NYNP - February 2015 Edition

February 2015

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SOCIAL ENTERPRISE PAGE 11

OPWDD PAGE 8

AGENCY OF THE MONTH Eastside House

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New York Nonprofit Press PO Box 338 New York Nonprofit Press Chatham, NY 12037 PO Box 338 Chatham, NY 12037

Vol. 14 . Issue 1 www.nynp.biz

A Drop in the Bucket

by Fred Scaglione

There are a lot of things in Governor Andrew Cuomo’s FY2016 Executive Budget proposal for the human services community to like.

Individual program sectors can point to various initiatives -- proposals to increase the State’s minimum wage and raise the age at which youth are considered adults in the criminal justice system, creation of a new NYNY IV Supportive Housing program, and others -- as important ways to address the needs of vulnerable New Yorkers. However, when it comes to a key issue impacting the nonprofit human service system as a whole – funds to address years of fiscal neglect through failure to provide regular Cost of Living Adjustments – advocates and providers are united in their view that the Governor’s Budget falls woefully short.

It has been six full years since nonprofit service providers have received Cost of Living Adjustments, i.e real COLAs that provide revenues to both adjust employee salaries and address all the other increasing costs of doing business, such as rent, utilities, essential new technologies, health care expenses, etc. For the first five of those years, FY2009-10 through FY2013-14, nonprofits saw the purchasing power of their budgets decrease by approximately 12% -- or $354 million.

Last year, for the current FY2014-15 fiscal year which is about to end on March 31st, Governor Cuomo again had proposed no COLA adjustment whatsoever. However, the legislature made salary increases for the “lowest paid” direct service employees a priority and included $13 million in order to fund a 2% adjustment for the last quarter of the fiscal year – January 1 through March 31st. While nonprofit executives are very appreciative of the legislature’s support and grateful for the opportunity to raise salaries for any members their workforce, it is worth noting

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that this very narrowly focused, part-year increment represented just 16% of what a real COLA would have cost -- $107 million – based on the Division of Budget’s own estimates. So, by our calculations that adds another $94 million hit the sector took compared to where they should have been.

And, last year’s legislative initiative also proposed carrying forward the initial January 1st 2% increase into FY2015-16, adding another full year 2% increase on April 1st for Direct Care workers plus giving a full-year April 1st 2% increase for clinical staff. The tab for this FY2015-16 “COLA” has been included by the Governor in his new Executive Budget proposal.

In both of these cases, however, these “faux-COLAs” provide no funding for the many other kinds of staff it takes to run an agency – maintenance staff, billing clerks, drivers, administrative staff of all types, etc. Nor do they provide any funding for agencies to cover the rising costs of non-personnelrelated expenses.

Nonprofit Infrastructure Fund

After years of being rebuffed by the Governor on requests for COLAs, nonprofit sector leaders changed tactics this year. The Human Services Council, United Neighborhood Houses and UJA-Federation began advocating early for creation of a new Nonprofit Human Services Relief Fund. The request included creation of a Nonprofit Infrastructure Fund that would be capitalized by $500 million of the estimated $5.4 billion State surplus resulting from various litigation settlements with major banks. It would make one-time investments in human service provider agencies to support specific projects involving core facilities, new technology, improvements in outcomes and performance, facilitation of mergers and partnerships, program innovation, and pay for success contracts. The request also included another $50 million to capitalize an existing Contract Cash Flow Stabilization Fund that would provide interest free revolving cash fund loans to nonprofits whose state contracts and payments were delayed.

Surprisingly, the Governor picked up on the sector’s proposal and included funding for a Nonprofit Infrastructure Capital Investment Fund in his Ten-Point Plan to Fight Poverty. Unfortunately, however, the Governor – who likes to think big in so many areas – once again thought small when it comes to the nonprofit sector. His proposal included only $50 million – just one-tenth of the amount requested by human service advocates.

“While we appreciate these allocations, they are hardly enough given the size of the nonprofit human

BUCKET continued

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Nonprofit OpCon

“Streamlining Processes and Operations for New York Nonprofits” April/May 2015 in NYC (specific date and location to be confirmed) Who Will Attend: Executive Directors, Chief Financial Officers, Chief Accounting Officers, Chief Operating Officers, City and State Public Officials, and Directors of Information Technology at mid to large sized New York nonprofits and those who service these executives.

Why: Because of budgets and funding it appears that many nonprofits lack automated systems, strong financial practices, multiple grant tracking capabilities and HR services. This event will bring together top-level operations and administrative executives from nonprofits across New York to discuss how to streamline operating processes that effect the day to day and year to year of nonprofit institutions.

Discussions to include: • • • • • • •

Assessing the real estate process – what are the current trends?

Effect of the business cycle on nonprofits What are the latest technological tools for streamlining processes?

Finance strategies – best practices Successfully recruiting, training, and retaining a talented, experienced, successful, and committed group of people to serve the organization's board or serve different Effectively maintaining your donor database or CRM system Efficiently reporting outcome instead of output

For details on speaking opportunities and for sponsorship and exhibitor information please contact Lissa Blake at 646-517-2741 or publisher@nynp.biz

New York Nonprofit Press FEBRUARY 2015 1

A Drop in the Bucket

Events

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Editorial

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NYC Living Wage

News

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Fundraising

22

OPWDD Issues

8

Social Enterprise

11

People Serving People

24

Employer of the Month

29

Classifieds

30

Agency of the Month Eastside House

14

GivingTuesday: Growing and Maturing Year by Year

For the complete Calendar of Events Visit nynp.biz

FRED SCAGLIONE, Editor

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TOM ALLON, President & CEO

LISSA BLAKE, Deputy Publisher

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STEVE FARBMAN, Chairman sfarbman@cityandstateny.com

MARCIA RODMAN KAMMERER, Art Director

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ANDREW HOLT, Publisher aholt@cityandstateny.com

ANNE LILJEDAHL, Exec. Asst. to the Publisher

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Vol. 14, No. 1

2015 ORGANIZATIONAL SPONSORS FOUNDING SPONSORS Abbott House, CAMBA, The Children’s Village, Concern for Independent Living, Inc., The Doe Fund, Inc., Good Shepherd Services, Heartshare Human Services of New York, Inc., JCCA, Leake & Watts Services, Inc., MercyFirst, SCAN NY, Seaman’s Society for Children and Families, Services for the Underserved, St. Christopher’s Inc., United Cerebral Palsy of NYC, University Settlement/The Door, William F. Ryan Community Health Center, Women in Need, Inc.

SUPPORTING SPONSORS AABR, Inc., Anderson Center for Autism, ANDRUS, The Bridge, Inc., Children’s Aid Society, Council of Family and Child Caring Agencies (COFCCA), Day Care Council of NY, Inc., East Side House, Episcopal Social Services, Family and Children’s Association, FedCap, Graham Windham, Green Chimneys, Independence Residences, Inc., Institute for Community Living (ICL), InterAgency Council of Developmental Disabilities Agencies, Inc., LaSalle School Foundation, Mercy Haven, Inc., Mercy Home for Children, New Alternatives for Children, New York Common Pantry, Inc., PSCH, Inc., Public Health Solutions, QSAC, Richmond Community Services, Rockland Independent Living Center, SCO Family of Services, Inc., Staten Island Mental Health Society, St. Dominic’s Home, Vanderheyden Hall

COMMUNITY SPONSORS Astor Services for Children and Families, Brooklyn Community Services, CASES, Center for Children’s Initiatives, Child Care Council of Suffolk, Inc., Child Development Support Corp., Children’s Home of Poughkeepsie, The Coalition for Behavioral Health Agencies, Inc., Community Mediation Services, Inc., Education Assistance Corporation, EPIC Long Island, Federation of Protestant Welfare Agencies (FPWA), Forestdale, Inc., Harlem RBI, Health and Welfare Council of Long Island, Henry Street Settlement, Hour Children, Inc., Human Services Council, Institute of Applied Human Dynamics , Inc., Jawonio, Inc., Jewish Board of Family and Children’s Services (JBFCS), JCC of Greater Coney Island, The Keon Center, Lenox Hill Neighborhood House, Life’s WORC, Long Island Adolescent & Family Services, Inc., New York Asian Women’s Center, Inc., Northside Center for Child Development, Inc., Ohel Children’s Home & Family Services, Saratoga Bridges, Special Citizens Futures Unlimited, St. Anne Institute, St. Catherine’s Center for Children, St. Francis Friends of the Poor, Stanley M. Isaacs Neighborhood Center, United Neighborhood Houses for New York, Inc., Visions/Services for the Blind & Visually Impaired, Westchester Family Services

EDITORIAL

4 New York Nonprofit Press

FEGS Holds Lessons for Us All As we went to press, we were just hearing confirmation that FEGS was planning to end its longtime role as a major provider of health and human services in New York.

“FEGS has concluded that its clients are best served by the transfer over the next several months of all of FEGS’ programs and services to other providers,” said Julie Farber, Senior Vice President, Planning, Strategy & Innovation on February 2nd.

“FEGS is now working closely with its City and State government partners, and other stakeholders, to effect those transitions.

“FEGS reached this decision after rigorous evaluation to ensure the best possible outcome for FEGS’ clients and staff, working with outside financial and restructuring experts, and consulting with all of its government funders and other partners,” Farber continued. “This analysis showed that the financial situation which FEGS confronts was too deep to be resolved by continuing to run its programs.”

The stunning news of FEGS’ plans to end its

operations came just seven weeks after the agency – which had an operating budget in excess of $250 million annually -- shocked the human services community by announcing on December 12th that it was replacing its top leadership following the revelation of a $19 million loss for FY2014 which had ended on June 30th.

Exactly what had happened to bring about the almost unbelievably rapid demise of one of New York’s largest and seemingly strongest human services agencies is still largely unknown outside of FEGS management and leadership.

Despite a natural inclination to assume the worse, there is almost universal belief that this unfortunate outcome was not the result of any malfeasance or wrong doing on the part of senior agency executives.

Hopefully that belief will prove to be justified.

At the same time, however, there are equally natural assumptions that this was (A) a case of “gross mismanagement”; (B) an example of how a rapidly evolving transition in the human services sector can bring down even the largest provider agencies; (C) a classic case of government funding being inadequate

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to cover the actual cost of services; (D) a failure of internal systems for accounting and control; or, (E) all of the above.

Somehow, you have to believe that a calamity of this magnitude would require an “all of the above” explanation.

Typically, this is a time when nonprofit management and board leadership become more rather than less open about publicly sharing information as to what brought about a collapse of this type. And, I suppose, there are legitimate legal and liability reasons why they may feel that way.

However, FEGS now needs to become even more transparent and share fully what they have learned about the various factors which led this $250 million human services organization to close in the space of just a few short months.

There are important lessons for the human services sector to learn from this very sad affair – particularly at a time when the entire system seems to be in flux. To pass those lessons on will be one way in which FEGS can continue to serve its mission… and perhaps even partially clear its name.

thank you

New York Nonprofit Press wishes to recognize our 2015 sponsors

Founding Sponsors Abbott House, CAMBA, The Children’s Village, Concern for Independent Living, Inc., The Doe Fund, Inc., Good Shepherd Services, Heartshare Human Services of New York, Inc.,JCCA, Leake & Watts Services, Inc., MercyFirst, SCAN NY, Seaman’s Society for Children and Families, Services for the Underserved, St. Christopher’s Inc., United Cerebral Palsy of NYC, University Settlement/The Door, William F. Ryan Community Health Center, Women in Need, Inc.

Supporting Sponsors AABR, Inc., Anderson Center for Autism, ANDRUS, The Bridge, Inc., Children’s Aid Society, Council of Family and Child Caring Agencies (COFCCA), Day Care Council of NY, Inc., East Side House, Episcopal Social Services, Family and Children’s Association, FedCap, Graham Windham, Green Chimneys, Independence Residences, Inc., Institute for Community Living (ICL), InterAgency Council of Developmental Disabilities Agencies, Inc., LaSalle School Foundation, Mercy Haven, Inc., Mercy Home for Children, New Alternatives for Children, New York Common Pantry, Inc., PSCH, Inc., Public Health Solutions, QSAC, Richmond Community Services, Rockland Independent Living Center, SCO Family of Services, Inc., Staten Island Mental Health Society, St. Dominic’s Home, Vanderheyden Hall

Community Sponsors Astor Services for Children and Families, Brooklyn Community Services, CASES, Center for Children’s Initiatives, Child Care Council of Suffolk, Inc., Child Development Support Corp., Children’s Home of Poughkeepsie, The Coalition for Behavioral Health Agencies, Inc., Community Mediation Services, Inc., Education Assistance Corporation, EPIC Long Island, Federation of Protestant Welfare Agencies (FPWA), Forestdale, Inc., Harlem RBI, Health and Welfare Council of Long Island, Henry Street Settlement, Hour Children, Inc., Human Services Council, Institute of Applied Human Dynamics , Inc., Jawonio, Inc., Jewish Board of Family and Children’s Services (JBFCS), JCC of Greater Coney Island, The Keon Center, Lenox Hill Neighborhood House, Life’s WORC, Long Island Adolescent & Family Services, Inc., New York Asian Women’s Center, Inc., Northside Center for Child Development, Inc., Ohel Children’s Home & Family Services, Saratoga Bridges, Special Citizens Futures Unlimited, St. Anne Institute, St. Catherine’s Center for Children, St. Francis Friends of the Poor, Stanley M. Isaacs Neighborhood Center, United Neighborhood Houses for New York, Inc., Visions/Services for the Blind & Visually Impaired, Westchester Family Services

Together, we serve people who serve.

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NEWS

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5 New York Nonprofit Press

Inwood House and Children’s Village Announce Merger The Boards of Trustees of Inwood House and The Children’s Village® have announced “a formal alliance that will create a dynamic organization with the capacity to provide better services for more young men and women at the margins of society.” Founded in the mid-1800’s, both organizations bring a rich history and compelling charitable mission to help those most in need.

The Children’s Village’s expertise lies in working with a broad base of at-risk teens, while Inwood House offers a unique niche within that segment with its expertise in caring for pregnant and parenting teens and in pregnancy prevention.

“We are excited about partnering with The Children’s Village,” said Inwood House Board President Andrew

Wozniak, Managing Director at Cisco Systems, Inc. “Together we can leverage Inwood House’s specialized expertise and knowledge to expand beyond direct service and bring the issues of pregnant and parenting teens to the forefront of the national agenda.”

“We are very pleased that Inwood House chose us as a partner,” said Children’s Village Board Chairman Paul H. Jenkel, former Senior Vice President at Alliance Capital Management Corp. “We admire the organization’s’ strong commitment to pregnant and parenting teens, and its desire to serve increased numbers of this marginalized population.”

Carlton S. Mitchell will lead Inwood House’s transition in the role of Interim Executive Director.

His credentials

A History of Innovation… Times Two! The planned merger of The Children’s Village and Inwood House combines two agencies, each of which has a long history of quality service and innovation.

The history and evolution of The Children’s Village, founded in 1851, from being the nation’s largest institutional residence for foster care children and troubled youth into a multi-faceted youth and family serving organization with a broad continuum of programs focused on helping kids and families while they are at home in their own communities – and the transformation of its residential campus into a series of highly specialized programs designed for short-term interventions for children and youth with particular needs and challenges -- is relatively well known.

On the other hand, the rich history of Inwood House, which is actually older but considerably smaller than its new partner, may be less understood. Established in 1830 to help sexually exploited girls in New York City rebuild their lives, Inwood House is internationally recognized as a leader and innovator in teen pregnancy prevention, youth development, and teen family services.

“Inwood House began when a group of women from what was then known as the Magdaline Society went right into the slums of the Five Points section and opened a shelter right among the row of houses used for prostitution so that young women would be able to see that there was an opportunity for a different life,” says Laurel Crosby, Director of Institutional Partnerships at Inwood House.

Inwood House was among the first to address the connection between poverty and teen pregnancy, as well as the first to provide mother/child foster homes, deliver ongoing family support services after childbirth, engage teen fathers, bring asset-building comprehensive sexuality education and prevention programming to schools, and serve on the front lines of prevention in the AIDS epidemic.

