Board of Selectmen - 69 (02/02/2022)

NL HOMELESS
HOSPITALITY CENTER
BUDGET REQUEST
FY2023

Administrative Offic
NEW 
aon
LONDON Homeless 
730 State Pier Road
Post Office Box 1651
Hospitality Center 
New London, CT 06320
Program Office
325 Huntington Street
New London, CT 06320
www.NLHHC.org
December 8, 2021 
(860) 439-1573
Mr. Robert J. Brule
First Selectman
Town of Waterford
15 Rope Ferry Road
Waterford, CT 06385
Dear Mr. Brule,
| am writing to ask the Town of Waterford to join its southeastern Connecticut neighboring
towns in supporting the New London Homeless Hospitality Center.
The work of the New London Homeless Hospitality Center (NLHHC) provides an essential service
to the Waterford Community, and it will be my pleasure to continue to further the mission of
the center, together. We request funding from the Town of Waterford in the amount of $7,500.
While this represents an increase in the amounts previously received from the Town of
Waterford, so have the essential services we offer.
The New London Homeless Hospitality Center doesn’t just offer hospitable shelter to neighbors
experiencing homelessness but also offers tools to help guests achieve and sustain permanent
housing. This year, for example, NLHHC opened a housing resource center that offers help to
people before homelessness happens. Next year, we are further expanding our services to
provide mortgage-related counseling and assistance through HUD, so that more members of
our community can feel relief from the extreme financial constraints that cause homelessness.
This growth in effectiveness requires the ongoing support of our whole community.
Our 36-bed (beds have been decreased due to Covid) shelter is a place of safety and welcome;
our respite center also provides care to individuals facing health crises, including pneumonia,
broken bones, and cancer. We help guests find affordable housing and manage four houses
locally that offer extremely low rents. We collaborate regionally with dozens of public and
private programs and agencies to address, as fully as possible, the underlying causes of
homelessness for every individual. Guests receive personalized support to connect to the help
they need, whether it’s a new driver's license, treatment for an addiction, or preparation for a
job interview.

Our shelter beds were used over 10,000 nights by people who identified their last addresses as
from 38 Connecticut towns, including four at least residents who identified Waterford as her or
his last known address in 2020. The number of people who have used the Housing Resource
Center to complete UniteCT applications and receive other housing-related assistance is
currently unmeasured. We believe that a regional approach makes sense, rather than each
town attempting to provide its own services for people experiencing homelessness. And we
believe that our entrepreneurial approach — based on best practices and the latest research —
is most effective.
Municipal budgets are extremely tight, but the commitment of our region to help our neighbors
in crisis is so important. Homelessness is not a problem that affects only a single town or our
urban areas. It is a problem for all of us.
If you have any questions or need more information, please don’t hesitate to contact me. In
fact, it would be my pleasure to host you for a tour of our facilities and to meet just some of the
people your support would aid. Thank you for your time and consideration. 
| know that you
have many difficult choices to make.
inéerely,aL fo a
Annah ad
Development Manager

TOWN OF WATERFORD
15 Rope Ferry Road
Waterford, CT 06385
860-442-0553
ORGANIZATION NAME: 
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REQUEST DATE (FISCAL YEAR): 
20 i 2~ 7 OZ ©
REQUESTED AMOUNT: 
a! 5OO
BENEFIT STATEMENT (Describe how these funds will be used)
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hott bess ty | Her and houSinge su ddo4 o00lNC-L
woth AS ava lolb bp ode t hace (oS edd
thoy a ou Ag NSe4.u if Yar home jossne SS.
Per Town of Waterford Budget Guidelines: please attach a certified audit report of all funds
appropriated during the last completed fiscal year to your funding request.
DECLARATION
|, the requester, understand that | am requesting public funds from the Town of Waterford.
| declare that this request does not pose any potential conflict with the Town of Waterford
and | will provide any documentation requested by the Town of Waterford to authorize
funding this request or review the appropriateness of the request.
peed
Geaadl bol 
[2
_- Signature 
Date
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| dm. Homeless
Hospitality Center
Annual Report
July 1, 2019-June 30, 2020
The New London Homeless Hospitality Center does many things, but emergency shelter has
always been our foundation. How we think about emergency shelter, however, has changed
since our founding almost fifteen years ago. In this year’s annual report, we continue to report
on progress measured against specific goals that have guided our work in addressing
homelessness. We also outline some new directions we plan to explore.
This year’s report also shares some of the many ways Covid 19 has forced us to adapt in
order to continue providing essential supports in the safest possible way. With the hard work
of our staff, we have changed how we operate, but we have not missed a single day providing
essential supports to our neighbors experiencing homelessness. We have not done this alone.
Volunteers have continued to serve. Our board of directors has been fully engaged. The City of
New London under the leadership of Mayor Passero and Social Service Director Jeanne Milstein
have been remarkable partners on many fronts. The network of providers that make up the
homeless response system continues to work as a team. Also critical has been support from
Ledge Light Health District, the CT Department of Housing, L+M Hospital, the Community
Health Center and the VNA of SE CT.
PROGRESS TOWARD CORE GOALS
I. 
FROM HOMELESSNESS TO SAFETY
Homelessness is a crisis. People need someone to talk with—quickly. People need help
figuring out steps they can take to address the crisis they are experiencing. People need to be
able to get a shelter bed if they have no other options.
When we began, people facing homelessness had to call from shelter to shelter, usually
being told the shelter was full. Today, all of Connecticut has a coordinated access system that
allows people to call 211 and be linked immediately to a face-to-face meeting to discuss their
situation. For individuals in our region, most of these initial appointments take place at NLHHC.
When we started, people faced long waiting lists for shelter entry, leaving many of our
neighbors outside while they waited for a shelter bed. Today, our system works more
effectively allowing us to offer much quicker access to life-saving supports.
A. Quick access to help
Goal: People facing homelessness should have rapid access to a person who can discuss their
situation and provide information on services available.
11/18/20 
1

