low-income households will continue to live in Somerville, paying rents that are within their budget.  They will gain access to public benefits that close the gap between what they have and what they need.  Affordable housing will be preserved and expanded through policy advocacy, coalition work, and community organizing.
Program Success Monitored By 
CAAS uses Octopia, a client tracking database designed for community action programs.  Staff enter client data and record case notes, services provided, referrals made, and outcomes achieved.  Communication with the Mass. Dept. of Transitional Assistance helps CAAS track results of SNAP applications, and communications with the Cambridge Dept. of Human Services lets CAAS track results of applications for fuel assistance. 
 
CAAS creates an annual workplan including measures of short-term success. CAAS reports to the City of Somerville each quarter, and to the Mass. Dept. of Housing & Community Development twice a year.  The Board of Directors and management of the agency monitor progress toward the goals set in the workplan.
Examples of Program Success 

 The doctor said Sandra (not her real name) had a “highly aggressive” tumor on the right side of her brain. She needed chemotherapy every month, and the success of the treatment would depend greatly on her living conditions. But Sandra was living on a couch, in a small apartment she shared with her pregnant sister, her brother-in law, and her teenage niece. 

For Sandra, getting an apartment of her own could be a matter of life or death. After she applied for public housing and was denied—twice— she turned to CAAS. 

 A CAAS Housing & Benefit Advocate  appealed to the Somerville Housing Authority. He obtained letters from Sandra’s doctors and nurse proving the lack of suitable housing would be a substantial impediment to treatment or recovery. After reviewing the documentation and arguments submitted, the Executive Director of the Housing Authority overturned the previous decisions and put her on the top of the list. Sandra has now moved into her new apartment.

 

 

 


Head Start

The HEAD START PROGRAM is a comprehensive developmental pre-school program. It provides education, early literacy, disabilities services, health and nutrition, and social services for over 350 pre-school age children and their low-income families in Somerville and Cambridge. Parents of children in the CAAS Head Start Program benefit from access to computers, support groups and training for parents, family literacy services, and parent involvement in the operations and governance of the program. 
 
Special focuses of the program include: 
  •  On-site classes in English for Speakers of Other Languages, taught by a former instructor at the Somerville Center for Adult Learning Experiences.
  • Fathers Are Critical Educators Impacting Tomorrow (FACE IT), a fatherhood involvement program for the male parents of Head Start children. 
  • Early Learning Mentoring Program, providing expert coaching and mentoring to Head Start teachers.
Budget  4,822,986
Category  Education, General/Other Early Childhood Education
Population Served Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees Infants to Preschool (under age 5)
Program Short-Term Success 
355 children will complete the Head Start program, benefitting from its proven long-term effects on life chances.  An additional 110 children will enroll and participate for part of the year.
 
465 children will receive medical & dental screening.
 
56 children will improve their health and development  as a result of adequate nutrition.
 
25 parents will learn and exhibit improved parenting skills.
 
25 parents will learn and exhibit improved English literacy
 
15 parents will learn and exhibit computer skills.
 
24 parents will learn and exhibit improved skills in English for Speakers of Other Languages.
 
47 parents will learn and exhibit improved cooking and nutrition skills.
 
18 parents will complete training and 15 will be employed as substitute teachers in CAAS Head Start classrooms.
 
 
 
 
Program Long-Term Success 
High-quality early education provides life-long benefits.  A 2012 study by the University of North Carolina found that at age 30, participants in one early ed program were four times more likely to have earned college degrees, five times less likely to have used public assistance, 1-1/2 times more likely to have been consistently employed, and tended to delay parenthood by almost two years compared to the control group, which had not attended a high-quality early education program. 
CAAS Head Start received a 100% rating from the U.S. Administration for Children and Families.  Children who participate in this program will be more likely to earn college degrees, obtain jobs and be consistently employed, delay parenthood, and be economically self-sufficient. 
 
Parents of children in CAAS Head Start will obtain skills in parenting, computer use, and organizational governance.  They will be more likely to get and maintain employment.  They and their children will be healthier and eat a more nutritious diet.
 