Today, informed by rigorous research and a highly qualified staff, Inwood House’s programs promote the healthy development of more than 2,500 youth from New York’s most vulnerable communities through residential and foster family care and ongoing Teen Family Support initiatives, and comprehensive school and community-based Teen Pregnancy Prevention programs in New York City.

Jeremy Kohomban

include over 30 years of executive-level experience in the nonprofit, public, and private sectors. He previously served as Interim Executive Director of Turning Point-Brooklyn, Interim President and CEO of Families First New York, Executive Director of the International Center in New York, Inc. and as Deputy Commissioner of Community Development in the New York City Department of Youth and Community Development.

“Carlton brings the necessary business acumen and operational skills at an important time in our agency’s history,” said Dr. Linda Lausell Bryant, former Inwood House Executive Director, and now Clinical Assistant Professor, and the Katherine and Howard Aibel Visiting Assistant Professor and Executive in Residence at the New York University Silver School of Social Work. “I have the utmost confidence in Carlton and in this plan to ensure that Inwood House’s mission continues to have a powerful impact on young people throughout New York City. We are also grateful for the

Carlton MItchell

support given by the New York Merger, Acquisition, and Collaboration Fund.”

Mitchell will work closely with Dr. Jeremy Kohomban, President and CEO, The Children’s Village, who will lead the merged organization.

The joint organization envisions pursuing a two-pronged strategy, according to the announcement. “First, it will remain true to providing high quality, direct services to a broad base of at-risk young people, including programs designed to prevent teen pregnancy and provide services to pregnant and parenting teens. Second, the Inwood House Division will expand its traditional role as advocate and thought leader to ensure clients’ voices and needs are heard.

“The joint organization will have a significant influence on the policies and practices that affect at risk teens,” the Board’s added. “By joining forces, Inwood House and The Children’s Village will amplify each other’s ability to profoundly change more young lives, whether through direct services or targeted advocacy.”

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NEWS

FPWA Sells Building for $50M+ The Federation of Protestant Welfare Agencies (FPWA) has sold its landmark headquarters building at 281 Park Avenue South for a price in excess of $50 million.

FPWA has owned and managed the landmark property for more than 50 years.

“Since its founding in 1922, FPWA has been deeply committed to strengthening human service organizations and advocating for just public policies,” CEO/ Executive Director Jennifer Jones Austin told NYNP last April after announcing that the building would be for sale. “Selling the building provides a tremendous opportunity to reinvest in the organization in ways that will enhance our ability to tackle social issues that affect the poor and working poor, and to support our member agencies.”

At that time, we reported that FPWA was only one of many human service agencies in the process of taking advantage of rapidly rising real estate prices -- particularly in the Midtown South section of Manhattan -- in order to redirect property assets towards programming and ongoing operations.

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BCS Announces Plans to Redevelop Brooklyn Headquarters Jennifer Jones Austin also indicated at that time that she believes that a sale will enable FPWA to streamline and modernize its operations. “We would like to reduce our own footprint and achieve a more efficient workspace,” she explains. “But, we also want to ensure that we have space that will be available for our member agencies for conferences, meetings and events.

Located steps away from Madison Square Park, Gramercy Park and Union Square, the iconic six-story property, located on the southeast corner of E22nd Street, features a distinctive terra cotta stone façade, as well as a restored copper and terra-cotta roof, marble mosaic floors, wood wainscoting, and stained glass windows. The 106-year-old building was officially designated a New York City landmark in 1979 and was added to the National Register of Historic Places in 1982. New ownership plans to reposition the property for future office use.

The transaction was brokered

by Savills Studley, the leading global commercial real estate agency.

Brooklyn Community Services’ (BCS) Chairman Aaron Dean (Left) and BCS Executive Director Marla Simpson (Center Right) welcomes special guests NYC Deputy Mayor Alicia Glen (Center Left), Deputy Brooklyn Borough President Diana Reyna (Right), principal at Second Development Services, Louis Greco Jr. (Center) to announced the major redevelopment of BCS’ downtown Brooklyn headquarters (Photo by Second Development Services).

Brooklyn Community Services (BCS), Second Development Services (SDS), and New York City Deputy Mayor for Housing and Economic Development Alicia Glen announced last month the major redevelopment of BCS’s downtown Brooklyn headquarters building, located at 285 Schermerhorn Street. By partnering with SDS, and its principal Louis V. Greco Jr., BCS will create a new three-story home for its administrative operations and its employment training and job placement programs, right in the heart of Brooklyn’s booming Downtown, while securing its financial future with new resources that can serve its broader mission throughout Brooklyn. The mixed use redevelopment will bring the Schermerhorn Street’s building height up to 14 stories, while preserving its historic façade. SDS will develop residential housing, under NYC’s inclusionary housing program, in the upper portion of the building.

“As a property owner, it’s been inspiring to see Downtown Brooklyn’s transformation into a world-class, 24/7 center of business, residential and nonprofit activity,” said BCS Executive Director, Marla Simpson. “BCS is thrilled to be able to provide a wonderful new facility to house our employment services, so that our clients, adults with developmental disabilities, can fully participate in Downtown’s resurgence through the dignity and self-sufficiency that comes with a good job.” ”Downtown Brooklyn has incredible economic momentum, spurred by investments from the City and fortified by a robust commercial and cultural community,” said New York City Deputy Mayor for Housing and Economic Development Alicia Glen. “But we need to do more to ensure that the economic

opportunity created by this growth reaches Brooklynites at all rungs of the economic ladder. Brooklyn Community Services is a linchpin of that work, and we congratulate the organization and all its partners on securing their future in downtown Brooklyn.”

“We welcome the opportunity to partner with SDS, which has such an impressive track record of commitment to Brooklyn, and we’re incredibly grateful for their innovative approach for this project,” said Aaron Dean, the Chair of the BCS Board of Directors.

“BCS will remain in occupancy and will continue to serve our clients without interruption during the construction of the new facilities.”

“On behalf of SDS, I am pleased to work with such a prestigious organization like BCS. Their work improves the quality of people’s lives and contributes greatly to the strength of our community and our city. We are honored to be a part of this joint venture,” said SDS Principal Louis V. Greco, Jr. BCS gratefully acknowledges the support of Brooklyn Borough President Eric Adams and City Council Member, Stephen Levin, who contributed capital funds to support the project. “I value Brooklyn Community Services as a key partner in my mission to build up Brooklynites, with their focus on educating our youth, training our job seekers and caring for our residents that need a helping hand to achieve success, said Brooklyn Borough President Eric Adams.

“Brooklyn Community Services does incredible work and offers programs that Brooklyn residents depend on. I am excited BCS will be able to expand their services and continue their good work,” said Councilman Stephen Levin.

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NEWS

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CSCS is Now LiveOn NY The Council of Senior Centers and Services of New York City, Inc. (CSCS) has unveiled its new name, LiveOn NY – emblematic of its mission to make New York State a better place to age.

The announcement was made at the organization’s 26th Annual Conference on Aging which brought together more than 450 aging services professionals for a day-long conference on transitions in healthcare, ageism, elder abuse, livable communities, palliative care and other important issues facing New York’s senior population.

Founded in 1979, CSCS began as an organization dedicated to advocating for policy change to further the interests of senior centers and agencies in New York City. Today it is an incubator shaping the future of aging by developing new ideas that take the form of advocacy, policy and program development. Its programming helps older New Yorkers as they confront ageism, social isolation, the hardships of living on a fixed income, the need for quality and compassionate healthcare and other challenges.

Executive Director Igal Jellinek said, “For 35 years, CSCS has been New York’s leading incubator for developing innovative approaches to aging. Whether through direct services for older New Yorkers, advocacy, technical assistance or training for aging services professionals, we have worked to ensure New York is a place where everyone can grow old with confidence, grace, dignity and vitality.

Today, with a new identity, a reinvigorated mission and expanded goals, LiveOn NY remains committed to improving the lives of seniors and taking care of the generation that took care of us.”

In discussing plans for statewide expansion, Jellinek noted that as the needs

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7 New York Nonprofit Press

PSCH Starts Construction on 58-Unit Property in the Bronx of older adults grow in New York State, it is critical that LiveOn NY also expand its scope.

By 2030, New York’s over-65 population will skyrocket to a projected 3.9 million – a 60% increase from 2000 – and will comprise 20% of New York State’s total population. As New Yorkers live longer and continue to age in place, the need for increased community-based support will be essential.

Over the coming months, as LiveOn NY plans, develops and implements statewide expansion, it will seek to: • Build strong relationships with aging service providers around New York State; • Work to ensure better communication systems between service providers and elected officials and policy makers; • Expand advocacy efforts; • Advocate for increased support for all of New York State’s community-based services such as elder abuse programs, congregate and home delivered meals, transportation, social adult day care, case management, health and wellness education and caregiving services; • Grow LiveOn NY’s educational events including the Annual Legislative Conference in Albany and the Annual Conference; • Expand LiveOn NY’s programs and training opportunities for aging service providers.

With a membership base of more than 100 organizations ranging from individual community-based centers to large multiservice organizations, LiveOn NY’s policy, advocacy and research focuses on issues critical to older adults including affordable housing, elder hunger, economic security and community services.

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V E R Y D A Y

PSCH has started construction on its 165th Street property in the Bronx, which is due to open in the summer of 2016. This facility will consist of 58 units in a newly-constructed, 10-story building. The project is intended to provide jobs for the community, and to increase the supportive housing capacity within New York City. Some of the units are targeted to certain populations in need of rental assistance and supportive services in order to live independently within the community.

Thirty-six units will be reserved for individuals with Severe and Persistent Mental Illness (SPMI), who are in need of assistance in one or more daily living skills in order to remain in this independent living setting. The remaining 22 units are reserved for individuals, with or without a mental health diagnosis, who meet low-income eligibility criteria.

There will be a total of 46 studios; 6 one-bedroom units; and 6 two-bedroom units. The building will have 24-hour front desk coverage and on-site support services. Supported Housing staff will maintain a 24-hour on call phone line to be accessed by tenants.

Research has shown that when offered a stable housing environment first, an individual is better able to set and achieve personal goals. PSCH realizes that candidates will present with a variety of complex issues, including a lack of independent living skills, poor socialization, limited job skills, or an inability to retain employment. PSCH will hire case managers, peer specialists and a program director who will work to refer each tenant to a variety of supportive services in the community.

“Securing safe and affordable housing in New York City is a challenge for all New Yorkers. It is even more difficult for people who are trying to cope with symptoms of mental illness,” said Alan Weinstock, Chief Executive Officer of PSCH, Inc. “Recognizing the need to provide greater support for community integration, PSCH has been working on low-income housing developments for several years. We have been successful at creating supportive environments where all tenants feel a sense of cohesion, regardless of mental health status. We are excited to expand these housing opportunities to residents of the Bronx.”

OPWDD ISSUES

8 New York Nonprofit Press

Transition Collides with Transformation I/DD Sector Faces ‘Perfect Storm’ of Systemic Reforms

by Remy Tumin

Almost every sector of the human services delivery system is undergoing fundamental redesigns that pose extraordinary challenges to service providers and, therefore, to the people they are serving. However, the intellectual and developmental disabilities (I/DD) community can present a persuasive case that they may be facing the most serious and fundamental system redesign challenges of all.

I/DD service providers – like many of their colleagues in other sectors -- are grappling with the uncertainties associated with a statewide transition to Medicaid managed care. At the same time, however, they are also

Managed Care

Like other nonprofits whose services are largely funded by Medicaid, I/DD service providers are in the midst of a massive transition away from a rate-driven, fee-for-service system of billing and reimbursement towards an all-encompassing use of managed care, in which authorization and payment for services

facing the impacts of a largely Federally-driven transformation in the allowable structure of the very services they provide. And, providers and advocates point to mounting evidence that waiting lists for individuals with I/DD and their families to begin receiving critical services are reaching a crisis stage. Finally, there are serious concerns among provider agency executives as to whether the Office for People with Developmental Disabilities (OPWDD) – an agency which has seen rapid turnover in top leadership during the past several years along with a hemorrhaging of senior and upper mid-level managers – has a realistic capacity to plan, implement and administer this complicated web of system reforms.

will be handled by risk-bearing managed care entities – i.e. health insurance companies – in one form or another.

Much of the detail as to how this new system will work in practice remains unclear.

Overall responsibility for developing and implementing this transition to Managed Care

Golden New Chief Program Officer at Episcopal Social Services Jane Golden, JD, LMSW, has been named the new Chief Program Officer at Episcopal Social Services of New York (ESS).

Golden will oversee all programs at ESS, as well as the programs of Safe Space NYC, a Queens based nonprofit and an ESS partner organization.

Together, ESS and Safe Jane Golden Space serve over 20,000 clients each year through a multitude of programs including Foster Care, Family Preservation, Developmental Disabilities Services, Early Childhood Education, After School, and Juvenile Justice programs.

Golden will be the first Chief Program Officer at ESS. The new CPO position was created in response to the significant recent growth at ESS and Safe Space. Since 2011, ESS has more than doubled its annual operating budget, most notably through expanded Juvenile Justice and Early Childhood Education programs and the Safe Space partnership.

Ms. Golden was formerly the Vice President for Child Welfare and Family Services at The Children’s Aid Society, where she worked for over fifteen years.

Prior to Children’s Aid, Golden worked for both the Office of the New York City Public Advocate and Columbia University, where she earned both her law degree

and Masters in Social Work. She also holds a BA from Barnard College.

“Jane’s wealth of experience and her background as both an attorney and a social worker make her uniquely suited to step into the new Chief Program Officer role at ESS. Jane is very respected amongst her peers in the field, and has been a tireless advocate for many years. We are thrilled she will be joining our leadership team,” said Elizabeth McCarthy, CEO of ESS and Safe Space NYC. The mission of Episcopal Social Services is to transform the lives and communities of New Yorkers in need.

Founded in 1831, ESS has a long history of nonsectarian service that is responsive to community needs. Today, ESS serves high-need communities in the Bronx, Manhattan, Queens, and Brooklyn.

Originally founded in 1919 as the Queensboro Society for the Prevention of Cruelty to Children, Safe Space formed a management agreement with ESS in 2013. Now based in Southeast Queens, Safe Space offers a wide range of integrated family support and youth focused programs, including community and mental health services, designed to help families build a more hopeful future for themselves and their children.

lies primarily with the NYS Department of Health. OPWDD, it appears, is there largely to offer system-specific advice and guidance.

DISCOs and Beyond

The initial vehicle by which the Department of Health will be implementing managed care for OPWDD services will be DISCOs (Developmental Disabilities Individual Services and Care Coordination Organizations). DISCOs, in theory, will be newly created corporate entities in which groups of existing I/DD service provider agencies partner with a managed care company to both coordinate care for individuals and pay for the delivery of these necessary services.

Initially, DISCOs would be responsible for coordinating only OPWDD funded services.

At a later point to be determined, they would take on responsibility for coordinating medical and behavioral health care as well.

Nonprofit agencies around the state have been forming collaborations in order to position themselves for participation in DISCOs. Three local provider networks – The Long Island Alliance, Advance of Greater New York, and the Alliance Care Network – have come together to form Advance Care Alliance (ACA), a collaboration of 90 wellestablished, nonprofits operating in New York City, Long Island, and the Hudson Valley.

ACA’s agencies already provide services to over 25,000 people with intellectual and/or developmental disabilities and their families.

New York Integrated Network (NYIN) is another collaboration created by several major downstate provider agencies – HeartShare Human Services, SUS, Institute of Applied Human Dynamics, YAI Network, and Lifespire – together with Coordinated Behavioral Health Services, a network of eight provider agencies in the Hudson Valley.

More provider networks are expected to follow suit.

Originally, the State had planned to accept, review and approve applications so that these new DISCOs could begin enrolling individuals with I/DD on a voluntary basis as of October of 2015. Enrollment of all individuals with I/DD was expected to become mandatory at a future date, yet to be determined. As with many aspects of the State’s overall transition to Managed Care, the DISCO application process has reportedly gone more slowly than expected, and the new target date for voluntary enrollments has now been pushed back a year until October 2016.