lon Homeless
Hospitality Center
Actual: Individuals facing homelessness in our region were able to access an appointment to
discuss their options in addressing their housing crisis within 2 days of their call to 211.
In the past fiscal year, we also added same day “emergency” appointments seven days a
week: a person who would otherwise be unsheltered that night was able to talk with an HHC
staff member that same day.
Our “front door” has stayed open this whole year though we have needed to adapt to the
Covid-19 crisis in a variety of ways. We are using virtual tools where possible. Many initial
appointments are now completed over the phone. Our CAN (Coordinated Access Network)
assessment staff have been trained in conducting health screenings and linking people to
appropriate quarantine and isolation options.
B. Diversion when possible
Goal: Our first effort should be to assist people in solving their housing crisis quickly, avoiding
their need for emergency shelter.
Actual: In 2019-20 we expanded our diversion staffing with funding from the federal
Community Development Block Grant (CDGB), graciously administered for our region through
the Town of Stonington. Every initial CAN interview included an effective focus on discussing
alternatives to shelter. This effort helped people remain in housing and freed up shelter beds
for people without options. Approximately a quarter of those reporting to their CAN
assessment interview were diverted—that is, helped to find alternative solutions to their
housing crisis.
The effort to find shelter alternatives did not, however, end at the conclusion of the initial
CAN interview. Staff continued to encourage people waiting for shelter admission to explore
possible housing options. This added discussion has paid off, as 20% of those who initially felt
shelter was their only option resolved their housing challenge and never came in to shelter.
C. Shelter bed when needed
Goal: People facing homelessness should have quick access to safe and well managed
emergency shelter if they need it.
Actual: Vulnerable people in need of shelter were admitted immediately. Our shelter wait list
rarely required people without other options to wait more than a few days to get access. A
total of 395 different individuals were enrolled in our emergency shelter. Especially
vulnerable individuals were offered access to Department of Housing hotel rooms beginning
in April. In addition, during the cold weather, HHC operated a winter warming center to
assure that people waiting for regular shelter had at least a warm place to be at night.
11/18/20
x

.anpon Homeless
Hospitality Center
The Covid-19 crisis presented multiple challenges to achieving our goal of quick access to safe
shelter for all who need it. In March, we reconfigured our shelter layout to achieve the social
distancing required to control virus spread. This reduced our capacity by about 20%.
Operating safely also required the implementation of multiple protocols including the
following: mask wearing, reconfiguring seating areas, stepped up cleaning, staff training,
health screening protocols and intensive efforts to inform guests about hand washing.
As the Covid crisis accelerated in March, we feared a major surge of Covid positive cases and
worked with the City of New London to create an off-site Covid isolation site on Viets Street.
While the surge fortunately did not occur, Viets Street safely housed 25 individuals who were
symptomatic or Covid positive. The site allowed us to provide discharge options for L+M
hospital to free up in-patient beds, provided a place for recuperation for those impacted by
Covid, and kept the general shelter population safer. As cases declined, we were able to close
the Viets Street site but continue to have an organized quarantine section within our existing
shelter.
In total, approximately 500 people accessed a shelter option through HHC during the last
fiscal year.
D. Fewer barriers to shelter use
Goal: Shelter needs to be organized to provide people facing multiple challenges, particularly
substance use disorders and mental health challenges, with the opportunity to use shelter
successfully. To operate safely and effectively the shelter must set behavioral expectations.
Staff must strive, however, to implement these expectations with flexibility and skill, so as to
minimize the number of people who need to be excluded from shelter involuntarily.
Actual: Overall, negative exits declined to 8%.
E. Treatment when requested
Goal: Individuals who seek assistance in addressing substance use disorders should have
access to recovery supports that complement rehousing efforts.
Actual: Shelter staff worked closely with Recovery Navigators, treatment programs and
community-based options to help people link to recovery support. Last fiscal year we assisted
46 individuals to find intensive treatment options and 118 individuals to locate other program
options that eliminated the need to remain in the HHC shelter.
I. 
FROM SHELTER TO HOUSING
When we started, HHC provided only a place to sleep. Early on, however, we saw that
housing, not just emergency shelter, is the ultimate answer to homelessness. Today we have a
robust program of housing location support and short-term rental assistance that helps people
11/18/20 
3

.expon Homeless
| Hospitality Center
get back to housing more quickly. Someone who gets a job or has some income can now get
into housing right away, without having to wait weeks or even months to save enough for a
security deposit and first month’s rent. These supports are dramatically shortening the amount
of time people spend in shelter and allowing them to get back to their jobs and community
more quickly.
A. Shorter shelter stays
Goal: Shelter is a lifesaving resource but should be like a trampoline: helping people bounce
back to housing as soon as possible. Shorter shelter stays are better for our guests and also
free up capacity to serve new people in need. Our goal is to reduce the average length of stay in
shelter to 30 days by helping people exit more quickly for housing.
Actual: While our shelter stays are 40% shorter than the statewide average for similar shelters,
we have not yet achieved our target of 30-day average length of stay.
Total Enrollments (1/1 to Present)
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B. More exits to housing
Goal: With the right supports, many people can reconnect to housing quickly. HHC housing
location staff help people find vacancies, and our shelter staff help guests address other issues
that stand in the way of housing.
Actual: Housing is the answer to homelessness. NLHHC continued to make progress in
maximizing entries to housing, beginning with the CAN appointment and continuing through
shelter enrollment. 52% of NLHHC shelter exits were to permanent housing compared with a
statewide average of 38%. Housing placements were also achieved in the diversion process and
11/18/20 
4