Program Success Monitored By 
CAAS Head Start uses PROMIS, a client tracking database designed for Head Start programs.  Staff enter client data and record case notes, services provided, referrals made, and outcomes achieved.  Demographic data from PROMIS is sent to the agency-wide database, Octopia, in real time.  This allows staff in different programs to coordinate services to clients.
 
The Head Start Program uses the Teaching Strategies Gold database to track specific educational outcomes (for students) and professional development milestones (for teachers).  The Program reports to the U.S. Administration for Children and Families, and both the CAAS Board and the Head Start Program Policy Council monitor these reports. 
Examples of Program Success 

The way Fabia Oliveira remembers it, CAAS Head Start helped her choose her career at the age of five

“My teachers influenced me to become a helping individual,” Fabia says. “There was a boy in my class who was having a hard time adjusting to school. Every time he was upset in class, he seemed to respond to my attempts to comfort him. I have pictures of our Head Start graduation where I am helping the children find their place on stage.”

This fall, Fabia returned to CAAS Head Start as a Family Advocate. She, Family Advocate Jasen Souza (also hired this year), and six veteran staff meet the families of students outside the classroom, often in their own homes. Family Advocates help the families find what they need, from free clothing for children to help understanding the health care system. They work with CAAS’ Housing & Benefits Advocates to make sure families can pay rent and utility bills. Over half the staff of CAAS Head Start were once parents of children in the program.


CEO/Executive Director/Board Comments

All services at CAAS are provided in English, Spanish, Portuguese, and Haitian Creole.  CAAS find interpreters of other languages through its subscription to the telephone Language Line.  CAAS programs and the CAAS website are accessible for people with many different abilities and disabilities.

Management


CEO/Executive Director Mr. David Gibbs
CEO Term Start Sept 2014
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. Jack Hamilton Jan 1982 Dec

Senior Staff

Name Title Experience/Biography
Donna Cabral Director of Head Start --
Dennis Fischman Director of Planning --
Jeffrey Karon Director of Finance and Administration --
Melissa McWhinney Director of Advocacy --

Awards

Award Awarding Organization Year
Martin Luther King Award for Individual (Advocacy Director Melissa McWhinney) Somerville Human Rights Commission 2010
Martin Luther King Award for Agency Somerville Human Rights Commission 2008

Affiliations

Affiliation Year
AFP (Association of Fundraising Professionals) 2011
Chamber of Commerce 2011
Mass Coalition for the Homeless 2011
National Head Start Association 2011
National Hospice and Palliative Care Organization 2011
National Low-Income Housing Coalition 2011
Regional Housing Network 2011
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Northeast Institute for Quality Community Action (NIQCA), 2010

Collaborations

Leading community partner in SomerPromise, modeled after Harlem Children's Zone.
 
Collaborates with 120+ nonprofits and government agencies on services to children, families, and elders; housing, health, and legal services; immigrant services and advocacy.

Executive Director is a trustee of Somerville Affordable Housing Trust Fund, member of Community Health Advisory Committee of Cambridge Health Alliance. Serves on  Board of Metro North Regional Employment Board and of Communities for People, which offers residential programs for troubled youth. Member of Steering Committee of Somerville Food Security Research Team. Sits on Workforce Development, Housing, and Immigrants Services Committees of MASSCAP and Steering Committee of  Inter-Agency Council on Housing and Homelessness.  Advocacy Director is co-chair of Cambridge Somerville Housing & Welfare Coalition and member of Tenancy Preservation Committee of Metro Boston Regional Network to End Homelessness. Head Start Director is a leader of Somerville Early Childhood Advisory Council and Cambridge 0-8 Council and a nationally known expert on father involvement in Head Start programs. Planning Director is co-chair of the Somerville Nonprofit Development Network and  member of Somerville Fair Housing Commission.