And, while DISCOs are already late in getting started, it is not at all clear how long they may stick around. There are indications that DISCOs may only be a transition vehicle prior to full-fledged turnover of the system to Long Term Managed Care companies (LTMCs).

Managed Care Concerns

The I/DD community – individuals,

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families and provider agencies – have expressed significant concerns regarding OPWDD’s plans to convert the State’s entire I/DD services system to a Managed Care basis.

“There are virtually no models of other states that have transitioned a similarly complex statewide system of long-term I/DD services to a managed care model,” wrote the InterAgency Council of Developmental Disabilities Agencies (IAC) last May in their position paper Keeping the Promise Alive: Ensuring a Successful Transition to Managed Care.

“Families in New York are extremely apprehensive about the changes that will be brought about by this transition. They are anxious that OPWDD-funded supports will revert to the same medically based model that was previously deemed inappropriate and thus discarded so many years ago. (They) also believe there will be significant reductions to their services under a managed care environment.”

“IAC is not taking the position that Managed Care in and of itself is bad,” says IAC Executive Director Peter Pierri. “We are neutral on that. Our bigger concern is making sure that it is done in a way that there is sufficient money in the system and that it does not take resources out of the funding that is currently available for services.”

Among the concerns which advocates and providers raise are the ability… and willingness… of managed care entities to authorize necessary and appropriate services for individuals with I/DD. Currently, individuals within the OPWDD-funded system receive authorization for specific services through the Medicaid Service Coordination (MSC) program – a service typically offered by many I/DD provider agencies. Under Managed Care, MSC programs will be phased out and care coordination will become the province of staff at DISCOs or LTMC companies – entities which could certainly have a financial interest in limiting the amount of services authorized.

“If there is a disagreement now between MSC coordinator and the individual or the family, it has nothing to do with money. It’s not to balance the books,” says IAC’s Peter Pierri.

“Managed care entities must be incentivized through both contract language and funding levels to support individuals with even the most complex needs.”

And, provider agencies have real concerns about the extent to which managed care companies will negotiate and pay rates that actually cover the full cost of services – a problem which is already familiar to service providers in many areas of the medical and behavioral healthcare sectors.

Rate Rationalization

Nonprofit agencies seemed to get just a little taste of how these concerns might play out when OPWDD undertook a Rate Rationalization initiative as a precursor to further steps towards managed care.

Historically, I/DD service providers were reimbursed through a rate system which recognized wide variation in the fixed and variable costs incurred by individual agencies.

Rate Rationalization is designed to narrow the

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OPWDD ISSUES are directly contrary to where OPW and CMS want to take the system.

“Years ago, many day programs were large and centralized. In recent years, we have moved towards running more and smaller programs which are based in the community itself,” he says. “I’m afraid that in order to address these rate reductions, agencies will be forced to close programs and go back to a larger, more centralized – and seemingly more institutional – model.”

Coordinated Assessment System

range of reimbursement rates which OPWDD pays agencies for services. New target rates have been developed for agencies based on a complex calculation that looks at their own spending levels in a variety of cost areas, average expenditures for all agencies within four newly defined geographic areas around the state, and a series of spending caps in certain areas. Providers are now completing the first year of a four-year phase in process by which the prior rates are gradually replaced by the new target rates.

Unfortunately, providers have a number of problems with the detail of the Rate Rationalization system. They question both the “acuity” measure that is designed to determine the level of needs individuals with disabilities have and therefore the number of direct support hours they require. And, they argue that the use of regional average salaries in calculating rates penalize those agencies who have worked hard to give salary increases to their direct care workforce.

“The way it has worked out disadvantages people with significant behavioral and physical needs,” says Susan Constantino of Cerebral Palsy Associations of NYS which also operates a large direct service program in New York City. “Our agency is losing 50,000 hours of direct support staffing. That is huge and it will be very difficult for the people we support.”

The impact varies from agency to agency and program to program, nonprofit executives note. “We had a small increase in our residential rate and a decrease of almost 15% in our day program rates,” said one Executive Director. “We are trying to find administrative efficiencies that can be redirected to direct support staffing.” However, he also notes that finding additional areas for potential savings after several years without cost of living adjustments in agency rates isn’t easy. He worries that agencies will be forced to take steps that

To address provider and family concerns over the potential impact of Managed Care, OPWDD is developing its new Coordinated Assessment System (CAS). The system, which is based on the interRAI Intellectual/ Developmental Disability (I/DD) assessment tool, “will be used to learn about each individual’s strengths, needs and interests and help us create a more person-centered care plan,” says OPWDD. In addition, CAS is also going to be used to help DOH set rates that will be paid to agencies for the provision of services.

According to an OPWDD brochure outlining the new system, “The CAS is: • Comprehensive • Standardized • Highly reliable with items validated over time • Person-centered • Focused on identifying individual strengths, needs and interests • Comprised of a core tool with supplements tailored to a person’s individualized needs”.

Provider agency executives are a little more skeptical.

“Prior to implementing managed care, OPWDD must ensure that the CAS system has been scientifically validated as an assessment tool as well as a tool for determining appropriate allocation of resources to meet each individual’s identified needs,” said IAC in its Keeping the Promise report.

“What happens when the assessments performed by CAS do not match the individuals’ desired outcomes,” asks IAC’s Peter Pierri.

“This is going to take a long time,” said Susan Constantino of the CP Associations of NYS. “They may be ready to do some assessments in October but not to help determine the number of hours or the cost of service. We think that will be at least three years down the road.”

So far, say advocates, they have been given little information about CAS that can assuage these concerns.

Funding the System

Perhaps the biggest underlying issues for providers and advocates is the question of where funding to create this new Managed Care system will come from.

“NYS has not yet stated where the funds will be found to pay for the new infrastructure, care coordination and IT systems, and administrative expenses incurred by the new managed care system,” says IAC. “Additional funds must be found from new appropriations above and beyond OPWDD’s historical level of funding for service, thus avoiding a further drain on existing financial resources dedicated to services being provided.”

“We couldn’t see how the DISCOs themselves as entities would be funded,” says Susan

9 New York Nonprofit Press Constantino. “It looked like costs would come out of dollars for services. We object highly to that. If you are going to set up a system, you need a way to pay for the system.”

And, say providers, these funds must be found and allocated now rather than after managed care begins. “Electronic records and other health information technology must be funded prior to OPWDD’s move to managed care to ensure universality of a data collection system and the actual collection of data,” says IAC.

The Transformation Agenda In addition to the transition to Managed Care, the I/DD community is also coping with a major Transformation Agreement between OPWDD and the federal Center for Medicare and Medicaid Services (CMS) which lays out new guidelines for the types of services which are acceptable. The Transformation Agenda to a large degree reflects both longstanding aspirations that many in the I/DD community have for more individualized, self-directed and community-focused services and more immediate legal pressures by CMS and the legal mandates of the Olmstead v.

L.C. decision, a ruling that requires states to eliminate unnecessary segregation of persons with disabilities and ensure that persons with disabilities receive services in the most integrated setting appropriate to their needs.

“CMS believes that the New York State system is too ‘institutionalized’,” says IAC’s Peter Pierri. “Not just in a physical sense, but that there are not a sufficient amount of employment and day services provided in community-based, integrated environments.”

Steve Holmes, Administrative Director of the Self-Advocacy Association of New York State (SANYS), agrees that CMS has reasons to feel that way: “We do stick out nationally in the amount of non-integrated supports we provide.” He points to University of Minnesota research showing that New York is the fourth lowest among all 50 States and the District of Columbia in the percentage of persons with I/DD in residential settings living in a home with three or fewer people (28%) and also fourth lowest in terms of individuals living in homes with six or fewer (54%). In fact, fully 40% of individuals in NYS residential programs live in homes together with 7-15 people.

Yet Holmes acknowledges that there are historic reasons – some good, some not so good – as to why the NYS system has developed in this fashion. First, there was the extremely rapid development of community-based residential programs – many of them 12-bed homes or larger – in order to accommodate tens of thousands of individuals coming out of the State’s notorious Developmental Centers like Willowbrook, Letchworth Village, and a score of others. At that point, these new community-based programs looked and felt like the polar opposite of an “institutional” setting.

At the same time, however, Holmes and SANYS also believe that the State and the larger I/DD provider community failed to take

full advantage of some aspects of the original Home and Community Based Services (HCBS) Waiver to begin large scale development of more innovative residential and day programs. “Later, we were slow to develop self-directed options,” says Holmes.

Now, CMS is asking New York and all other states to transform much of their systems – residential, day habilitation and employment service programs – to do it over a five-year period… basically overnight.

Providers and advocates are supportive of the Transformation Agreement’s broad goals – expanded employment opportunities, self-directed options, community service opportunities and independent living options.

However, they have serious concerns about what they see as an unrealistically accelerated timeframe for these changes and OPWDD and CMS’ one-size-fits-all and all-or-nothing approach to reform. Once again, they also wonder where the resources will come from to allow a complete redesign of the I/DD service system.

“CMS is right to challenge states like NY to develop truly integrated settings in communities, but CMS is wrong to expect OPWDD to transform in four short years,” agrees the Self-Advocacy Association of NYS. The group goes on to say that while “New York is upside down compared to other states in the way we currently support people, we need to make a lot of progress with CMS and then campaign for a reasonable time frame. CMS bears a lot of responsibility for NY’s situation and selfadvocates and family members can say this with the most power.”

New HCBS Settings Requirements

With respect to residential programs, CMS’ guidelines are spelled out in the new HCBS Waiver Settings Requirements. These new rules use an “outcome oriented definition that focuses on the nature and quality of individuals’ experiences. The requirements maximize opportunities for individuals to have access to the benefits of community living and the opportunity to receive services in the most integrated setting. They are designed to ensure an individual’s rights of privacy, dignity, respect and freedom from coercion and restraint.”

Among the specific requirements are that:

OPWDD continued

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10 New York Nonprofit Press OPWDD continued from page 9

• The specific unit/dwelling is owned, rented, or occupied under legally enforceable agreement between the individual and the provider agency that provide the same responsibilities/protections from eviction as all tenants under landlord tenant law.

• Each individual has privacy in their sleeping or living unit; • Units have lockable entrance doors, with the individual and appropriate staff having keys to doors as needed; • Individuals sharing units have a choice of roommates; • Individuals have freedom and support to control their schedules and activities and have access to food any time; and • Individuals may have visitors at any time.

ALL of this represents a very significant series of changes for the ways in which residential programs operate currently – and they clearly pose some very significant challenges for providers as they attempt to restructure their operations.

Intermediate Care Facilities

The new Settings Requirements are very clear about what will not be considered a home and community-based setting – Intermediate Care Facilities (ICFs).

In response, OPWDD has issued plans for reducing the number of individuals typically with profound intellectual or developmental disabilities who live in ICFs by 93% -- 5,872 individuals -- over a five-year period from August 2013 to October 2018.

This involves either the conversion of ICFs in which these individuals live in smaller Individualized Residential Alternative (IRA) model programs – requiring in many cases the transfer of some individuals residing in the affected ICF – or a full transfer of all the individuals into a series of other newly developed smaller and more individualized programs.

“Even though many of our agencies operate these programs in homes and apartments right in the middle of the community they are technically ICFs,” says Susan Constantino of CP Associations of NYS. “These are people who have lived in these homes for 30 or 40 years of their lives. This is where their friends are.”

Employment

One particular area of concern is in the State/Federal approach to employment opportunities for individuals with developmental disabilities.

In recent years, there has been a growing movement towards making New York an Employment First state. Under the Employment First approach, community-based, integrated employment – which pays at least the minimum wage -- is the first option for employment services for youth and adults with significant disabilities. Last

OPWDD ISSUES September, Governor Cuomo appointed an Employment First Commission with the task of creating an employment first policy in New York State – and set a deadline of March 2015 for submitting their report back to the Governor.

Getting from here to there won’t be easy.

Of the approximately 55,000 individuals with I/DD served in NYS employment and day programs in 2011, only 9,000 or so were receiving supported employment services of one form or another.

An estimated 14,000 participated in facilitybased work opportunities with roughly 8,000 of these employed in work centers, i.e. “sheltered workshops”. The majority of the balance are individuals enrolled in “non-work” day habilitation programs.

However, a significant number of the 9,000 individuals receiving supported employment services fail to meet all the CMS tests for recognition as competitive, integrated employment. Advocates estimate that only 5,700 or so actually receive pay that is minimum wage or above. And, approximately 2,000 of these work in groups of people with I/DD – or enclaves – within integrated community-based settings. This would leave only about 3,700 individuals with I/DD in integrated employment that meets CMS standards.

Despite the obvious challenges in placing all individuals with I/DD seeking employment in competitive communitybased jobs that pay the minimum wage, OPWDD and CMS have already taken steps to close other long-standing, but less integrated options.

Closing Sheltered Workshops

As noted above, 8,000 individuals currently are employed in work centers typically operated by provider agencies.

No more! As of July 2013, OPWDD is no longer funding new placements into sheltered workshop settings. And, all work centers will have to be closed by May 2020.

OPWDD’s plan is to find new integrated, community-based jobs paying minimum wage for half of the 8,000 individuals currently employed in these settings. Plans for how to meet the needs of the other 4,000 remain unclear.

“It is very sad. On a Federal level, we have actually vilified sheltered employment,” says Susan Constantino. “While they may not be the best or only way people can be employed, lots of folks found they were doing meaningful work in these programs and getting a pay check.”

Individual provider agency executives argue that many of the individuals working in agency-sponsored work centers – often for many, many years -- are happy with the current arrangements. “They have friends here,” says one executive director. “They come to work every day, see people they know, do work that they understand and feel valued.”

“What about ‘Consumer Choice’?” asks another ED. “If you asked individuals

working in workshops if they want to give up that job and take a job in the community many would say no. But, the State and CMS aren’t asking!”

“Many self-advocates tell us they don’t want workshops to close without assurances that supports will be available to enable them to get competitive integrated employment or other meaningful community engagements,” acknowledges SANYS’ Steve Holmes. “They are worried that they are going to wind up going back into Day Hab.” “We are very supportive of the overall goal,” says IAC’s Peter Pierri. “We believe that if people can get a competitive job in the community that should be their first choice.” The question, he explains, is whether there are sufficient community based, minimum wage paying jobs available for individuals and whether the State is prepared to fund the level of supports that individuals will need to get, learn, and keep those jobs.

“There seems to be a disconnect between the State’s goals and the reality of accomplishing those goals,” says Michael Seereiter, Executive Director of the New York State Rehabilitation Association (NYSRA) “There is a lack of investment into the kinds of services and supports and opportunities that would be viable

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alternatives for people employed in those settings. We are moving away from a model that has already been created without having created the new models that replace it.”

So, providers are asking for more time and more resources to accomplish the State’s goals.

NYSRA is asking the State to utilize its economic development and procurement clout to incentivize private industry to make hiring individuals with disabilities a regular part of their recruitment and workforce development practices. The group is also asking for additional resources to provide the employment training, job development and work supports that could make competitive community based employment realistic.

And, they are asking for technical assistance and other resources to help current agency work centers transition to new and innovative employment program models. For example, one thing that existing workshops can do is convert to “affirmative” businesses which hire both individuals with disabilities and individuals without disabilities in relatively equal numbers and performing many of the same tasks to create an integrated environment.

“The problem,” says one executive, “is that half of the current workshop workforce loses their jobs and goes back to day hab.”

Waiting Lists And, the I/DD community – individuals, families and providers alike – are deeply concerned about what they believe is the rapidly growing waiting list for OPWDD-funded services, both residential, employment and day services.

Historically, there has been a pattern by which many individuals with I/DD remain at home with their families as long as possible. Generally, however, there comes a point as family members age and/ or an individual’s needs change when a transition to an OPWDD-supported residential alternative is appropriate.

“We brought families up to believe that this is what happens,” says Susan Constantino.

“In 1998 the state initiated the New York State Cares program,” writes IAC in Keeping the Promise Alive. “This was a historic initiative that promised to allocate sufficient funds to address the residential needs of adults with I/DD seeking their own residential experience, but who were still living at home with their families…

Today’s overarching goal must be an assurance to keep that promise alive while seeking to offer a path that will provide an array of person-centered, flexible, high quality services and supports that meet the needs of individuals with I/DD and their families.”

