Board of Commissioners

Chairman                         Dennis Poitras

Assistant Chairman       Bill Kerensky

Treasurer                         Ann Phillips

Assistant Treasurer         Vacant

Resident Commissioner   Sandy Labrecque

Board members are Appointed by the Selectmen for a period of five years each.

The Board of Commissioners meet every second Tuesday of the month at 7:00 pm in the Community Room.  

We are currently looking for someone to fill the seat of Assistant Chairman, if you are interested in being on the Board or would like more information please contact us.

The Future of Ashford Housing - Strategic Planning

STRATEGIC PLAN

This plan is a working document that provides a set of goals and objectives that will support our mission and establish a clear path forward to financial sustainability.  Ashford Housing Authority is at a critical point that requires expansive change and to think “outside the box” regarding financial sustainability.  

We are forced to take stock of the past and our reliance on revenue from traditional sources such as subsidies and grants.  We must look for new opportunities to become fiscally independent and sustainable.  Creating a non-profit organization dedicated to affordable housing will lead to new opportunities for funding, which is critical to our continued success.  

The goals established outline steps needed to become a financially independent housing authority while maintaining the highest standard of service.  While we create new funding opportunities, we must also ensure the highest level of maintenance and care of our current property.   Fiscal responsibility is key to the success of this plan and moving beyond the next five years.

BACKGROUND

Ashford Housing Authority was created in 1987 to provide affordable housing for elderly and disabled individuals.  Completed in 1994 the Pompey Hollow Senior Housing (PHSH) has thirty-two (32) one-bedroom apartments. All apartments are accessible with four (4) designated as handicap.  

The Ashford Housing Authority is governed by the Ashford Housing Authority Commission.  The Commission has five (5) dedicated members, including one PHSH resident.

Ashford Housing Authority receives funding from the Elderly Rental Assistance Program administered by the CT Department of Housing.  In addition, AHA participates in the Resident Services Coordinator Program, also administered by the CT Department of Housing. This program allows AHA to have a Resident Services Coordinator on staff to assist residents with an extensive array of social services.  

Initially Ashford Housing Authority provided housing to individuals with low-income levels.  The Elderly Rental Assistance Program (ERAP) was available for tenants even with extremely low income. The program was open and subsidized rent for 75% of its residents.  

The closure of the program in 2009 had a direct impact on applicants.  From that point on applicants were required to have a minimum amount of income to allow for the current base rent to be at 30% of their monthly adjusted income.  This also meant that every time the base rent was increased, qualified applicants needed a higher income level.

Currently, 40% of residents participate in the ERAP program, however 60% of tenants qualify for ERAP based on their income levels.  This gap in subsidies is the key reason we must move forward to find alternate ways of subsidizing rent for those who qualify.  This number will only continue to increase if we do nothing to change the way our rent base is structured. 

Implementation of this plan will allow us to move forward and create a base rent structure that allows current and perspective applicants affordable housing while increasing revenue to strengthen our program and services.  

GOALS

Goal 1. Maintain and preserve Pompey Hollow Senior Housing

Routine maintenance along with upgrading mechanical systems over time has kept the building in very good condition. However, the building needs a major rehab to update apartments and common areas. AHA needs to continue with regular maintenance and look for opportunities to complete the much-needed rehab.

Goal 2. Create and implement a long-term sustainable plan to increase revenue

It is critical that AHA creates a plan for sustainability that is financially independent from traditional sources of revenue such as rental subsidy, state grants and loan financing.  

A property is fully sustainable when its revenue is adequate to fully support its operations, including reserve account deposits for repairs and replacements, and renovations without any outside financial support.

Rent Stratification is a long-term plan for sustainability. Implementation of this program will take a number of years to avoid displacement of current residents.

Goal 3. Identify and pursue opportunities to expand affordable housing in Ashford

It is widely acknowledged that Connecticut lacks adequate affordable housing. The COVID 19 crisis has heightened awareness of the disparities in housing throughout the state.  There is a new urgency for updated legislation on zoning laws to help achieve a level of adequate affordable housing in all Connecticut towns.  AHA will capitalize on this momentum and work together with the Town of Ashford to create and maintain affordable housing for its residents.  Currently, 4% of housing in Ashford is affordable, this includes CHFA/USDA mortgages.  Pompey Hollow Senior Housing is the only housing complex that is affordable in town.  Fifty (50%) percent of renters in Ashford are cost burdened and spend more than 30% of income on rent.  Twenty-five (25%) percent of Pompey Hollow Senior Housing residents pay more than 30% of income on rent.  

Goal 4: Resident Success and Satisfaction

Residents are a vital part to the success of our program. Our goal is to provide excellence in housing and programs. As AHA expands the program and increases services, resident participation and involvement is essential to successful affordable housing.

Goal 5: Intensify governance efforts to commensurate with the Housing Authority growth over the next five years..

As we continue to mature and expand programs and services, compliance and accountability are essential to the success of the organization.