| den Homeless
Hospitality Center
through outreach efforts to people who were unsheltered. Overall, we recorded 341 exits to
housing in the last fiscal year.
The majority of our guests have very limited income. Increasing housing placements, therefore,
required great staff support but also creativity in helping people with find housing options they
can afford. As indicated below, for most people this meant sharing housing with others.
Housing by Type
2019-20
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C. Greater housing stability
Goal: While housing is the start, keeping housing is the longer-term goal. Short-term rental
assistance (security deposits and help paying rent) is a critical resource to allow very low-
income people to stabilize in housing. With the onset of the Covid crisis, the CARES act
provided new resources for housing assistance.
Actual: We began using new CARES Act resources to invest heavily in increasing our housing
capacity at the end of 2019-20, with an intense focus on building relationships with local
landlords. As these relationships brought housing leads, we developed the infrastructure to
process rental assistance requests and meet multiple documentation requirements from
different new funding sources. These efforts generated increased housing placements and
allowed us to help people access over $234,000 in rental assistance payments (outside HHC’s
budget!) in the first four months of the current fiscal year.
11/18/20 
5

1 din Homeless
Hospitality Center
NEW DIRECTIONS
SEEING THE WHOLE PERSON
As a nation we have approached homelessness as a problem that can be solved with
programs. When HHC started in 2006, emergency shelter was the program tapped to address
the problem of homelessness. [hen about ten years ago, a new national focus called
“HOUSING FIRST” shifted attention to housing as the most effective program intervention.
As the earlier parts of this report make clear (see especially Sec. Il), much has been
accomplished with an investment in effective programs. We increasingly see, however, that
lack of income, physical/mental health issues, substance-use disorders, limited social networks
and other challenges remain even after housing is in place. All these challenges are easier 
to
solve once a person is housed. But without added supports, they can drag a person back onto
the path of homelessness all too quickly.
Many social service thinkers therefore see the need to add a more person-centered
approach, one which recognizes that external realities (lack of housing or income) can be
addressed with good programs, but that the individual’s own internal capacity (resilience, 
C
focus, motivating goals, knowledge) are critical to long-term success. A person-centered
approach understands that each person faces a unique set of challenges and brings a unique
combination of strengths to the task of maintaining housing.
What increases a person’s capacity to stay stably housed?
i
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Health
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A person-centered approach also recognizes that solving problems is not the same as
setting people up to really thriving. To use a medical analogy, being free of the problem of 
C
disease is not the same as the thriving we call health. We survive when we solve problems...we
11/18/20 
6

.gxpon Homeless
| Hospitality Center
thrive when we embrace possibilities that give our lives meaning. A person-centered plan
addresses challenges but also asks “what kind of life do you want?” and “how can we build
that?”,
A person-centered approach therefore seeks to help build each person’s unique
capacity to achieve the goals that matter to them. Such an approach has to be:
e 
flexible (each of our challenges and dreams differ),
e 
focused on possibilities (we are each more than our problems)
e 
focused on relationships (change happens and people.thrive when they feel
supported in strong human relationships),
¢ 
available over the longer term (capacity takes time to build) and
¢ 
empowering of individual agency (as opposed to the dependency encouraged by
some program approaches).
Adopting a more person-centered approach at HHC does not, of course, mean that we
can lessen our focus on offering quality housing programs. It also does not mean that HHC can
provide all the supports an individual identifies as important. We believe HHC can, however,
still organize the help we have in a more person-centered way.
Program Centered
Person Centered
Agency led
Participant led
Problem focused
Possibility focused
Narrowly focused financial assistance
Flexible financial assistance
Assigned provider
Choice of provider
Directing and telling
Listening and guiding
Case management
Navigation and accompaniment
Episodic
Longer term if desired
Office based
Community based
The Covid crisis has slowed our work on implementing this person-centered effort. We
continue, however, to invest in our Help Center, which has been grounded in a person-centered
approach for years: offering flexible financial assistance, access to technology that allows
people to act on their own behalf and individualized information on resources. One new step
has been the creation of a Navigation Center, where we are experimenting with offering more
in-depth one-on-one assistance informed by person-centered approaches.
ADDRESSING RACIAL INEQUITY
The deep-seated impact of racial injustice on every aspect of American society is becoming
increasing clear. HHC is not immune from a need for deep reflection and analysis on the impact
11/18/20

sonpon Homeless
Hospitality Center
of racial inequality. 
This process has just begun, but we have identified a few initial areas of
focus.
Homelessness exposes the impact of racial inequality. According to a report by the Pew
Charitable Trust, for example, African Americans represent 13% of the general population, 21%
of those living in poverty and 40% of those experiencing homelessness. More effective housing
programs help address this inequity by provide the financial resources that help people pay for
housing. Working with people as unique individuals, focusing on strengths, emphasizing
possibility, building relationship that increase people’s feeling of connection will also reduce the
incidence of homelessness.
We have begun the work of analyzing our data and procedures to look for areas of
improvement. One initial finding was the realization that the way we have organized access to
our resources has resulted in underserving the local LatinX population—especially individuals
who are undocumented and experiencing homelessness.
We are, therefore, working to better reach the LatinX community in partnership with the
Hispanic Alliance. Special funding from the Department of Housing through the Connecticut
Institute for Refugees and Immigrants (CIR!) has, for example, allowed us to launch a rental
assistance program for undocumented individuals and families in partnership with the Hispanic
Alliance. Our goal is to reach over 200 undocumented individuals and families with this
assistance by February 2021.
Our initial assessment also identified organizational strengths upon which we can build.
Our HHC staff is currently over 50% people of color and includes many individuals who have
experienced homelessness themselves. They bring a rich mix of experience to our work. Our
next challenge is to do more to let this experience deeply inform our work, offer this
outstanding staff better pay and increased opportunities for promotion within HHC.
THANK YOU
For more information on our work please visit our website at NLHHC.org where you will find
our financial statements, a list of our board of directors, more information on our services and
information about our donors.
None of this work would be possible without the financial and volunteer support of so many
generous members of our community. We appreciate your help and invite you into ever
deeper partnership in the effort to make homelessness rare, brief and non-recurring in our
area. Information about volunteering and donating can be found on our website.
Catherine Zall
Executive Director
NLHHC.org
11/18/20 
8