Exactly how many people are waiting

for residential opportunities and/or other services is unclear since OPWDD stopped publishing waiting lists several years ago.

“It is getting incredibly large,” says Susan Constantino “It is hard to say precisely, but it seems clear that there is a need to do planning for several thousand people who need residential supports in the very near future,” says IAC’s Peter Pierri.

In part, this apparent growth in the waiting list is the result of a virtual halt in new residential development other than to accommodate individuals coming out of State Developmental Centers and children coming back into New York from out of state youth facilities.

“There has been hardly any development to meet community needs,” says one Executive Director.

Last year, the legislature passed two bills -- S01109D/A08452 introduced by Senator Maziarz and Assembly Member Gunther; and S06659A/A08835-A introduced by Senator Carlucci and Assembly Member Gunther – which would have forced the State to undertake a more open assessment and planning process to meet the needs of individuals and families waiting for services. Governor Cuomo vetoed both pieces of legislation.

NYNP was unable to reach OPWDD to obtain comments in response to issues raised in this article.

visit our website at www.nynp.biz

SOCIAL ENTERPRISE Good Reasons Dog Treats John Boemio is saving up for a cruise and Cheryl Jackson is eying a trip to Lake George. Maryann Stuck has her heart set on the Catskills.

As adults with developmental disabilities, John, Cheryl and Maryann are receiving a paycheck for the first time in their lives.

For them and several other coworkers working at Good Reasons, a dog treat company based in Brewster, this is their first real job.

“It’s really about seeing their enthusiasm,” founder Vicki Sylvester said at their commercial kitchen on a recent visit. “It’s really special, they’re so excited.

They don’t want to miss a day and they feel good about coming here and good about their work.”

During the day, Vicki is the CEO of Community Based Services, which provides individuals with disabilities residential and community-based programs across the Hudson Valley region. After attending a meeting at the New York State Office for Persons with Developmental Disabilities, Vicki was inspired by a “call to action” for agencies to get involved with helping individuals find employment.

Combining her longtime passion for helping the disabled community and her love of animals, Good Reasons was born and began producing treats in July 2014. The company, which operates under Community Based Services, is an integrated workplace where adults with and without disabilities work side by side.

“We thought this is something we could probably handle and it’s something that they could be a part of,” Vicki said. “The industry of animal anything is a flooded market, but it’s not a flooded market for people with a mission. That was going to be our niche, which is the employment of people with disabilities in an integrated way.”

Longtime friend Allan Katz, a Culinary Institute of America graduate and a longtime owner of a restaurant in Millbrook, New York, oversaw recipe development. The company works hard to create a healthy option, Allan said of the ingredients that include natural peanut butter, coconut oil, barley flour, blueberries and pumpkin.

“We’ve eaten them all,” Vicki laughed.

“It’s a high quality product with a high quality mission,” Allan added.

In addition to running the culinary side of the operation, Allan also oversees the commissary at the Brewster location for the nine residences run by Community Based Services, supplying them with food, hygiene products and cleaning products every week.

Good Reasons is now in over 30 retail locations in the Hudson Valley and will be in 13 Hannafords stores within the month. Whole Foods is also on the horizon. Barkbox, the monthly dog product subscription service, will feature the product later this year.

The company packages up to 600 bags a day. In addition to the facility in Brewster, Good Reasons also has a factory in Poughkeepsie and produces a total of six different flavors.

And the company is only expected to expand.

“Our employment capacity is really going to grow,” Vicki said. She expects to be able to employ an additional 15 to 20 workers with projected growth and is looking to reach out to the wider community of individuals with disabilities who either live with their parents or on their own who might want a job.

This set of employees have been working there for a few months now and even got a raise their first week, Vicki laughed. Minimum wage increased within days of employees coming onboard.

Working at Good Reasons gives the employees with disabilities a sense of purpose and responsibility, Vicki said. Many of the individuals take a paratransit bus and are responsible for getting themselves to and from work. But when they’re not at Good Reasons, they enjoy bowling, swimming and going out to eat.

“I love my job,” Maryann said as she cut out dog-bone shaped treats. Next to her Yvette Gilchrist asked for another piece of dough to work with and explained the baking process. Tino Reyes and Krist Thaqi, who do not have disabilities, rolled her out a new piece of dough and commented on what a charmer Maryann can be.

It was a typical work place where the end of the day always closes with music and singing; John knows all the words to the songs. When asked where he might like to take a cruise, John’s answer was straight to the point: “Anywhere!”

12 New York Nonprofit Press

BUCKET continued from page 1 services sector, a multi-billion dollar industry in New York State,” said Allison Sesso, Executive Director of the Human Services Council.

“Much like many other parts of the Executive Budget, this concession is not enough to undo the damage of more than five years of neglect.”

It’s Not Fair

“Instead of seizing this opportunity to strengthen our sector with truly meaningful support, however, the Governor has favored other sectors with large investments,” Sesso continued. “We agree that all of these programs are important to the State’s economic wellbeing. We note, however, that in some cases, the funds allotted are disproportionate to the economic impact of the programs supported.

The State Fair, for example, is attended by nearly a million people and generates revenue of roughly $16 million, yet the Governor’s proposal includes $50 million for the improvement of the Geddes fair-grounds, the same amount being allocated to the multi-billion dollar nonprofit human services sector for our infrastructure needs.”

NYS BUDGET ISSUES Other advocates echoed HSC’s criticisms as to the adequacy of the Governor’s response.

“While pleased that the 10-point plan includes the nonprofit human services infrastructure fund UNH championed with our partners, the $50 million investment represents just a fraction of the $500 million we proposed as necessary to truly begin to address critical sector needs,” said Nancy Wackstein, Executive Director of United Neighborhood Houses.

“The partial COLA, desperately needed in our system, is difficult, complex and costly to implement,” said Phillip Saperia, CEO of the Coalition of Behavioral Health Agencies.

“We wish for across-the-board costs of living for hard working service providers, which our agencies and their personnel haven’t received for several years. In light of the rapid transition to managed care, funds are needed to stabilize current programs and, both on the capital and program level, to assist them move into the new environment and provide the necessary care to vulnerable clients in every community our members serve. While we welcome the proposed investment of $50 million into needed infrastructure upgrades for non-profit providers, we believe it falls short of the amount needed to assure a smooth transition and the continuity of our behavioral health safety net.”

“Locking in on the COLA is a much needed recognition of the value of our workforce but we’ll need a bigger across-the-board increase,” said Harvey Rosenthal, Executive Director of the New York Association of Psychiatric Rehabilitation Services.

“I am grateful to Governor Cuomo for following through on his commitment to the COLA for nonprofits in this year’s budget, and for the creation of the Nonprofit Infrastructure Fund,” said Joanna Straub, Executive Director of Nonprofit Westchester. “After years of bearing the burden of budget cuts despite the escalating cost of doing business, this is a step in the right direction toward helping nonprofits serve the people of New York. I am especially heartened to see the infrastructure costs being

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put front and center in a time when nonprofits are constantly cautioned to keep overhead costs low. Nonprofits need infrastructure to thrive so they can best meet the needs of the people they serve. While I would be even happier to see it funded at the proposed $500M level, this is a good start.”

It’s Not Over

Budget negotiations, however, are just about to begin and nonprofit leaders will continue their advocacy efforts. “There is still time to shape the implementation details of this proposal and to advocate for greater investment through the budget process,” says Sesso.

“Now is the time for the Governor and

Targeted COLAs: The Good News and the Bad News The Legislature’s initiative last year to provide a targeted 2% Cost of Living Adjustment for direct care workers in nonprofit human service provider agencies was certainly welcome. It provided badly needed salary increases to the lowest paid segment of the nonprofit workforce, those men and women who every day provide vital, life altering services to vulnerable New Yorkers. And, it was an important show of support to remind the sector that at least somebody in State government cared about the important work they were doing.

At the same time, however, targeted COLAs for which only certain categories of employees are eligible are well known as a bureaucratic nightmare for the agencies who have to administer them.

Provider agencies have to identify specific individuals by title and program who are eligible for the increase. Guidance as to who is eligible and how the funds can be allocated among eligible staff vary depending on the source of the contract -- the Office of Children and Family Services (OCFS), the Office of Mental Health (OMH), Office for People with Developmental Disabilities (OPWDD), etc. – say providers.

“You can wind up with two workers doing exactly the same thing and one will get the increase and the other won’t,” said one agency CFO. “It’s pretty hard to swallow and feels cruel and impossible to explain.” As a result, he says, agencies may feel forced to find their own funding to even out the playing field by giving raises to individual staff not covered by the COLA. “It winds up being an additional cost we have to incur.”

The approach also takes away a provider agency’s ability to provide salary increases in a way that is compatible with its own internal policies and strategic goals. “Some agencies give increases based on performance; others may feel that their entry level salaries are too low and any new funding that comes in should go to that,” says Jim Purcell, CEO of the Council of Family and Child Caring Agencies (COFCCA).

And, once again, conflicting guidance from various state agencies makes this even more problematic. “OCFS took the position that every eligible employee had to get 2% while OPW was more flexible, as long as raises were only going to eligible employees,” says Purcell.

“We certainly would have preferred just being given a pool of funding and told to use it only for people who were eligible,” said one Executive Director.

Then, there is just the paperwork. Providers are required to send copies of their plan for how they will use the 2% to all Local Social Service Districts with which they have contracts. And, they are required to have a board resolution attesting that the funding received will be used solely to support salary and related fringe benefit increases.

“It is a pretty serious matter for us to get a board resolution,” said one CFO. “They have to be educated to understand what the requirements were and how we complied. We have to have a face-to-face meeting. This isn’t just some pro forma action. They take this process very seriously.”

“This creates an unnecessary bureaucratic burden that takes on a life of its own,” said one Executive Director. “It is a lot of needless work. It feels like we will spend 1% of the COLA trying to figure out how to give out the 2%.”

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the Legislature to turn their attention to New York’s nonprofit human services sector and make investments that will promote long-term stability,” Sesso continued. “The State has a historic budget surplus, and tax revenues are

NYS BUDGET ISSUES projected to grow by 4 to 5 percent annually over the next four years. By needlessly keeping spending growth below 2% and continuing to under-invest in human services, we are merely perpetuating the cycle of poverty that the

Governor is trying to break. To use Assembly Member Camara’s language, human services ‘can mean the difference between hopelessness and a better future’ for many individuals, families, and communities, contributing

A Plan to Fight Poverty and Inequality Governor Andrew Cuomo’s Executive Budget for FY2015-16 featured a 10-point Plan to Fight Poverty and Inequality, which includes: • Raising the Minimum Wage to $10.50; • Expanding the Unemployment Strikeforce to the Top Ten Highest Areas of Unemployment; • Doubling Funding for the Urban Youth Jobs Program; • Investing More Than $486 Million in Housing for Vulnerable New Yorkers; • Investing an Additional $220 Million in Homeless Services; • Investing $183 Million to Support a NY/ NY IV Housing Program; • Committing $4.5 Million to Advance AntiHunger Task Force; • Creating a $50 Million Nonprofit Infrastructure Capital Investment Program; • Increasing MWBE Opportunities to 30 percent; and, • A Get on Your Feet Loan Forgiveness Program for Student Debt.

The Governor also established an Office of Faith-Based Community Development Services with Karim Camara, currently a member of the State Assembly, to serve as Executive Director and lead the efforts of the Office.

And, he accepted the recommendations of his Commission on Youth, Public Safety & Justice to raise the age at which youth are considered adults in the criminal justice system from 16 to 18 years of age.

Nonprofit Reactions

In addition to concerns regarding the low level of funding for his Nonprofit Infrastructure Fund (see “A Drop in the Bucket”), the Governor’s budget proposals drew both praise and urges to do more from advocates and providers.

“United Neighborhood Houses (UNH) applauds Governor Cuomo for several noteworthy aspects of his FY 2015-16 budget proposal, but remains deeply concerned with the overall lack of investment in human services, and policy proposals that fall short,” said Nancy Wackstein, Executive Director of United Neighborhood Houses. “We welcome and largely support the Governor’s 10-point Anti-Poverty Opportunity Agenda. In it, Governor Cuomo proposes dedicating significant resources to address the housing affordability and homelessness crises New Yorkers have been grappling with for years. However, on two other key fronts—addressing the State’s inadequate minimum wage and lack of capital resources for nonprofit human service organizations, the proposed budget does not go far enough.”

“Governor Cuomo’s State of the State

address touched upon many important themes such as economic opportunity, education, and investing in New York State’s infrastructure,” said Jennifer Jones Austin, CEO and Executive Director at the Federation of Protestant Welfare Agencies. “We at FPWA are especially pleased with the Governor’s Anti-Poverty Opportunity Agenda, a 10-point plan to combat poverty and fight inequality.”

However, she went on to note that “We are troubled by the cuts to human services and public health in the current fiscal budget -- a total of $404.7 million in cuts, as well as the Governor’s self-imposed two-percent spending cap and austerity budget. New Yorkers across this state struggle on a daily basis to provide food for their families and make ends meet. Families rely on these vital services – services that have not recovered from the Great Recession. If we are a state truly concerned with the prosperity of all its residents, it’s critical we continue to provide services that help the most vulnerable achieve economic equity.”

Supportive Housing and Homelessness Services

Advocates were pleased with the Governor’s initiatives in funding supportive housing and homelessness services, but once again are hoping for more.

“The plan features $183 million in new housing investment including 5,000 units of supportive housing,” said the Supportive Housing Network of New York. “This new NY/ NY 4 plan will, for the first time, be a statewide supportive housing effort - which we hope will serve as the catalyst for future and ongoing commitments from both New York State and New York City for additional supportive housing. We look forward to working with our government partners to meet and exceed this commitment.”

“We also appreciate the additional funding for a NY/N 4 plan, but we had hoped, along with a coalition of advocates, for 15,000 units statewide, 10,000 more than the Governor included in his budget,” said Phillip Saperia, CEO of the Coalition of Behavioral Health Agencies. “We think the larger number of units is required to address the vast need for supportive housing in New York City and around our State.”

“Overall, the budget proposal offers our community some very important advances and several troubling disappointments,” said Harvey Rosenthal, Executive Director of the New York Association of Psychiatric Rehabilitation Services (NYAPRS). “‘Housing is Essential to Mental Health Recovery’ will be a major theme for NYAPRS’ advocacy this year. This year’s proposal provides some very notable enhancements (supported

housing stipends) and expansions (NYNY IV, Community Reinvestment and criminal justice related units).

“At the same time, the housing base badly needs a 20 year overdue across the board increase, more beds for the homeless are needed and it is an outrage that, after all of the talk and legal action, adult home residents continue to await for long promised community housing and supports.”

“Governor Cuomo’s proposal to invest millions for homeless services illustrates his serious commitment to help the State’s 80,590 homeless residents get their lives back on track,” said Mitchell Netburn, President & CEO of Project Renewal. “His plan to invest in housing for the State’s most vulnerable residents, and increase support for the NYNY IV housing program, will ensure that more New Yorkers can access and remain in their homes.”

13 New York Nonprofit Press sustainable—and more equitable— economic development. Governor Cuomo is right to focus on poverty, but this focus should include greater investment in the very sector that exists to combat it.”

Minimum Wage

With respect to minimum wage proposals, advocates were supportive but also wanted more.

“The Governor’s proposal to raise the minimum wage to $10.50 in New York State and $11.50 in New York City will help more New Yorkers put food on the table for their families,” said Joel Berg, Executive Director of the New York City Coalition Against Hunger.

“While the Governor’s 10-point plan to combat poverty is a significant step in the right direction, we strongly support a $15.00 minimum wage for New York City where the cost of living is unstable and unattainable for millions of residents,” said Jennifer Jones Austin, CEO and Executive Director, Federation of Protestant Welfare Agencies.