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 87
Number of Part Time Staff 12
Number of Volunteers 200
Number of Contract Staff 20
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 16
Asian American/Pacific Islander: 2
Caucasian: 39
Hispanic/Latino: 18
Native American/American Indian: 0
Other: 6
Other (if specified): 1 Multi-racial, 2 Somer Other Race
Gender Female: 67
Male: 12
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
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. Justin Hildebrandt
Board Chair Company Affiliation Connexion United Methodist Church
Board Chair Term 2012 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Paul Bockelman Somerville School Committee Voting
Mr. John Ciampa Community representative Voting
Ms. Linda Cundiff Cambridge Health Alliance Voting
Mr. Justin Hildebrandt Connexion United Methodist Church 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: 4
Asian American/Pacific Islander: 1
Caucasian: 13
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 1 Brazilian
Gender Female: 13
Male: 7
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 80%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Parents
  • Personnel
  • Program / Program Planning

CEO/Executive Director/Board Comments

 

In Every Crisis is an Opportunity

A message from Board President Suzanne Bremer

 
CAAS is an extraordinary, strong organization. With talented, dedicated employees, seasoned Managers, and an active and engaged Board of Directors, our agency delivers vital services to our clients.

 Recently a friend mentioned that the Japanese character for “crisis” is composed of two symbols intertwined. One is the symbol for fear. The other is the symbol for opportunity. The events at CAAS over the last four months bear out the wisdom of this deep truth.

 On May 31st, the agency’s independent auditor told the Board that he had found something wrong with our books. The Board investigated, and, as a result, there have been several changes in the senior management team at CAAS.  The Board asked Melissa McWhinney, Director of Advocacy, to step in and be our acting Executive Director. We have hired Glivinski & Associates, a consulting company that specializes in non-profit accounting and management, to oversee the Finance Department. We have been working with our funders, elected officials and community stakeholders, to let them know what happened, asking for their help, and support. 

 Fear. Is this the end of CAAS? Can we recover? Are we doing the right things in the correct order? What will become of those that we serve if we fail? The fear is real, and close to the surface.

 Opportunity. Looking past the fear, it is possible to see that we can transform CAAS. Certainly, what the auditor found was a blow. But it also demonstrates that, though flawed, our system works. The errors were caught before they became insurmountable. Over the last two years, we have been working with the Department of Housing and Community Development and the Northeast Institute for Quality Community Action to achieve best practices. A lot of work remains. We need to find a new Executive Director. We need to rebuild the Administration and Finance Department. We need to regain the confidence of our funders and the trust of our community. This is work that we can do; this is work that we must do, because, ultimately, what CAAS does is essential to those we serve. Our current crisis is also an opportunity to build on our past efforts, to continue to improve our business practices and organizational culture so that we can better serve our clients. 

 On behalf of the Board of Directors, Directors, Managers and Employees of CAAS, I invite you to continue to support us. Together we can end poverty where we live.

 

Best,

Suzanne Bremer

President, CAAS Board of Directors

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Dec 01, 2011 to Nov 30, 2012
Projected Income $5,237,128.00
Projected Expense $5,237,128.00
Form 990s

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2008 Form 990

Audit Documents

2013 Audit

2012 Audit

2011 Audit

2010 Audt

2009 Audit

2008 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $4,542,499 $5,130,260 $5,135,007
Total Expenses $4,541,976 $5,275,180 $5,285,726

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $4,489,910 $4,987,199 $5,006,404
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $4,489,910 $4,987,199 $5,006,404
Individual Contributions $52,577 $143,061 $128,603
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $12 -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $3,993,505 $4,672,347 $4,820,477
Administration Expense $548,471 $602,833 $465,249
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 0.97 0.97
Program Expense/Total Expenses 88% 89% 91%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $2,758,039 $2,790,472 $2,935,157
Current Assets $422,691 $386,000 $458,121
Long-Term Liabilities $1,458,615 $1,490,546 $1,520,669
Current Liabilities $314,592 $315,617 $366,722
Total Net Assets $984,832 $984,309 $1,047,766

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
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 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 1.34 1.22 1.25

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 53% 53% 52%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.   

Documents


Other Documents

No Other Documents currently available.

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?

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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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