NEW LONDON HOMELESS
HOSPITALITY CENTER, INC.
FINANCIAL STATEMENTS
AS OF JUNE 30, 2020
TOGETHER WITH
INDEPENDENT AUDITORS’ REPORT,
AND
FEDERAL SINGLE AUDIT REPORTS
ee) 
FILIPPETTI &
mM) MALAGHAN LLC
CERTIFIED PUBLIC ACCOUNTANTS

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
TABLE OF CONTENTS
JUNE 30, 2020
INDEPENDENT AUDITORS’ REPORT
FINANCIAL STATEMENTS
Statement of Financial Position
Statement of Activities
Statement of Functional Expenses
Statement of Cash Flows
Notes to Financial Statements
FEDERAL SINGLE AUDIT REPORTS
Federal Internal Control and Compliance Reports
Independent Auditors’ Report on Internal Control over Financial Reporting and
on Compliance and Other Matters Based on an Audit of Financial Statements Performed
in Accordance with Government Auditing Standards
Independent Auditors’ Report on Compliance for Each Major Federal Program and
on Internal Control Over Compliance Required by the Uniform Guidance
Schedule of Expenditures of Federal Awards
Schedule of Expenditures of Federal Awards
Note to Schedule of Expenditures of Federal Awards
Schedule of Federal Findings and Questioned Costs
Schedule of the Status of Prior Year Audit Findings
13
15
18
19
20
25

oo~
NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
STATEMENT OF FINANCIAL POSITION
JUNE 30, 2020
(With Summarized Financial Information for 2019)
ASSETS
2020 
2019
CURRENT ASSETS
Cash and cash equivalents 
$ 
987,565 
$ 
564,960
Grants receivable 
302,742 
37,699
Prepaid expenses 
40,741 
48,876
Total current assets 
1,331,048 
651,535
PROPERTY AND EQUIPMENT, net 
3,219,926 
3,152,658
Total assets 
$ 
4,550,974 
$ 
3,804,193
LIABILITIES AND NET ASSETS
CURRENT LIABILITIES
Current maturities of long-term debt 
$ 
101,976 
$ 
89,953
Accounts payable 
12,552 
15,611
Deferred revenue 
219,232 
-
Accrued expenses 
135,414 
106,585
Security deposits 
17,363 
23,467
Total current liabilities 
486,537 
235,616
OTHER LIABILITIES
Long-term debt, less current maturities 
703,584 
422,435
Total other liabilities 
703,584 
422,435
Total liabilities 
1,190,121 
658,051
NET ASSETS
Without donor restriction:
Undesignated 
819,654 
354,180
Designated as investment in property and equipment, net of related debt 
2,414,366 
2,640,270
Total net assets without donor restrictions 
3,234,020 
2,994,450
With donor restrictions 
126,833 
151,692
Total net assets 
3,360,853 
3,146,142
Total liabilities and net assets 
$ 
4,550,974 
$ 
3,804,193
The accompanying notes are an integral part of these financial statements.
-3-

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
STATEMENT OF ACTIVITIES
FOR THE YEAR ENDED JUNE 30, 2020
(With Summarized Financial Information for 2019)
Without Donor 
With Donor 
2020 
2019
Restrictions 
Restrictions 
Total 
Total
REVENUES
Grants and contracts 
$ 
1,762,152 
§$ 
- 
1,762,152 
1,483,101
Contributions 
723,444 
34,000 
757,444 
514,389
Non cash contributions:
Building rent 
13,500 
- 
13,500 
19,625
Thrift shop sales 
84,357 
- 
84,357 
139,958
Other income 
14,174 
- 
14,174 
11,597
Net assets released from restrictions 
58,859 
(58,859) 
- 
-
2,656,486 
(24,859) 
2,631,627 
2,168,670
EXPENSES
Program services:
Day and night shelter 
929,683 
- 
929,683 
711,964
Thrift shop program 
115,334 
- 
115,334 
175,117
Housing 
903,515 
- 
903,515 
786,122
Total program services 
1,948,532 
- 
1,948,532 
1,673,203
Supporting services:
Management and general 
418,545 
- 
418,545 
261,452
Fundraising 
49,839 
- 
49,839 
38,378
Total supporting services 
468,384 
- 
468,384 
299,830
Total expenses 
2,416,916 
- 
2,416,916 
1,973,033
Change in net assets 
239,570 
(24,859) 
214,711 
195,637
NET ASSETS, beginning of year 
2,994,450 
151,692 
3,146,142 
2,950,505
NET ASSETS, end of year 
$ 
3,234,020 
$ 
126,833 
3,360,853 
3,146,142
The accompanying notes are an integral part of these financial statements.
-4-