“The Governor’s proposal of a statewide minimum wage of $10.50/hour and $11.50/

POVERTY continued

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AGENCY OF THE MONTH

East Side House Education, Innovation and Results

by Fred Scaglione

You begin to understand what East Side House is all about when you compare the agency’s name with the location of its headquarters and core operating programs in the Mott Haven section of the Bronx.

“We were established in 1891 on the East Side… 76th Street and York Avenue,” explains John Sanchez who has led the organization as Executive Director for 25 years. For the next 70 years, East Side House served the needs of residents in Yorkville – many of them immigrants. In the early 1960s, however, “the East Side was becoming… well, the East Side,” says Sanchez, “and the board began looking for a different community with greater needs in which to work.” As a result, in 1963, East Side House made the move from one of the richest neighborhoods in the nation to its polar opposite. “Mott Haven is one of the poorest -- if not the poorest -- Congressional districts in the country,” says Sanchez.

Today, 50 years later, East Side House is a vital resource to the Mott Haven community, with a broad continuum of services operating out of 24 locations. In the last couple of years, the agency has also begun to expand geographically. “While the core of our operations are in Mott Haven, we have been invited to participate in several new programs in Throggs Neck, Inwood and Morrisania,” says Sanchez.

In addition to refining its geographic focus, East Side House revised its agency mission in 2001. “The board decided to focus on education and technology,” says Sanchez.

He notes that this is not all that dissimilar to what it has been doing ever since 1891. “When we were in Yorkville, we worked with German, Irish and Italian immigrants and families to help them upgrade their education,” he explains. “In 2015, we are helping Mexicans, Dominicans, West Africans and other new generations of immigrants in the Bronx to get into community colleges and graduate with an Associate’s Degree.” Now, however, East Side House has added technology components to the mix – STEM (Science, Technology, Engineering and Math), robotics programs, Microsoft software certifications, and IT services.

East Side House promotes family literacy with a Parent and Child Time (PACT) in its early childhood programs.

This concentration on education and technology has been a reliable guide for the agency in making decisions about where to develop its services. “If you asked us to run a homeless shelter, we would say ‘no’,” says Sanchez.

“But, if it is looking at expanding educational opportunities for our communities, the answer will be yes.”

As with any other agency that is part of the Settlement House movement, East Side House runs programs for community residents of all ages. “Our youngest begin with us at age two in our EarlyLearn programs,” says Sanchez. The agency has programs for elementary schools, middle schools and high schools. There is a High School Equivalency (HSE) to College program, Community College Retention programs, as well as a Jobs Plus workforce development program for residents of Mill Brook Houses. Topping it off are the agency’s three Senior Centers which serve hot lunches to nearly 200 seniors each day and provide case management to about 400 seniors a year.

“The Senior Centers is the one program that doesn’t fit precisely within our education and technology focus,” says Sanchez. “But, if we are running a program that the community needs… and it works… we don’t want to walk away from it.” And, with the changing nature of senior services as a backdrop, East Side House has already added computer labs and other learning and wellness activities for its senior citizen members. “There is nothing like watching seniors do ‘Wii Fit’ aerobics,” says Daniel Diaz, Associate Executive Director.

“It’s amazing.”

A Social Services Core

Operating behind the scenes for all of these different programs -- a cross between the agency’s backbone and a safety net for all its program participants -- is East Side House’s internal Social Services Department. Entirely privately funded, a centralized group of social

workers provide critical interventions in support of any program participants that need help dealing with life’s challenges -- challenges that would otherwise derail their progress towards educational or vocational goals.

“If you are a student in one of our afterschool programs and a counselor sees that you haven’t been going to school, somebody from the social services staff will call or go knock on your door. They will try to find out what the barrier is and help you get back in school,” says Sanchez. “If we have helped you get into Hostos Community College and something happens in your life and you think you need to leave, our social workers can help you to find a way to deal with these problems. If you fall behind on your rent, and don’t have resources, we can work with your landlord… maybe make a small payment… to give you time to figure things out. If you need child care, we can help you enroll in one of our early childhood programs.”

There is no lengthy government application process to get help… no means test for eligibility… you just have to be enrolled in one of East Side House’s programs. “But, when we do a home visit, we can work with the whole family… siblings, grandparents,” says Diaz.

And, East Side House’s community partners also see the social services department as an added benefit of working with the agency, says Diaz: “When you mention that along with an afterschool program we can also provide intervention services for the family, school principals jump at the opportunity.”

A Growth Spurt

It has been – and will continue to be – a busy few years for East Side House. The agency is in the midst of a dramatic expansion of programming, driven in part by the City and State’s efforts to expand early childhood, afterschool, and community schools programs – all areas in which East Side House has considerable experience.

And, separate from these governmental initiatives, East Side House has been selected to be the anchor organization in United Way

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John Sanchez of New York City’s ReadNYC initiative which brings a national campaign for grade-level reading to New York with Mott Haven as the pilot site. (See: ReadNYC on next page.)

Here is a look at some of East Side House’s newest initiatives and their broad portfolio of existing services:

Afterschool Programs

East Side House is playing a major role in Mayor de Blasio’s expansion of middle school afterschool programs – now dubbed SONYC. The agency was awarded five contracts to develop programs at: • Entrada Academy; • Urban Assembly for Civic Engagement; • Urban Assembly Bronx Academy of Letters • MS 391 – The Angelo Patri School; and, • PS 18 – Park Terrace.

“These are not custodial programs,” says Daniel Diaz. “They stress academics.” The SONYC initiative required that new programs include a STEM component. “We polled our students to see what kinds of STEM activities they would be most interested in. A majority chose robotics, so we have those elements in all five of our programs. It was amazing to watch what happened. In October, soon after the programs started, there were just all these scraps of metal in the classrooms. By

Leadership Development When it comes to finding top quality staff to provide and manage programs, “we grow our own,” says Sanchez. “We tell our managers that it is part of their job to identify staff who can be trained to take over their job. We have a Leadership Academy that takes place once a month. We bring in an outside consultant and we offer outside training opportunities as well.”

Sanchez points to Daniel Diaz as a case in point. “He came in 2004 and has had about five promotions since then,” he says.

“I was asked to participate in a number of training programs, including the Columbia Emerging Leaders Program,” Diaz agrees. “And I am not unique. At a recent meeting of our Program Directors, there was only one person out of 22 that hadn’t been promoted to their position from within the agency.”

This leadership development strategy really pays off when new program opportunities present themselves, explains Diaz. “When we were awarded the new SONYC programs, we were able to promote five new Program Directors whom we had already trained to run afterschool programs. It made the roll-out go very smoothly.”

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AGENCY OF THE MONTH

ReadNYC Last year, East Side House, in collaboration with United Way of New York City, launched the new ReadNYC initiative, part of a national campaign to address the chronic problem of young children falling behind their grade level in reading abilities – one of the strongest predictors of future academic success. United Way of New York City chose East Side House launched its new ReadNYC initiative to pilot the ReadNYC effort with a “Once Upon a Summer” literacy camp. in Mott Haven and selected East Side House to be its anchor organization.

“Our goal is to double the percentage of children who are reading at grade level in the third grade by 2020,” says John Sanchez. “When we first decided to participate in this program, we understood that only 30% of children in Mott Haven elementary schools were reading at grade level. But, with the introduction of Common Core standards, that percentage has dropped to 10% -- with some schools having no students reading at grade level.”

ReadNYC targets six “levers” that have been identified as critical to literacy success: • Preparedness to enter school; • Consistent attendance; • Extended learning time; • Health; • Great instructional leadership; and, • Active family engagement.

Initially, East Side House is partnering with seven local elementary schools while also implementing the program at four of its own early childhood centers.

The program kicked off with “Once Upon a Summer”, an eight-week literacy camp focused on preventing the summer learning loss experienced by so many low income students during their summer vacation.

“We had 92 students,” says Sanchez. The program featured a full range of literacy related activities, including Parent and Child Time (PACT) for family reading, trips to the public library and book giveaways.

The results were extremely encouraging – 95% of students improved their reading level overall; 37% grew by a full year or more; and 34% of students were reading at or above grade level by the end of the program.

Now, East Side House is working to roll the program out during the school year on a grade-by-grade basis at all seven of its partner schools. Over time, the agency wants to continue expanding services, creating after-school programs for each of the schools. “We want all 3,200 of the students in those schools to be participating in East Side House programs,” says Sanchez. And, plans call for the gradual expansion of ReadNYC throughout the entire community.

November, kids were controlling these little robots moving around the classroom.”

“We try to find things that kids are passionate about,” Diaz continues. “We put together fashion and math to create a ‘Fath’ program where kids learn math skills by learning how to measure out cloth for different clothing in different fashions and sizes. We’ve seen tremendous strides.”

The five new SONYC programs build on East Side House’s experience in its four elementary afterschool programs, previously known as OST and now called COMPASS by the de Blasio administration. Together, these four COMPASS programs serve a total of 395 students, while related summer camps provide extended learning opportunities for 500 children.

Community Schools

In December, East Side House was selected to serve as partner in four of New York City’s 45 new Community Schools. Under the Community Schools model, nonprofit human service providers co-locate staff to customize and organize the delivery of supports to students such as mentors, mental health professionals, academic enrichment services during and after the school day, optometrists and dental services, as needed.

East Side House will operate these new programs at: • Urban Scholars Community School; • Urban Institute of Mathematics; • Urban Assembly for Civic Engagement; and,

• The High School for Excellence and Innovation.

“Right now, we are in the planning phase, doing needs assessments with a team that includes the school principals, assistant principals, school guidance counselors, and our own community school coordinators,” explains Diaz. “The goal is to identify services that the students and their families need and then bring those services right into the schools, rather than sending students out to the community for services.”

Funded in large part by the Attendance Improvement and Dropout Intervention (AIDP) grant administered in partnership with the United Way of New York City, a big focus will be on addressing chronic absenteeism.

“We want to find out what the barriers are that keep students from coming to school so we can get them the services they need to get them back into school,” says Diaz.

Sanchez also notes that East Side House’s commitment to internal leadership development has helped to make the roll-out of all these new programs possible. (See: Leadership Development on previous page.)

15 New York Nonprofit Press

East Side House’s strong focus on education begins with early childhood programs and extends through high school, college programs and beyond.

High Schools

At the High School for Excellence and Innovation, East Side House will be working with a particularly challenging student body.

“To get in, you have to have been left back at least twice before the ninth grade,” says Diaz.

Challenges like these, however, are nothing new for the agency.

East Side House already has programs at six other NYC high schools, including; • Two Career and Technical Education Schools—the School for Tourism and Hospitality and the Bronx Design and Construction Academy; • Two Transfer Schools – Bronx Haven High School and Mott Haven Community High School; • The Smith Campus Young Adult Borough Center; and, • Mott Haven Village Preparatory High School This portfolio of programs includes several schools designed to meet the needs of students who are most at risk of dropping out and failing to graduate. The Transfer Schools are small, full-time high schools designed to re-engage students who have already dropped out and/ or have fallen behind – often far behind – in the number of credits they have earned. The Young Adult Borough Centers (YABCs) are evening schools designed for students who are over-age and under-credited and considering dropping out, or who have adult responsibilities in the daytime that prevent them from attending regular high schools.

“We operate one of only a few schools in the City that will take students who have zero credits… no credits whatsoever,” says Diaz. “Students that other schools won’t even register, we welcome with open arms.”

And, East Side House has been extraordinarily successful in its efforts.

“All of these programs utilize a Primary Person model where every student is paired with a caring adult who serves as an advisor on all things, academic or personal,” says Diaz.

The agency draws rave reviews from its Department of Education partners. “They do great things here,” says Brian Condon, Principal of the School for Tourism and Hospitality. “They are just a small group of people but they do tremendous work building trusting relationships with students. They help us to know our kids and the challenges they face.”

“This is a great partnership,” says East Side House’s Program Director Risa Whipple.

Young Adult Education Services

For young people who have already dropped out of school, East Side House – with support from the Robin Hood Foundation – offers Young Adult Education Services (YAES) to help them obtain their High School Equivalency diploma (formerly known as GED) by preparing them for the TASC (Test for Assessing Secondary Completion). The program features classes three days per week for three month cycles.

Social service supports give students a chance to address personal challenges that might impact

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AGENCY OF THE MONTH

their studies before and during training. Over 400 students have been placed in jobs paying at least $8.00 per hour, 350 have earned the HSE and 250 students have entered college.

“Our pass rate is 80% which meets our goals,” says Britany Taylor, Assistant Director of YAES.

grades. “We have a check list of 14 things that new students have to go through,” says Diaz. “They help you deal with whatever obstacles students confront in school or in their personal lives. Just because you’ve graduated from high school doesn’t mean that your problems go away.”

As a result, East Side House reports retention rates for its students of approximately 80%.

College Retention

Jobs Plus

East Side House continued from page 15

“Our community colleges have a six-year retention rate of just 13%,” says John Sanchez.

“If we help you through high school or get a High School Equivalency diploma and you enroll in college, we want to make sure you stay there and graduate.” In response, East Side House has developed a privately-funded College Retention Program, with on-site advisors at Hostos Community College, Bronx Community College and Borough of Manhattan Community College.

These advisors assist approximately 115 students to navigate the often daunting process of enrolling, registering for classes, dealing with financial aid, and maintaining good

East Side House also offers Jobs Plus employment services for adults living in Mill Brook Houses. In partnership with FEGS, the program provides a range of services as appropriate, including job placement, resume preparation, interview prep, clothing, HSE classes, and a variety of employment training programs. “We are focusing on a number of job sectors, including food service, security and healthcare” says Caitlin Dooley, Director of Education and Workforce Development.

“We offer Food Handlers training and certification and help people get licenses for work as security guards. We also have on-site home health aide training.”

Private Funding

Essential to East Side House’s continuum of services – and the Social Services that bind them all together -- is the agency’s ability to raise private funding to supplement government contracts. “We are very fortunate to be able to raise between 35-40% of our budget through non-government sources,” says Sanchez. The agency’s special events include the Winter Antiques Show at the Park Avenue Armory – now in its 61st year -- and a special preview evening at the International Automobile Show. “We actually own the Winter Antiques Show,” says Sanchez, explaining that net proceeds from the entire show benefit East Side House.

And, the agency has been successful in winning support from major foundations and other grant makers. The Robin Hood Foundation funds the YAES program. The Pinkerton Foundation supports the College Retention advisors. The Tiger Foundation has been a major supporter for the Social Services Department. The Frances L. & Edwin L. Cummings Memorial Fund has

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been essential to college support services at one of ESH’s Transfer High Schools, Mott Haven Community High School. And, the Clark Foundation provides general operating support that Sanchez says is essential to ensuring that the agency as a whole functions smoothly.

Looking Ahead

For the moment, East Side House is focused on ensuring that all of its new programs are implemented successfully.

Full roll-out of ReadNYC – and all the wrap around services that the agency provides -throughout the entire network of Mott Haven schools will be a major undertaking over the next five years. At the same time, however, Sanchez is confident that additional opportunities to offer new educational programs in schools and throughout the community will also be forthcoming – and that East Side House will have to pick among these opportunities carefully.

“For a long time, I think we were one of the best kept secrets in the Bronx,” he says.

“Now, I think the secret is out.”

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NYC LIVING WAGE

Nonprofit Living Wage Campaign

by Remy Tumin

The New York City nonprofit social service sector may be in for a significant wage hike thanks to a new living wage campaign.

The Federation of Protestant Welfare Agencies and the Fiscal Policy Institute are proposing a $15 an hour wage floor for all City contracted nonprofit social service employees. The campaign is part of an effort to decrease income inequality and increase career development.

“Economically they live very similarly to the same clients they are serving,” said Emily Miles, Senior Policy Analyst for Income Security at FPWA. “They receive the same benefits, stand in the same food pantry lines as their clients. That’s largely because of the pervasive low wages in the sector and the lack of career development opportunities.”

But concerns remain about how the campaign will impact nonprofits’ already thin budgets and what it means for the future of a much needed cost of living adjustment. The sector has not received a COLA since 2009.

Miles said FPWA is currently having conversations with Mayor DeBlasio’s office to include the initiative in the FY2016 budget. The Mayor was expected to announce his budget at the State of the City address on Feb. 3.