Salaries
Payroll taxes and benefits
Total payroll related costs
Occupancy
Guest support
Insurance
Supplies
Repairs and maintenance
Rent
Miscellaneous
Professional fees
Telephone
Office expense and supplies
Casual labor
Interest expense
Travel
Vehicle expense
Bank and credit card fees
Staff development
Total expenses before depreciation
Depreciation
Total expenses
—_ 
oTM
NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
STATEMENT OF FUNCTIONAL EXPENSES
FOR THE YEAR ENDED JUNE 30, 2020
(With Summarized Financial Information for 2019)
2020
PROGRAM SERVICES 
SUPPORTING SERVICES
Day and 
Management
Night 
Thrift Shop 
and 
Total 
Total
Shelter 
Program 
Housing 
Total 
General 
Fundraising 
Total 
2020 
2019
$ 
561,967 
38,590 
489,125 
$ 
1,089,682 
$ 
208,248 
32,329 
$ 
240,577 
$ 
1,330,259 
$ 
= 1,049,957
74,899 
3,955 
$2,863 
131,717 
42,863 
3,081 
45,944 
177,661 
168,348
636,866 
42,545 
541,988 
1,221,399 
251,111 
35,410 
286,521 
1,507,920 
1,218,305
33,898 
11,984 
86,778 
132,660 
2,791 
- 
2,791 
135,451 
115,369
11,014 
287 
92,706 
104,007 
- 
- 
- 
104,007 
78,626
- 
- 
- 
- 
86,172 
- 
86,172 
86,172 
48,505
57,292 
- 
6,365 
63,657 
- 
5,408 
5,408 
69,065 
56,195
47,008 
7,743 
9,874 
64,625 
2,267 
- 
2,267 
66,892 
33,742
2,750 
40,500 
16,800 
60,050 
- 
- 
- 
60,050 
109,925
6,617 
1,263 
32,736 
40,616 
12,930 
2,711 
15,641 
56,257 
12,489
20,085 
92 
13,893 
34,070 
29,931 
6,310 
36,241 
70,311 
50,641
25,160 
947 
21,195 
47,302 
602 
- 
602 
47,904 
36,846
5,157 
157 
2,155 
7,469 
21,832 
- 
21,832 
29,301 
29,741
3,324 
6,461 
16,715 
26,500 
- 
- 
- 
26,500 
20,672
3,602 
- 
20,966 
24,568 
- 
- 
- 
24,568 
23,612
7,022 
- 
7,929 
14,951 
2,618 
- 
2,618 
17,569 
10,485
4,106 
- 
- 
4,106 
- 
- 
- 
4,106 
18,799
- 
2,311 
2 
2,313 
1,092 
- 
1,092 
3,405 
6,196
- 
- 
- 
- 
3,022 
- 
3,022 
3,022 
8,094
863,901 
114,290 
870,102 
1,848,293 
414,368 
49,839 
464,207 
2,312,500 
1,878,242
65,782 
1,044 
33,413 
100,239 
4,177 
- 
4,177 
104,416 
94,791
$ 
929,683 
$115,334 
$ 
903,515 
$ 
1,948,532 
$ 
418,545 
$ 
49,839 
$468,384 
$ 
2,416,916 
$ 
1,973,033
The accompanying notes are an integral part of these financial statements.
-5-

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED JUNE 30, 2020
(With Summarized Financial Information for 2019)
2020 
2019
CASH FLOWS FROM OPERATING ACTIVITIES
Change in net assets 
$ 
214,711 
$ 
195,637
Adjustments to reconcile the change in net assets to net
cash provided by operating activities:
Depreciation 
104,416 
94,791
Changes in operating assets and liabilities:
Grants receivable 
(265,043) 
7,666
Prepaid expenses 
8,135 
(16,004)
Accounts payable 
(3,059) 
(62,506)
Accrued expenses 
28,829 
11,251
Security deposits 
(6,104) 
14,567
Deferred revenue 
219,232 
(78,947)
Net cash provided by operating activities 
301,117 
166,455
CASH FLOWS FROM INVESTING ACTIVITIES
Cash outlay for property and equipment 
(171,684) 
(451,147)
Net cash used in investing activities 
(171,684) 
(451,147)
CASH FLOWS FROM FINANCING ACTIVITIES
Proceeds from long-term debt 
375,700 
-
Repayment of long-term debt 
(82,528) 
(20,451)
Net cash provided by (used) in financing activities 
293,172 
(20,451)
NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS 
422,605 
(305,143)
CASH AND CASH EQUIVALENTS, beginning of year 
564,960 
870,103
CASH AND CASH EQUIVALENTS, end of year 
$ 
987,565 
$ 
564,960
SUPPLEMENTAL CASH FLOW INFORMATION
Cash paid during the year for interest 
$ 
27,150 
$ 
17,809
Non cash investing and financing activities:
Land and building acquired through assumption of long-term debt 
$ 
- 
$ 
185,000
The accompanying notes are an integral part of these financial statements.
-6-

—,
f
NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
NOTE 1 -
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2020
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
PURPOSE OF ORGANIZATION
New London Homeless Hospitality Center, Inc. (the Center) was established to provide a
place of hospitality for the homeless. At night, the Center provides a shelter for single adults.
The goal is to provide a place of rest and safety in a setting that is welcoming and dignified.
On an average night, the Center provides a place of safety for about fifty (50) men and
women, During the day, the Center offers a hospitality center where the homeless can find
sanctuary and practical assistance. The hospitality center helps address some of the practical
aspects of being homeless such as getting mail, taking a shower, and finding a place to sit in
cold weather. The hospitality center also works to link people with the resources they need to
return to permanent housing. On an average day, eighty (80) people visit the daytime
hospitality center. The thrift shop sells donated goods and the proceeds from the shop
contribute to the support the Center’s programs. The Center also provides a transitional
housing program serving those experiencing homelessness.
USE OF ESTIMATES
The preparation of financial statements in conformity with accounting principles generally
accepted in the United States of America requires management to make estimates and
assumptions that affect the reported amounts and disclosures in the financial statements.
Actual results could differ from those estimates.
PRIOR YEAR SUMMARIZED FINANCIAL INFORMATION
The financial statements include certain prior year summarized financial information in total
but not by net asset class. Such information does not include sufficient detail to constitute a
presentation in conformity with accounting principles generally accepted in the United States
of America. Accordingly, such information should be read in conjunction with the Center’s
financials as of and for the year ended June 30, 2019, from which the summarized
information was derived. Certain reclassifications have been made to the 2019 amounts to
conform with the current year presentation.
NET ASSET CATEGORIES
To ensure observance of limitations and restrictions placed on the use of resources available
to the Center, the accounts of the Center are maintained in the following net asset categories:
Without Donor Restrictions
Net assets without donor restrictions represent available resources other than donor-restricted
contributions.
With Donor Restrictions
Net assets with donor restrictions represent contributions and investment earnings thereon
that are restricted by the donor either as to purpose or as to time of expenditure.