According to the FPWA and FPI, the City contracts out $5 billion in social services annually, or a third of the City’s total service contract budget. About 50 percent of these employees earn less than $14 an hour, and 24 percent are earning less than $10 an hour. The majority of those income earners are women of color and

POVERTY continued from page 13 hour in NYC appropriately recognizes regional cost of living differences, it falls short of the $13.13 city wage proposal that more closely tracks to the true cost of living in NYC, and was endorsed by the Governor last year,” said UNH’s Wackstein.

Raise the Age

The Governor’s plans to accept the recommendations of his Commission on Youth, Public Safety, and Justice to raise the age at which youth are considered as adults by the State’s criminal justice system drew widespread support from advocates and providers.

“We congratulate the Commission for its important work and applaud Governor Cuomo for his leadership on reforming the justice system,” said The Center for Community Alternatives. “New York is only one of two states where youth at age 16 are automatically treated in the adult criminal justice system. Reforming the system to allow 16 -18 year old youth to be treated as juveniles increases the prospects for accessing developmentally-appropriate

live in “pockets of poverty” across the City.

“We’re asking for the development of a career ladder system that would help support these employees to go back to school so they can advance in the nonprofit sector into positions like directors, administrators and MSWs,” Miles said.

Miles said FPWA “sees an opportunity on the City level” this year with hopes to expand it to a state level next year. She said they are having additional conversations with the philanthropy community surrounding the role foundations play in the campaign.

With Mayor DeBlasio’s dedication to addressing income inequality in the City, Miles said the response has been “largely positive.”

“This is a sector that sees a huge income inequality problem,” Miles said. “This is something the City has the ability to address.”

Miles said the complete overhaul isn’t expected to happen immediately, but that FPWA would like to see the “initial stages” of a career ladder system implemented in this upcoming budget. Eventually, Miles said the groups hope to make this a statewide initiative.

“Realistically, a lot of those nonprofits are not only funded by the City but also have state contracts,” she said. “A lot of these contracts are very complicated. We need to have conversations with the City and nonprofits in order for it to be done in a responsible way so as to not create any negative impacts on nonprofits that are already stretched too thin.”

By increasing the wage floor to $15 an hour, Miles said that equates to about a little less than $28,000 a year.

interventions and services that can help them become productive and law-abiding adults.”

“The Governor is also right to continue advancing the concept of raising the age of criminal responsibility to the age of 18 in New York, and we support the $25 million proposed investment in diversion and probation services toward that end,” said UNH’s Nancy Wackstein.

“We are very supportive of the Governor’s proposal to raise the age of criminal responsibility,” said Phillip Saperia.

“We encourage the Governor and Legislature to ensure that there is enough funding for the community-based behavioral health agencies to provide the necessary services that this population will need upon returning home.”

Afterschool Funding

The New York State Afterschool Network (NYSAN) is calling on Governor Cuomo and the State Legislature to ensure at least $178.5 million in new funds annually for a multi-year plan to increase the availability of afterschool care across the state.

NYSAN notes that “New York City is investing $338 million in afterschool programs this school year. But children across the state

“A wage increase from $8 to $15 is life changing for these workers; that’s additional income that’s not going into savings but going back into our local communities,” Miles said.

Nonprofits have expressed concern that the wage hike will stretch already small budgets even more, Miles said. But the funds needed for the adjusted wage increase should come from the City not from the organization.

“This is a City funded wage increase, it’s going to be going into contracts and not be taken from the service side,” Miles said.

A wage floor bump is only part of the problem, Miles admitted. She said a COLA is also needed.

“What we’ve been seeing over the last couple years with a lack of COLA, wages continue to erode,” she said. “In order to get these workers who are earning $8 or $9 an hour up to a place where they can afford to feed and house their families, we need a COLA and this wage bump.”

James Parrott, Deputy Director and Chief Analyst at the Fiscal Policy Institute, said the campaign is not meant to undermine the COLA but come in as a separate request.

“We’re hoping they get an agreement from the City to do both of those together,” Parrott said. “We’ve analyzed the nonprofit sector over the years and analyzed the low wages over the years; clearly there’s a lot of overlap between those two.”

“Since this is in effect an indirect City workforce, the City government should take some responsibility for this workforce,” he added.

Allison Sesso, Executive Director of the Human Services Council, said the group and members are “generally supportive” of

need afterschool opportunities, and the state budget should ensure that families have access to quality, affordable care. 85% of New York parents support public funding for afterschool programs.”

“An investment in afterschool programming is a cost-effective way to increase students’ academic achievement and personal growth,” said Nora Niedzielski-Eichner, Executive Director of NYSAN. “New York City made this critical investment last year. It is time for students across the state to have access to the benefits of quality, affordable afterschool care.”

And More

UNH touched on a number of other specifics. “There are some bright spots in the Governor’s budget for our communities,” said Nancy Wackstein. “We welcome the $25 million proposal to pilot Pre-Kindergarten for three-year-olds living in high need districts, which serves as an important step toward ensuring every child in the State has access to high quality early childhood education. UNH also welcomes the Governor’s support of the NY DREAM Act as an effective means for cultivating and

17 New York Nonprofit Press the living wage campaign. But, she added, a COLA must be included in the conversation.

“We want to do something about it, but what we don’t want is for there to be a living wage change, have the government come in and require it with no money to go behind it,” Sesso said. “There has to be a change in the contracts that allows us to pay the living wage. We very much want to come together at the table and recognize that our workforce is low paid and we want the government to put money into it and do something about it.”

Sesso said her group wants to ensure flexibility is given to agencies to implement the details of the campaign.

“The nonprofits have been operating in this environment for so long, each nonprofit has made different management decisions to get through it,” she said.

There’s also concern that the campaign may result in programmatic shifts or cuts and affect funding from state or federal programs, Sesso said.

“We need to find a way that allows each nonprofit to manage through it in a way that’s acceptable to the City,” Sesso said. “It’s not a black and white answer, every nonprofit’s funding streams are different.”

Overall, Sesso said the career ladder approach is “a no brainer.”

“Who doesn’t want to support looking at ways up through the ranks,” she said. “I’m hopeful, but again I think there’s going to be a real problem if there’s not also a COLA. I need to have both of those. Having a COLA is really important to pair with any living wage adjustment, especially if the money is going into living wage and not into COLA. People are going to be upset.”

harnessing the potential of all youth seeking a college education. The passage of the NY DREAM Act should not be linked to the passage of unrelated education reforms.

“In terms of the key funding sources nonprofits rely on to deliver services to their communities, the FY 2015-16 budget truly presents a mixed bag,” Wackstein continued.

“As a result of the Governor’s imposed 2% cap on budget growth, the budget does not recognize the increased costs of providing human services over time— or the demand for them. Cuts to the Adult Literacy Education (ALE) program, Advantage Afterschool and the Youth Development Program (YDP) are harmful to NYC’s communities.”

UNH also cited concerns that funding for Community Services for the Elderly (CSE) remained level at a time when the older adult population in New York continues to rapidly expand and there is already a pre-existing backlog for services. And, said Wackstein, “while we welcome the Governor’s modest $2.5M enhancement to the Summer Youth Employment Program (SYEP), it does not fully reflect the costs associated with the change in the State minimum wage, nor does it allow growth in this highly successful and oversubscribed employment program.”

18 New York Nonprofit Press

EVENTS

Forestdale Fathers Celebrate Re-commitment to Their Families On December 20, Forestdale, Inc. hosted its Fathering Initiative’s “Stepping Up” graduation for 40 participants of the ‘24/7 Dad’ parenting course. The ceremony, held at Queens Museum, serves to recognize the commitment of fathers to their families.

As a part of the Fathering Initiative, the ceremony culminates a 12-week parenting and job training course that prepares low-income, noncustodial fathers to reclaim a role in their children’s lives. It is the only free fathering program in Queens.

Fathering Initiative Director Larry Edwards presided over the event, and Associate Executive Director Rosemarie Ewing-James spoke about how important fathering is and how necessary it is for men to reach out when they need assistance.

“I am blessed that my father is still alive and in his nineties,” Ewing-James said. “I know how important he is to me and the rest of my family.”

Jorge Fanjul, Chief of Staff for City Council Member Julissa Ferreras, was also on hand and spoke of the importance of fathers being present in their child’s life. “I may not remember every present that my father gave to me, but I do remember that he was there for me.” Presents were distributed to all the children that attended.

The mission of the Forestdale Fathering Initiative is to encourage and facilitate the father’s emotional and material engagement with their children. Active and loving fathers have a central role to play in the well-being of their children, families and community. With the support of New York City’s Department of Youth and Community Development, Forestdale’s Fathering Initiative serves an estimated 250 fathers and their families every year.

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JCCA Hosts “A Tree Grows in Pleasantville” More than 300 people attended the very successful “A Tree Grows in Pleasantville” fundraiser, on January 10, 2015. It was Jewish Child Care Association’s Tenth Anniversary Cocktail Party to Benefit The Cottage Schools’ programs and services for vulnerable children with serious emotional and family problems.

Co-Chairs of the event were: Tema Bomback, Mount Kisco; Julianne Cohn Metzger, Chappaqua; Tema Bomback, Co Chair of “A Tree Grows in Pleasantville”; Phyllis Neider, Briarcliff Manor; and Peter Hauspurg, President, JCCA Board of Trustees; Phyllis Judy Shapiro, Armonk. A highlight Neider Co Chair; Judy Shapiro, Co Chair; Richard Altman, CEO of JCCA; and Julianne Cohn Metzger, Co Chair. of the evening was a special performance by Campus residents and the introduction of a vital new initiative, The Center for Healing Sexually Abused and Exploited Children. The event also premiered the beautiful book Color of My Soul. Inspired by dedicated volunteers, the book includes a sampling of poetry and art created by the youth in the Therapeutic Arts Program of The Cottage Schools.

JCCA is a comprehensive child and family services agency which helps children who have been neglected or abused, immigrant Jewish families, and those building new lives. JCCA helps more than 16,000 children and families every year and is consistently rated at the highest levels for the quality of our programs.

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EVENTS

FPWA Hosts Faith & Justice Fellowship Clergy Breakfast

Rev. Al Sharpton with FPWA CEO Jennifer Jones Austin and the FPWA Faith & Justice Fellows.

The Federation of Protestant Welfare Agencies (FPWA) held a Faith & Justice Clergy Breakfast at the historic Riverside Church in Harlem. The breakfast brought together participants of the FPWA Faith & Justice Fellowship Program with more than 100 faith-based leaders from across the city to discuss ways in which the faith community can address social injustices, and play more of a leading role in advocating for their communities. The Faith & Justice Fellowship Program, launched in collaboration with the New York Theological Seminary (NYTS), aims to provides its participants with enhanced skills that will enable them to be more effective advocates on behalf of those most in need and to help promote NYC as a place of equal opportunity for all.

“The launch was significant and timely,” said Rev. Al Sharpton, Founder and President of the National Action Network (NAN), who offered the keynote address.

“There is a tremendous need for social justice ministry and this brings us closer to it.”

The fellowship program will train faith leaders to develop their abilities to become prophetic witnesses for fair social policies and equal justice. Fellows participate in a series of theologically based courses, seminars related to understanding civic engagement from a theological and biblical perspective, and group retreats centering on personal formation and reflection.

In addition to Rev. Sharpton, speakers at the breakfast included remarks from Rev. Dr. Amy K. Butler, Senior Minister of Riverside Church, and Rev. Dr. Dale Irvin, President of NYTS. “Faith-based leaders have historically been at the center of responding to human needs, both through direct service and by raising their voices to challenge policies and change conditions,” said Jennifer Jones Austin, CEO

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19 New York Nonprofit Press

Carter Burden Gallery Opens Five Year Anniversary Show On December 18, 2014, the Carter Burden Gallery celebrated the opening of its Five Year Anniversary Show, a group exhibition featuring the vibrant, cutting edge work of 35 artists in a variety of media and techniques, including sculpture, relief, photography, drawing and painting. This special exhibition marks the fifth year anniversary of the Susan Burden and Trevor Lombaer nonprofit Gallery and celebrates its mission to highlight artists who, as they age, face limited opportunities to show their work. Artists, friends and supporters gathered at the Gallery, 548 West 28th Street, to view the work, which was on display through January 8, 2015.

At the Five Year Anniversary Show opening reception, guests enjoyed a preview of the upcoming documentary Double Portrait, a semi-surreal, hybrid film that centers on two octogenarian artists and their parallel stories which intersect in mysterious ways. In addition, a catalogue raisonné commemorating the Gallery’s history of championing work from older professionals was introduced.

The Carter Burden Gallery, a 2,271 square-foot gallery space located in Chelsea, is committed to empowering re-emerging professional artists, over the age of 60, through exhibition and cultivation of their work. The Gallery targets artists who are increasingly being overlooked to show their work, despite any past renown. In the past five years, over 600 artists have submitted work for consideration, and the Gallery has had over 70 solo and group shows, exhibited more than 85 artists, and is scheduled through 2015. Exhibitions are curated based solely on quality and impact and represent older artists, many of whom were important participants in the Abstract Expressionist movement of the 1960s in New York City.

“Throughout our five years, the Carter Burden Gallery has created a supportive community of re-emerging artists, giving them an opportunity to share their work and lives as vital members of the New York arts culture,” says Marlena Vaccaro, Carter Burden Gallery Curator. “The Gallery has a network of artists that respond to each other’s work and invigorate the spirit and creative process for each artist.”

“With a longstanding commitment to changing the face of aging in New York City, the Carter Burden Center established the Gallery to support artists who have seen their ability to exhibit their work diminish with age,” says William Dionne, Executive Director of the Carter Burden Center for the Aging. “Our goal is to celebrate the unique perspectives of older professional artists and showcase their work as part of the rich cultural life of the city.”

In addition to the Five Year Anniversary Show, the Gallery’s ongoing and rotating public art installation, On the Wall, features Carter Burden Gallery artist Charles Ramsburg.

Five Year Anniversary Show is supported, in part, by public funds from the New York City Department of Cultural Affairs in partnership with the City Council.

The Gallery is underwritten by its lead sponsor, the Macquarie Group Foundation. The Macquarie Group Foundation is one of Australia’s oldest and largest corporate benefactors and supports programs in Europe, the Americas, Africa, Asia and Australia. In all of these regions, Macquarie contributes meaningfully in the communities in which its staff live and work. Macquarie’s funding concentrates in the areas of health care and research, education, the arts, welfare and the environment ensuring that their support is diversified across the community spectrum.

The Carter Burden Gallery is a natural fit for their support of the arts to a local community whose needs reach a global scale.

The Carter Burden Gallery is a program of the Carter Burden Center, a nonprofit agency established in 1971 by the late Carter Burden when he was a New York City Councilman. The mission is to promote the well-being of older adults through a continuum of services, advocacy and volunteer programs oriented to individual, family and community needs. For more information about the Carter Burden Center and its programs, visit www.carterburdencenter.org.

20 New York Nonprofit Press

FUNDRAISING

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GivingTuesday: Growing and Maturing Year by Year

by Remy Tumin

From an online social media campaign to an international movement, the third annual GivingTuesday this year matured into a day of philanthropic activism.

While some nonprofits in New York saw minimal impact on their bottom lines, many agreed that the importance of engaging with new constituents outweighed fundraising goals.

“The movement became about so much more than fundraising,” said Asha Curran, Director of the Center for Innovation & Social Impact at the 92nd Street Y. “It was always about more than just fundraising but we saw that it really solidified and realized the potential collective action of social media as a positive impact.”

The 92Y cofounded the international movement in 2012 with the United Nations Foundation as a way for people to give back through funds and action during the holiday season. The movement relies heavily upon social media campaigns on Twitter and Facebook using the #GivingTuesday hashtag to mark the trend on the Tuesday after Thanksgiving.

According to GivingTuesday, a total of 27,000 groups in 68 countries participated in the Dec. 2, 2014 campaign. Online donations were up 63 per cent over 2013. In New York state alone, more than 1,000 nonprofit organizations participated.

“We are absolutely staggered,” Curran said.