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
NOTE 1-
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2020
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
RECOGNITION OF SUPPORT AND REVENUE
Grants and Contracts
Grants and contracts are generally characterized as exchange transactions in which the
grantor or contractor requires the performance of specific activities.
Entitlement to cost reimbursement grants and contracts is based on the expenditure of funds
in accordance with grant restrictions. Therefore, revenue is recognized to the extent of grant
expenditures. For performance-based grants and contracts, revenue is recognized to the extent
of the performance achieved. Grant receipts in excess of revenue recognized are presented as
deferred revenue.
Contributions
Contributions are defined as voluntary, nonreciprocal transfers.
Unrestricted and unconditional contributions are recognized as support when received or
pledged, if applicable. The Center recognizes contributions of cash and other assets as support
with donor restrictions if they are received with donor stipulations that limit the use of such
assets. When a restriction expires, that is, when a stipulated time restriction ends or purpose
restriction is accomplished, net assets are reclassified and reported in the statement of
activities as net assets released from restrictions. Contributions received whose use is
contingent on the occurrence of a future event are presented as deferred support until such
conditions are substantially met, at which time they are recognized as support.
Donated Services
The Center recognizes contributions of services received if they create or enhance
nonfinancial assets or require specialized skills and would typically need to be purchased if
not provided by donation. General volunteer services do not meet this criteria for recognition
in the financial statements. However, a substantial number of volunteers have donated
significant amounts of time to the Center’s programs.
Donated Assets
Donated assets, including the usage of assets such as rent are recognized at their estimated
fair market value.
The Center reports gifts of land, buildings, and equipment as unrestricted support. Gifts of
long-lived assets with explicit restrictions that specify how the assets are to be used and gifts
of cash or other assets that must be used to acquire long-lived assets are reported as restricted
support. Absent explicit donor stipulations about how long those long-lived assets must be
maintained, the Center reports expirations of donor restrictions in full when the donated or
acquired long-lived assets are placed in service.

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
NOTE 1-
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2020
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
CASH EQUIVALENTS
For purposes of the statement of cash flows, the Center defines cash equivalents as liquid
investments with an original maturity of three months or less. The Center had cash
equivalents totaling $392,762 as of June 30, 2020 which consist of money market accounts.
PROPERTY AND EQUIPMENT
Property and equipment acquisitions and improvements thereon that individually exceed
$5,000 are capitalized at cost, if purchased or at market or assessed value on the date of gift or
bequest. Depreciation is provided on a straight-line basis over the estimated useful lives of the
assets as follows:
Building and improvements 
20 — 40 years
Vehicles 
5 years
Furniture, fixtures, and equipment 
5 —10 years
Repairs and maintenance are charged to expense as incurred.
SALES TAX
The Center collects Connecticut sales tax from customers on the sale of taxable goods at the
Thrift Shop. The Center remits the entire amount to the state. The Center’s accounting policy
is to exclude the sales tax collected and remitted to the state from revenue and expenses.
INCOME TAXES
The Internal Revenue Service has determined that the Center is exempt from federal income
taxes on exempt function income as a public charity under Section 501(c)(3) of the Internal
Revenue Code. Consequently, no provision for income taxes has been made in the
accompanying financial statements.
The Center did not recognize any liability for uncertain tax positions as defined by accounting
principles generally accepted in the United States of America.
The federal tax return of the Center for the year ended June 30, 2020 is subject to examination
by the IRS, generally for three years after it has been filed.
METHODS USED FOR ALLOCATION OF EXPENSES AMONG FUNCTIONS
The financial statements of the Center report certain categories of expenses that are
attributable to more than one program or supporting function. Therefore, these expenses
require allocation on a reasonable basis that is consistently applied. The expenses that are
allocated include depreciation, office, and occupancy, which are allocated on a square footage
basis, as well as salaries and benefits, which are allocated on the basis of time and effort
Studies.

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
NOTE 1 -
NOTE 2 -
NOTE 3 -
NOTE 4-
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2020
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
SUBSEQUENT EVENTS
The Center has performed an evaluation of subsequent events through February 25, 2021,
which is the date the financial statements were available to be issued. There were no
subsequent events that require additional disclosure.
CONCENTRATIONS OF CREDIT RISK
The Center’s financial instruments that are exposed to concentrations of credit risk consist
primarily of cash and cash equivalents and grants receivable. The Center places its cash
deposits in high quality financial institutions and such deposits are fully covered by federal
depository insurance. Grants receivable consist primarily of amounts due under a contract
with a federal agency. Based on historical experience, management believes these receivables
represent negligible credit risk. Accordingly, management has not established an allowance
for potential credit losses.
PROPERTY AND EQUIPMENT
A summary of property and equipment is as follows:
Land 
$ 
468,124
Construction in process 
171,684
Buildings and improvements 
2,890,935
Furniture and equipment 
90,746
Vehicles 
154,911
3,776,400
Less: accumulated depreciation 
556,474
“S_3.219,926_
Depreciation expense for the year ended June 30, 2020 was $104,416.
LINE OF CREDIT
The Center has established a $100,000 line of credit with a local bank. The line of credit bears
interest at prime plus 1.5%. There was no activity with this line of credit during the year ended
June 30, 2020.
-10-