Beverly Greenfield, Director of Public & Media Relations for the 92Y, said while the campaign may not have a direct impact on fundraising goals for some organizations, targeting new donors can be a long-term investment.

“Reaching new audiences may not see a return in dollars in the first or even second years, but I think part of the intent of GivingTuesday is to get people thinking differently,” she said.

For the 2014 campaign, Curran said the 92Y “doubled down” on educating the sector on best practices, creative new thinking and collaboration.

“We made small to mid-sized nonprofits a huge focus of our education efforts this year,” she said. “We were really focusing on those nonprofits that do have fewer resources and helping them as much as possible to enable them to create the most successful campaign possible.”

Curran said GivingTuesday is meant to accommodate a diverse group of organizations in size and mission.

“GivingTuesday is a big tent,” Curran said. “There’s no size organization that doesn’t fit within the movement.

Especially with the diversity of the program, it encourages more creativity and storytelling.”

Storytelling was one way the Children’s Village engaged with their donors on GivingTuesday through stories about the organization and the impact of previous donations, Senior Communications Officer Lia Schwartz said.

“Clearly it got new people engaged,” said Schwartz. “If you can engage somebody on that day and get their interest peaked in the work you’re doing, it’s going to be way more important than what people are going to shell out.”

Up in Westchester County, Volunteer New York saw an 11 percent jump in GivingTuesday contributions this year.

Tony Fasciano, Communications Director for the group, said much of that can be attributed to a joint effort between the Journal News’ LoHud and Nonprofit Westchester.

“Historically we haven’t been that successful at GivingTuesday, but this year we owe a lot of gratitude for the reason we did as well as we did to a joint group effort,” he said. “People were prepared and were aware of the message and why they should support it.”

As far as six weeks in advance, LoHud and Volunteer New York began promoting GivingTuesday. Volunteer New York provided LoHud with 50 nonprofits across Westchester, Rockland and Putnam counties to be featured in the newspaper every day until GivingTuesday.

Starting the campaign early also helped Volunteer NY focus their annual appeal.

“I think it helps the bottom line but it also had us thinking about the annual appeal earlier and helped us structure how we were going to reach out,” Fasciano said.

At Boys and Girls Harbor, a Harlem based education nonprofit that provides pre-school and afterschool programs, the group took a more direct approach. Junior board members were asked to reach out directly to constituents who were more likely to donate on GivingTuesday: the 40 and under crowd.

“Young people are more apt to participate than anyone else,” said Melissa Potter, Director of Communications and Marketing at The Harbor. “We were able to reach out to a new audience.”

Potter said many of those donors participated in matching programs through their employers, a method they would consider again next year.

“Some of our younger folks work within the finance industry and participated through matching,” she said. “In that sense it helped us to gather more interest from folks using The Harbor

for matching.”

After an inaugural year with the GivingTuesday campaign, BronxWorks is rethinking their strategy. The Morris Heights based settlement house provides multi-service social care for all ages. Cathy Sharp, Director of Individual and Corporate Relations at BronxWorks, said the campaign saw “no measurable impact” on their overall fundraising goals.

The organization created a targeted campaign to help build a new swimming pool; donors were asked to support a matching gift of up to $50,000.

“We’re just finding through a variety of ways that our social media audiences is not engaging right now through fundraising,” Sharp said.

“They’re great tools for spreading information and sharing things of interest, but from a fundraising perspective, it hasn’t proven that that’s our audience.”

BronxWorks Development Director Ken Small said the group is in a position to “better focus” their GivingTuesday activity towards the end of 2015, perhaps in the form of an activity or programmed event “that people could get their hands around in a real tangible way.”

“There is a need in terms of funding but perhaps there is also an opportunity in terms of volunteering and in-kind support so that notion of giving is not only a financial one,” Small said.

But beyond the organization size and resources needed to facilitate a successful fundraising campaign, Small said he’d like to consider changing GivingTuesday to GivingWednesday on the Wednesday before Thanksgiving.

After Black Friday, Small Business Saturday and Cyber Monday, shoppers and donors are exhausted financially when it finally gets around to donating to a nonprofit, Small said.

“By the time you get to giving Tuesday, people are low on cash flow,” he said. “My notion, and this is something…that maybe the nonprofit sector should take a look at, but maybe the sector needs to seriously think about it as GivingWednesday.”

But the 92Y said the numbers and support for the GivingTuesday campaign are strong. The Upper East Side based organization launched a $1 million matching campaign, community outreach activities and a free concert for underserved youth. The concert was live streamed, with classrooms as far as Iceland and Argentina tuning in.

“It’s one of the ways that GivingTuesday gets you to think differently about your own operations,” Greenfield said. “To me that’s the perfect GivingTuesday story. It doesn’t have to do with funds raised but it does have you think about a different way to connect with the community and make your giving back have more of an impact on the world.”

“GivingTuesday feeds a different part of the spirit,” Curran said.

Greenfield said this year was the first time GivingTuesday felt like it was part of the vernacular.

“It is becoming a part of the conversation,” she said.

“It is really a victory of the community,” Curran added. “We invented it and we feel really proud of it, but it’s the people globally who make it a success.”

The next GivingTuesday is December 1, 2015.

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GRANTS

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NYC Nonprofits Get $1.6M in “Change Capital” Seven New York City nonprofits are receiving a total of $1.6 million that will fund specific plans to improve the long-term stability of these human services providers.

The grants are part of the Community Resilience Fund, a collaboration designed to help spur recovery of the City’s safety net.

Grant recipients include: • African Services Committee; • Center For Alternative Sentencing And Employment Services; • Grand Street Settlement; • Leake & Watts; • New York City Gay and Lesbian AntiViolence Project; • Palladia, Inc.; and • Women’s Housing and Economic Development Corp.

These organizations will use the awards to build their ability to adapt to current economic conditions and secure a more stable future. Specific plans include: investments in fee-for-service revenue models, implementing merger activities, developing new branding strategies, fundraising and communications efforts, building infrastructure necessary to ensure quality service delivery, and other efforts designed to prepare the recipients to meet community needs now and in the future.

“Many of our donors want to invest in programs instead of ‘overhead,’ but investing in AVP’s capacity and operations has a major impact on our ability to create positive outcomes in our work,” said Sharon

Stapel, Executive Director of the New York City Anti-Violence Project. “This grant is a rare opportunity for us to fund changes that will ultimately improve our ability to achieve our mission and reach even more people in need.”

The Community Resilience Fund (CRF) launched in 2013 to provide overtaxed social safety net nonprofits with an infusion of specialized expertise and opportunities to fund organizational change. For the past year, Nonprofit Finance Fund has worked with 17 nonprofits and provided tailored financial advice, as well as opportunities for participating groups to learn from each other. Change capital grants were awarded to select CRF participants through a competitive selection process.

“Everyone benefits from a strong social safety net, but the organizations providing critical services often operate on the financial brink as all available resources go to service delivery,” said Kristin Giantris, Managing Director of Nonprofit Finance Fund.

“Change costs money, and these organizations need resources so that they can adapt to new funding realities, improve operations, pursue new revenue streams, and ensure their long-term ability to deliver services.”

Community Resilience Fund funders include Citi Foundation, The Clark Foundation, the F.B. Heron Foundation, The Kresge Foundation and Mizuho USA Foundation. For more information, visit: www.nonprofitfinancefund.org/crf.

WJCS Gets $52K to Expand Youth Services Westchester Jewish Community Services has been awarded three grants totaling $52,500 from the Westchester Community Foundation and from the Dammann Fund to expand services for Jewish children; lesbian, gay, bisexual, transgender and questioning youth as well as pregnant and parenting teens.

The Westchester Community Foundation awarded a $30,000 grant from the New York Community Trust DeWitt Wallace Fund for Youth to the WJCS Center Lane program and a $20,000 grant from the Nathan Moscow Fund to aid Jewish children affected by adverse life circumstances, financial situations and the economic downturn. This marks the second year that WJCS has received the Nathan Moscow award.

WJCS Center Lane, the only lesbian, gay, bisexual, transgender and questioning youth and community resources and education center in Westchester, will extend its activities to northern Westchester communities.

“We’re pleased that the new funds will make our services more accessible so that youth don’t have to travel to lower Westchester, but can go to Peekskill

instead,” said Santo Barbagiovanni, director of Center Lane.

The Nathan Moscow grant will enable WJCS to provide funding for school supplies, clothing and uniforms; camp tuition; medical and dental needs, and childcare.

“WJCS is grateful for the increased support this year, which will allow us to provide cash assistance to Jewish children with acute needs,” said Sherry Birnbaum, Director of the Center for Jewish Programs at WJCS. The Dammann grant of $2,500 adds to $15,000 given over the past three years to enable the WJCS Young People Achieve! program to teach parenting skills, pregnancy avoidance and health education to more than 80 young women last year. YPA works to ensure the best possible physical and emotional health outcomes for pregnant and parenting adolescents and their babies. It also encourages them to complete high school and spurs them on to success in a nurturing environment.

The Dammann Fund, Inc. was founded in 1946 by Milton Dammann and makes grants in the areas of mental health and teen parenthood.

21 New York Nonprofit Press

Zone 126 Awarded $125,000 Grant from the Stella and Charles Guttman Foundation Zone 126 has received a first-time $125,000 grant award from the Stella and Charles Guttman Foundation. The support from the Guttman Foundation will help provide a new early childhood program in Astoria and Long Island City, in partnership with the Parent-Child Home Program and the Child Center of New York.

The three organizations are already beginning collaborative work to offer the evidence-based Parent-Child Home Program home visitation model to 25 families with children aged two and three who reside in Astoria Houses, a NYCHA public housing development in Astoria, Queens. The Child Center of New York and Zone 126 will implement the Parent-Child Home Program model.

“Thanks to the generosity of The Guttman Foundation and the New York City Council, we are thrilled that Parent-Child Home Program will be expanding to work with families in Astoria Houses,” said Sarah Walzer, Chief Executive Officer of the Parent-Child Home Program. “Working in this community will help spread the PCHP mission and ensure that every child enters school ready to succeed.”

The grant from the Guttman Foundation will be used in conjunction with New York City Council funds to expand early childhood programs in Northwestern Queens.

“Thank you to the Guttman Foundation for funding this initiative to close the achievement gap and help children establish a lifelong love of learning,” said Traci Donnelly, CEO

and Executive Director of The Child Center of NY. “The program will also benefit moms and dads, as they learn more about helping their children build the social and cognitive skills for success. We are privileged to have two excellent partners--Zone 126 and ParentChild Home Program--in this collaboration to give young children the best possible start in life.”

Zone 126 will also work with families to identify other needs and connect parents and siblings with other Zone programs to ensure more families are supported throughout the cradle to career pipeline.

As Maritza Arroyo, Executive Director for Zone 126 said, “We are grateful to the Guttman Foundation for their visionary step in investing in Zone 126 as a backbone organization and supporting the growth of vital programs offered by Zone 126 partners.

We believe this is a strategy that will spur exponential transformation at our Cradle to Career Community Schools.”

More than 20,000 families in zip codes 11101, 11102, and 11106 in Astoria and Long Island City are living in poverty, including more than 8,000 children. Zone 126 collaborates across sectors and directly with diverse program providers, including arts education for students, ESL classes for parents, early childhood education, and health and nutrition services for the whole family. Its vision is for every child in Astoria/Long Island City to graduate from high school and attain the necessary post-graduate credentials needed to thrive in the 21st century.

GRANT TIPS The Case of the Disappearing Funders

by Laurence A. Pagnoni The amount of myths and misinformation about the non-profit sector is staggering.

Case in point: many of us tend to assume that “The money is out there” and “All you have to do is ask for it.”

Really? For one thing, fewer foundations these days accept unsolicited proposals.

For another, there’s only so much juice to get out of a grants program. One recent client who suffered from an irrational exuberance about the power of grants had a $4.5 million capital need and believed that grants were the answer! Meanwhile, of the more than 80,000 foundations in the U.S., two-thirds have endowments of less than $1 million. According to the Stanford Social Innovation Review (January 2, 2014), the median is actually $500,000.

The problem is not disappearing funders, but understanding what you can realistically expect from them and showing up well prepared to ask for their support.

How can you be more strategic about finding funders?

You can sharpen your grant’s need statement, garner foundation staff input prior to submission, make certain that your evaluation is cutting edge, and suggest that a gift would be leveraged by your trustees and other foundations.

Laurence Pagnoni is author of The Nonprofit Fundraising Solution available at thenonprofitfundraisingsolution.com

22 New York Nonprofit Press

PEOPLE SERVING PEOPLE

Kroll Succeeds Brandt as ED at NYSARC

Thomases New ED at Queens Community House

NYSARC, Inc. has announced the appointment of Steven Kroll as Executive Director. Kroll comes to NYSARC after serving as Vice President of Governmental Affairs and External Relations at the Healthcare Association of New York State (HANYS) for the past 19 years.

NYSARC, Inc. is Steven Kroll the largest nonprofit in New York and the United States serving individuals with intellectual and developmental disabilities and their families. The 54 Chapters comprising NYSARC, Inc. are located in every county in NYS. The Organization supports over 60,000 individuals, employs over 30,000 people, and has a membership of over 103,000.

“NYSARC has a rich history of successful advocacy for people with developmental disabilities and their families,” said Kroll. It is a distinct honor to have been selected to succeed Marc Brandt who has provided tremendous leadership over these many years.”

Kroll follows Marc N. Brandt, who retired Dec. 31 after 32 years of leading the organization and more than four decades

Ben Thomases will join Queens Community House (QCH) as its newest Executive Director, effective February 23, 2015.

Thomases is currently Executive Vice President for Programs at Seedco.

In his current position at Seedco, he has overseen all of Seedco’s programs, including Navigator programs in 4 states Ben Thomases that provide in-person assistance to people seeking health insurance through the new marketplaces, and two innovative new career advancement programs in New York. Thomases previously served as Chief Operating Officer of Wildcat Service Corporation, and in the Mayor’s Office as the first Food Policy Coordinator for the City of New York.

“We are delighted to have Ben on

of dedicated service to the field.

Brandt considers Kroll’s background and personality an ideal fit for NYSARC during this pivotal period.

“Steven brings exceptional leadership and political advocacy experience balanced with a strong sense of compassion and sensitivity for the needs of our Chapters, people with developmental disabilities, and their families,” says Brandt.

Kroll comes to NYSARC with almost three decades of federal and state policy development and advocacy experience and trade association leadership. His professional background also includes serving as a Legislative Assistant for Health Care and Education to the United States Senate, an Associate Director of the American Hospital Association Office of Federal Relations in Washington, DC, and the Interim Executive of the Nassau-Suffolk Hospital Council.

Kroll earned his bachelor’s degree in business administration from SUNY Buffalo and his master’s degree in health administration from Duke University.

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Kilmer New CEO at Harlem United Harlem United has where she was a partner named Jacquelyn (Jacqui) in a large regional law firm Kilmer as the organizawith a broad-based transaction’s next Chief Executive tional practice, as well as an Officer, effective January 1, emphasis on pro bono legal 2015. Kilmer previously representation, lobbying served as Chief Operating and advocacy work for Officer of the organization Colorado AIDS Project and and before that was its a coalition of AIDS service Chief Compliance Officer and related organizations.

(CCO).

“I am honored and “The Board is confihumbled to take the helm dent that Jacqui’s breadth Jacquelyn Kilmer at Harlem United, and I am and depth of experience and results- optimistic that the agency is poised for the oriented approach – from compliance to kind of growth that will continually allow talent management to overseeing Harlem us to break down barriers to care and United’s integrated service delivery model improve the lives of our clients across New – uniquely qualify her to lead the organiza- York City,” said Kilmer. tion and take its work and mission to the Kilmer earned her BA in Economics next level,” said Latraviette Smith-Wilson, and MA in Political Science/Public Chair of the Board for Harlem United.

Administration from Stony Brook Kilmer joined Harlem United in 2010, University and her JD from the University after returning to New York from Denver, of Denver College of Law.

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board as our next Executive Director,” says Michael Stellman, President of the QCH Board of Directors.

“He brings key experience in both government and nonprofit management, and has a strong track record of developing and implementing innovative programming.”