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2020
NOTES- 
LONG-TERM DEBT
A summary of long-term debt follows:
Equity Trust, Inc. mortgage, due December 2021, annual
principal payments of $69,000 and monthly interest on the
unpaid balance at 5.0% 
$ 
124,125
Eastern Savings Bank mortgage, due September 2028, monthly
payments of $860 including principal and interest at 4.75% 
65,040
Equity Trust, Inc. mortgage, due May 2024, monthly
payments of $664 including principal and interest at 5.0% 
56,826
Equity Trust, Inc. mortgage, due July 2021, monthly
payments of $395 including principal and interest at 5.0% 
41,433
Liberty Bank mortgage, due December 2035, monthly
payments of $1,090 including principal and interest at 4.59% 
144,217
Equity Trust, Inc. mortgage, due May 2025, monthly
payments of $2,529 including principal and interest at 5.0% 
132,219
SBA Paycheck Protection Program (PPP) loan, due April 2022,
monthly payments of $13,602 including principal and interest 
—
at 1.0% starting in August 2021 if not forgiven 
241,700
805,560
Less: current maturities 
101,976
$ 
703,584
Principal maturities of long-term debt in each of the succeeding years are as follows:
Year ending June 30:
2021 
$ 
101,976
2022 
367,263
2023 
33,314
2024 
34,966
2025 
107,969
2026 and thereafter 
160,072
$ 
805,560
Interest expense on long term debt was $24,568 for the year ended June 30, 2020.
The PPP loan may be used for certain payroll and related costs as well as rent, utilities, and
interest payments on debt. 
The SBA may provide forgiveness of principal and accrued
interest under the loan agreement if the loan is used for the costs mentioned above. The
Center believes they have spent the loan within the terms of the agreement, but no
forgiveness has been applied for or granted as of June 30, 2020.
-ll-

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2020
NOTE6- 
LIQUIDITY AND AVAILABILITY OF RESOURCES
The following reflects the Center’s financial assets as of the statement of financial position
date, reduced by amounts that are not available for general use due to contractual or donor-
imposed restrictions within one year of the statement of financial position date. Amounts
that are not available also include board designated amounts that could be utilized if the
Board of Trustees approved the use. However, amounts already appropriated from either
the donor-restricted endowment or quasi-endowment for general expenditure within one
year of the statement of financial position date have not been subtracted as unavailable.
Financial assets, at year-end
Cash and cash equivalents 
$ 
987,565
Grants receivable 
302,742
1,290,307
Less those unavailable for general expenditures within one
year, due to:
Security deposits 
17,363
Client custodial accounts 
22,616
Contractual or donor-imposed restrictions 
126,833
Financial assets available to meet cash needs for
general expenditures within one year 
$ 
1,123,495
NOTE7- 
NET ASSETS WITH DONOR RESTRICTIONS
Net assets with donor restrictions are restricted for the following at June 30, 2020:
Time-restricted 
$ 
83,558
Purpose restricted: Housing program 
43,275
$ 
126,833
Net assets with donor restrictions that were released from donor restrictions during the year
ended June 30, 2020 by satisfying the following restrictions:
Time-restricted 
$ 
50,134
Purpose restricted: Housing program 
8,725
$ 
58,859
NOTE 8- 
OPERATING LEASES
The Center leases the space for its Thrift Store Program under a month to month operating
lease. The monthly lease amount is $3,000 plus utilities.
The Center also rents space for housing on a periodic basis as part of its Housing Program.
Rent expense under all these arrangements totaled $60,050, which includes $13,500 of
donated rent, for the year ended June 30, 2020.
-12-
f_\

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
FOR THE YEAR ENDED JUNE 30, 2020
Federal 
Grant
Grant 
CFDA 
Period 
Grant
Grantor; Pass-through Grantor; Program Title; Description 
Number 
Number 
—_ Ending 
Expenditures
U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES
Indirect:
Passed through the State of Connecticut Department of
Housing
Social Services Block Grant
Independent Living 
15DOHO101CD A3 
93.667 
$ 
= 113,318
Passed through the State of Connecticut Department of
Mental Health and Addiction Services
Projects for Assistance in Transition from Homelessness (PATH)
Reliance House, Ine (PATH) 
93.15 
33,360
Total U.S. Department of Health and Human Services 
146,678
U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
Direct:
Continuum of Care 
14.267 
34,705
Indirect:
Passed through the State of Connecticut Department of
Housing
Continuum of Care
Rapid Rehousing 
17D0H0901CD 
14,267 
102,120
Rapid Rehousing 
20DOH0901CD 
14.267 
29,767
Passed through the State of Connecticut Department of
Mental Health and Addiction Services
Continuum of Care
Supportive Housing Case Management 
18MHA2092 
14.267 
47,395
Passed through the Connecticut Coalition Against Domestic
Violence, Inc. (CCADV)
Continuum of Care
Domestic Violence and Human Trafficking Rapid Rehousing 
19DOH0901FJ 
14.267 
30,000
Passed through the Town of Stonington, Connecticut
Community Development Block Grant 
14.228 
77,178
Passed through the City of New London, Connecticut
Community Development Block Grant 
14,228 
7,000
Total U.S. Department of Housing and Urban Development 
328,165
U.S. DEPARTMENT OF TREASURY
Indirect:
Passed through the State of Connecticut Department of
Housing
COVID-19 Coronavirus Relief Funding
Thames Valley Council for Community Action, Inc. 
20DOH1001CX 
21.019 
97,615
COVID-19 Coronavirus Relief Funding
Coronavirus Isolation Site 
12060/D0H46920/29561 
21.019 
65,000
Total U.S, Department of Treasury 
162,615
U.S. DEPARTMENT OF HOMELAND SECURITY
Indirect:
Passed through the United Way of Southeastern Connecticut
Emergency Food and Shelter National Board Program 
97,024 
65,500
Total U.S. Department of Homeland Security 
65,500
U.S. DEPARTMENT OF VETERANS AFFAIRS
Direct:
VA Homeless Providers Grant and Per Diem Program 
64.024 
119,194
Total U.S. Department of Veterans Affairs 
119,194
U.S. DEPARTMENT OF AGRICULTURE
Indirect:
Passed through the State of Connecticut Department of
Social Services
SNAP Employment and Training 
10.561 
8,000
Total U.S. Department of Agriculture 
8,000
Total Federal Awards 
$ 
830,152
The accompanying notes are an integral part of this schedule.
-18-

NEW LONDON HOMELESS HOSPITALITY CENTER, INC.
NOTE A-
NOTE TO SCHEDULE OF EXPENDITURES OF
FEDERAL AWARDS
FOR THE YEAR ENDED JUNE 30, 2020
ACCOUNTING BASIS
BASIC FINANCIAL STATEMENTS
The accounting policies of New London Homeless Hospitality Center, Inc. (the Center)
conform to accounting principles generally accepted in the United States of America as
applicable to nonprofit organizations.
SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
The accompanying schedule of expenditures of federal awards has been prepared on the
accrual basis consistent with the preparation of the basic financial statements. Information
included in the schedule of expenditures of federal awards is presented in accordance with
the requirements Title 
2 U.S. Code of Federal Regulations Part 200, 
Uniform
Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards
(Uniform Guidance).
For cost reimbursement awards, revenues are recognized to the extent of expenditures.
Expenditures have been recognized to the extent the related obligation was incurred within
the applicable grant period and liquidated within 90 days after the end of the grant period.
For performance-based awards, revenues are recognized to the extent of performance
achieved during the grant period.
New London Homeless Hospitality Center, Inc. has not elected to use the 10% de Minimis
indirect cost rate.
-19-

New London Homeless Hospitality Center
42/10/21 
Foundations Grants
Accrual Basis 
April 1, 2020 through December 10, 2021
Type 
Date 
Num 
Name 
Amount 
Balance
City of New London
Sales Receipt 
06/24/2020 
6272 
City of New London 
25,000.00 
25,000.00
Total City of New London 
25,000.00 
25,000.00
City of Norwich
Invoice 
04/15/2020 
370533 = City of Norwich 
5,000.00 
5,000.00
Total City of Norwich 
5,000.00 
5,000.00
Town of East Lyme
Sales Receipt 
07/23/2020 
6321 
Town of East Lyme 
3,000.00 
3,000.00
Sales Receipt 
07/23/2020 
6322 
Town of East Lyme 
3,000.00 
6,000.00
Sales Receipt 
08/19/2021 
7219 
Town of East Lyme 
3,000.00 
9,000.00
Sales Receipt 
10/27/2021 
7289 
Town of East Lyme 
2,000.00 
11,000.00
Total Town of East Lyme 
, 
11,000.00 
11,000.00
Town of Groton
Sales Receipt 
12/03/2020 
6644 
Town of Groton 
7,125.00 
7,125.00
Sales Receipt 
07/29/2021 
7192 
Town of Groton 
7,125.00 
14,250.00
Total Town of Groton 
14,250.00 
14,250.00
Town 
of Lisbon
Sales Receipt 
07/10/2020 
6311 
Town of Lisbon 
1,000.00 
1,000.00
Sales Receipt 
03/05/2021 
6950 
Town of Lisbon 
1,000.00 
2,000.00
Sales Receipt 
07/09/2021 
7136 
Town of Lisbon 
4,000.00 
3,000.00
Total Town of Lisbon 
3,000.00 
3,000.00
Town 
of Lyme
Sales Receipt 
06/16/2020 
6261 
Town of Lyme 
500.00 
500.00
Sales Receipt 
07/13/2020 
6304 
Town of Lyme 
500.00 
1,000.00
Total Town of Lyme 
1,000.00 
1,000.00
Town 
of Montville
Sales Receipt 
04/09/2020 
6144 
Town of Montville 
3,000.00 
3,000.00
Sales Receipt 
06/30/2021 
7129 
Town of Montville 
3,000.00 
6,000.00
Total Town of Montville 
6,000.00 
6,000.00
Town of North Stonington
Sales Receipt 
12/04/2020 
6681 
Town of North Stonington 
1,000.00 
1,000.00
Total Town of North Stonington 
1,000.00 
1,000.00
Town of Old Lyme
Sales Receipt 
06/22/2020 
6283 
Town of Old Lyme 
1,500.00 
1,500.00
Sales Receipt 
06/17/2021 
7085 
Town of Old Lyme 
1,500.00 
3,000.00
Page 1

Type 
Date 
Num 
Name 
Amount 
Balance
Total Town of Old Lyme 
3,000.00 
3,000.00
TOTAL 
69,250.00 
69,250.00
Page 2

New London Homeless Hospitality Center
Proposed Budget 2021-22
Income
2021-22 Proposed
Foundations 
244,750
Faith community Gifts 
24,000
Individual and Business 
454,000
Respite 
79,200
Surrounding Towns 
20,725
Special Events 
45,000
Rental income (SSVF) 
12,000
Rental Income (net after write-offs) 
317,500
Government Grants 
1,678,000
Mental Health Waiver (Medicaid) 
386,000
Total Income 
3,261,175
Expenses 
2021-22 Proposed
Total Staff 
1,962,000
Fringe Benefits 
358,000
Health Reimbu