Thomases has a B.A. from Swarthmore College and an M.B.A. from Columbia University.

Thomases will become only the 4th Executive Director to lead the organization, which was founded in 1975 as Forest Hills Community House and changed its name in 2006. He succeeds Irma E. Rodriguez, who has been with QCH since 1983, and assumes leadership as the organization prepares to celebrate its 40th anniversary.

Springstead New ED at WhyHunger Noreen Springstead of WhyHunger, an organizahas been named Executive tion whose mission I have Director of WhyHunger. committed my life to,” said A 23 year veteran of Springstead. “From the very WhyHunger, Springstead beginning, it was not a sense brings a combination of of charity but rather a demand marketing, fundraising, for social justice and the right program management, to nutritious food for all that operations and executive has propelled me personally experience to the posiand moved WhyHunger’s work tion. With two decades Noreen Springstead forward. Now, as we celebrate of steadfast commitment 40 years and embark on the to the mission of WhyHunger, Springstead next leg in WhyHunger’s journey with a is poised to lead the 40 year old organiza- vision that is clearer than ever, the time is tion to new heights in the years to come. right for this growing movement for food “On behalf of the Board of Directors, justice to flourish.”

I am thrilled to officially welcome Noreen Co-founder Bill Ayres is transitioning into her new role as executive director,” from his role as Executive Director and said Board Chair Brian McMorrow. will remain with the organization as its Springstead joined WhyHunger ambassador. in 1992 and rose from an administraSpringstead is a graduate of Rutgers tive assistant to managing director of University with a BA in Political Science WhyHunger. and completed an Executive Education “It is an honor and privilege to Certification Program given by the step into the role of executive director Harvard Kennedy School.

Rabb New VP at Family Services of Westchester Family Services of Westchester, Inc. (FSW) has announced the appointment of Courtney Rabb as Vice President for Development and External Affairs. Rabb brings a decade of expertise in development, communications and marketing to her new role at the agency. Previously, she led the Development Department of the Animal Medical Center in Manhattan and was a member of the Development team for Weil Cornell Medical Center.

“I see many great things ahead for

FSW, and am honored to be part of the professional team that will help build and broaden support for the important work we do,” reports Rabb.

“We are delighted to have Courtney join our team,” said FSW’s President/ CEO Susan Wayne. “She understands the challenges we face, and the Board and I feel confident she has the skills, knowledge, and commitment required to meet those challenges.”

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PEOPLE SERVING PEOPLE

23 New York Nonprofit Press

Public Health Solutions’ Rautenberg to Retire in June

Rich New ED at Grace Smith House

Ellen Rautenberg will like Public Health Solutions. be retiring after 20 years Our service delivery, with Public Health Solutions, research and capacity including 18 as President & building programs have all CEO. Rautenberg will remain broadened and deepened in her current role until June during her tenure. Today, 2015 or longer if necessary to Public Health Solutions is ensure a smooth transition. one of the pillars of public “Ellen Rautenberg’s health practice locally as intelligence, dedication and well as in the State and the leadership of Public Health nation.”

Solutions is unparalleled and Ellen Rautenberg “My time here has she leaves a legacy of accombeen hugely challenging plishments that will last long into the and energizing,” said Rautenberg. “It has future,” said Deborah Sale, Chairperson been my privilege to be able to lead change of the Board of Directors. “We are not in a wide and diverse set of public health the same organization that we were in the issues and often succeed in measurably mid-1990s when Ellen arrived – we have improving the health of individuals and addressed both old and new public health communities. I am confident that Public challenges and Ellen deserves enormous Health Solutions, under the leadership of credit for creatively managing change, an expert Board and talented staff, will thoughtfully growing our portfolio and continue to grow, prosper, and successwisely addressing both the ups and the fully address public health challenges for downs of a large and complex nonprofit many years to come.”

Michele Pollock Rich “Domestic violence is has been named Executive a societal problem which Director at Grace Smith impacts all of us,” Rich House. She replaces Renee says. “Victims of domestic Fillette, who joined Astor violence are our friends, Home for Children as their our neighbors, our own COO earlier this month. families. Grace Smith A seasoned domestic House has a long history violence professional, Rich of offering hope, comfort, comes to Grace Smith House and safety to those who from The Retreat Domestic Michele Pollock Rich need assistance, while also Violence Services in East offering top prevention Hampton, NY where she served as their and education programs to our youth. I Executive Director, and prior to that, was a am honored to be chosen to lead their program director for the Camden County dedicated staff and looking forward to Women’s Center in Camden, NJ. She is continuing the work of Grace Smith a graduate of Temple University Beasley House.”

School of Law in, where she interned with Based in Poughkeepsie, Grace Smith the Philadelphia District Attorney’s Office House serves over 2,500 families in flight in their Family Violence and Sexual Assault from their personal domestic violence Unit, and holds an MA from New York horror each year.

University.

Weiss New Director of Vera Substance Use and Mental Health Project

Amy Siniscalchi, LMSW, major assets to our agency,” has been named Assistant said Bernie Kimberg, Chief Executive Director of Operating Officer, WJCS. Children, Youth and Family Siniscalchi has worked Services at Westchester for nearly 17 years in the Jewish Community Services. areas of domestic violence Siniscalchi will oversee and child abuse, and more a network of programs recently in the area of serving 7,000 Westchester human trafficking. During children from pre-school her tenure at My Sisters’ through late adolescence Place, she helped expand the Amy Siniscalchi in early literacy, parenting, agency’s programming for after-school, violence prevention and children, helped launch the agency’s human intervention initiatives and services to trafficking initiative, and co-founded the pregnant and parenting teens and LGBTQ Westchester County Anti-Trafficking Task Force. youth.

Siniscalchi also served in various Siniscalchi was former Chief Program Officer at My Sisters’ Place, responsible capacities at several other nonprofit for overall management of the agency’s agencies, including Sanctuary for Families, shelters, counseling and outreach/training New York Association for New Americans (NYANA) and Safe Horizon. programs.

She earned her BA in Sociology “We’re delighted to welcome Amy to WJCS. Her expertise in children and from Vassar College and has a Master’s family services and her experience in in Social Work with a concentration in Westchester’s non-profit sector will be Administration from Hunter College.

The Vera Institute of Justice has named Christopher Weiss Director of its Substance Use and Mental Health Program (SUMH). Weiss brings a wealth of experience and knowledge to the position, having designed and managed research projects on numerous criminal justice, public policy, and social issues during his more-than 20-year career.

“The changing healthcare landscape, combined with growing bipartisan momentum for justice system reform, makes SUMH’s mission more important than ever,” Vera President Nicholas Turner said. “I am confident that Chris brings the leadership and vision necessary to advance this program’s work.”

“Too often, people with substance use or mental health issues are locked away in jails and prisons, out of sight from the public but suffering greatly,” Weiss said.

“I am honored to join a team of incredible colleagues who share my commitment to

providing these individuals with a different path, one centered on treatment and support instead of system involvement and incarceration.”

Prior to joining Vera, Weiss was a senior research analyst for Langer Research Associates and served as a clinical associate professor in New York University’s Department of Sociology, and from 2002 to 2012,. He directed multiple Columbia University research projects, including an evaluation of the Rockefeller Drug Laws and studies into the influence of features of the urban environment on obesity.

Weiss earned a bachelor’s degree in sociology and mathematics from Trinity University, and a master’s degree in demography and PhD in sociology and demography from the University of Pennsylvania.

Weiss succeeds Jim Parsons, who was named Vera’s vice president and research director in April.

Santangelo Joins FCA as Director of QA and Compliance Christine Santangelo has joined Family & Children’s Association (FCA) as its Director of Quality Assurance and Compliance. Santangelo has extensive experience in QA/Compliance and will be bringing her expertise to FCA’s ongoing commitment to ensure all programs operate in compliance with relevant policies, procedures, rules and regulations.

Prior to joining FCA, Santangelo was Quality Improvement Specialist at EmblemHealth in Melville and Meaningful

Use Consultant at Central Nassau Guidance and Counseling Services in Hicksville. Prior to these (concurrent) positions she was Manager of Quality Assurance and Special Projects at Central Nassau Guidance and Counseling Services, Inc. “I’m confident that Christine will be a strong leader and innovative contributor to our compliance program which is a top priority, second only to our service to clients,” said FCA President/CEO Jeffrey L. Reynolds, Ph.D.

Siniscalchi New Assistant ED at WJCS

Ciatto Named Assistant ED at ACLD Robert Ciatto has been appointed to the position of Assistant technology and purchasing Executive Director of Adults departments.

He was & Children with Learning and appointed to the position on Developmental Disabilities, Inc. Nov. 10.

In this administrative Prior to accepting this position, he will be responsible position, he was employed with for overseeing all program AHRC Nassau for more than areas, including residential and 20 years, most recently serving day services, Medicaid service as Senior Director of Business coordination, community Operations. He earned his habilitation, the Children’s Robert Ciatto Bachelor’s of Science in school program and provide psychology and his Master’s of support to the maintenance, information Science in counseling.

24 New York Nonprofit Press

PEOPLE SERVING PEOPLE

Gorman Joins FSL as VP for Development Cynthia C. Gorman, intensive care as part of the R.N., C.F.R.E. has joined William Randolph Hearst Family Service League fellowship program. as Vice President for Gorman returned to Development. her roots in development in Gorman has nearly 2014. twenty-five years of expe“I am so pleased to join rience in development.

Family Service League and She served New York am very enthusiastic about Institute of Technology the opportunity to help as Vice President for grow philanthropy for this Development, and was Cynthia C. Gorman great organization,” she said.

Associate Vice President Gorman earned a for Development at Long Island University Bachelor of Arts degree from Muhlenberg for over a decade. She also worked for College in Allentown, PA, a Master of Beth Israel Medical Center in New York, Arts degree from University of Warwick creating the first fundraising program for in Coventry, England, and a Bachelor the health care system’s North Division. of Science degree from Stony Brook Gorman graduated from nursing University She is a Registered Nurse and school in 2013, summa cum laude. She a Certified Fund Raising Executive and a worked for North Shore LIJ Manhasset member of the Association of Fund Raising as a critical care nurse in cardio-thoracic Professionals.

Martin New CFO at Wallace Foundation The Wallace Visions, from 1996 to 2000 Foundation has named Stacy she held leadership posiJ. Martin its Chief Financial tions in the New York City Officer and Treasurer. government, including the Martin brings to the foundacity’s housing, budget and tion nearly three decades of education departments. She financial management expealso served as comptroller rience in the private, public for Sportvision, a nationwide and non-profit sectors, media corporation, from with a focus on developing 2000-2002. policies and procedures to “I’m thrilled to be joining Stacey J. Martin improve performance and the Wallace Foundation productivity. in its third decade of helping strengthen “Stacy is an accomplished senior learning and enrichment opportunities for manager who has proven her ability to help disadvantaged children and the vitality of complex organizations manage efficiently the arts,” said Martin. and effectively,” said Will Miller, President Martin succeeds Mary Geras, who of The Wallace Foundation. retired this year after more than 22 years Prior to joining Wallace, Martin of service as the foundation’s chief financial worked at New Visions for Public Schools, officer and assistant treasurer. where she was chief financial officer Martin holds a Bachelor of Science in since 2003, and, since 2013, also chief Business from Long Island University, C.W. operating officer. Before joining New Post.

Seaburg New Chief Policy and Operations Officer at NYSARC NYSARC, Inc. has With NYSARC for announced the promotion the past 10 years, Seaburg of Tania F. Seaburg to Chief previously served as Policy and Operations Senior Associate Executive Officer.

Director for Advocacy.

In her new role, she Steven Kroll, recently will work with NYSARC’s appointed NYSARC Executive Director in Executive Director, said, “It overseeing implementation has been my pleasure to of the Organization’s straget to know Tania during my tegic goals and objectives, transition. I look forward to advancing a comprehensive Tania F. Seaburg working closely with her in advocacy agenda, and shaping the Organization’s leading policy programs and operational future direction in ensuring the best departments. possible supports and services available for

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Ohanesian New Deputy Director at Guidance Center of Westchester The Guidance Center more business efficiencies of Westchester has named and providing high quality Susan M. Ohanesian as services,” says Executive Deputy Director for Clinical Director Amy Gelles. and Substance Use Services.

Ohanesian earned In her role, Ohanesian is her Master of Science responsible for all aspects in Social Work from of the Agency’s mental Columbia University health clinics, school-based and her Bachelor of mental health programs and Arts from the University substance use treatment Susan M. Ohanesian of Connecticut. She programs. achieved a post-graduate Ohanesian most recently served as certificate in Social Work Administration Senior Vice President and Chief Clinical from Hunter College. She is a licensed Officer at Daytop Village in New York City. certified social worker, a certified alcoPrior to Daytop, Ohanesian held a holism and substance counselor and a variety of increasing leadership positions certified instructor for social work field with Palladia, Inc. She also held posts placements. with Bowery Residence Committee and Ohanesian is a published author as Palisades General Hospital. well as an Adjunct Professor at Columbia “Susan’s knowledge and expertise will University, elected Chair of Drugs and help The Guidance Center of Westchester Society Seminars. She also serves as Vice target strategic opportunities that will President of the C3 Board for the NY enable the agency to grow and thrive by State Association of Alcohol and Substance providing integrated services, implementing Abuse Providers.

Villani Joins GO Project as Associate ED Gayle Villani, former Vice President of Programs at PENCIL, has joined the GO Project, an early education nonprofit organization, as its new Associate Executive Director.

Villani launched her career as a corps member with the Teach for America program in 1992, and continued teaching in variety of low-income communities, including New Orleans, Compton, and South Central, Los Angeles. After relocating to New York City, Villani joined Vivendi Universal (formerly Joseph E. Seagram & Sons), where she managed grant-making for early childhood and pre-collegiate education, as well as the company’s school-based partnerships in New York City and across the U.S. In her most recent role at PENCIL,Villani transformed the organization’s programming

into a comprehensive school-based partnership model, in which teams of business volunteers leverage their unique private sector skillsets and expertise to prepare students for college and career success.

“I am thrilled to join the team at the GO Project. The program is a uniquely comprehensive and effective intervention model that is having a tremendous impact on students and families,” Villani said.

Over the course of their 46 year history, GO has established a track record of high-quality educational programming and deep family and community involvement.

“We’re so pleased to welcome Gayle to the GO Project,” Erica Ahdoot, Executive Director of the GO Project said.

people with developmental disabilities and their families.”

Prior to joining NYSARC, Seaburg was an Associate in the health law department of the Albany firm Hinman Straub P.C.

She is a member of the New York State Bar Association.

Seaburg received her law degree from Albany Law School and her bachelor’s degree from Valley Forge Christian College.

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PEOPLE SERVING PEOPLE

25 New York Nonprofit Press

Farrell New ED of Youth I.N.C.

Santiago New ED at Center for Safety & Change

Youth, I.N.C. - Improving Nonprofits for Children has announced the appointment of Rehana Farrell as Executive Director. Farrell will be responsible for continuing the legacy of success that Founder, Steve Orr, created over the last 20 years helping nonprofits serving children in New York City grow and develop their organizations.

“I am delighted that Rehana Farrell has decided to join Youth, I.N.C. as our new Executive Director and I am confident that her wealth of experience in both financial services and nonprofits will strengthen our organization,” said Rick Schifter, TPG Capital and Co-Chair of the Youth, I.N.C. Board.

Farrell joins Youth, I.N.C. with over 20 years of financial services experience. Most recently, she was the Chief Operating Officer of Cain Hoy Enterprises, a private equity firm in New York, which she joined from Guggenheim Partners where she served as Chief Administrative Officer of Guggenheim Investments. Prior to that, Farrell worked at Merrill Lynch and

“We are tremendously pleased to announce this appointment,” stated Mandel. “Elizabeth will bring leadership, creativity and continuity to the agency, as well as a deep sense of commitment and compassion to the clients we serve.”

Santiago says of her new position, “It is an honor to have the opportunity to serve the community as executive director of the Center for Safety & Change. I am completely dedicated to our mission to end violence against women and children.”

Elizabeth Santiago Santiago has been with the Center The Center for Safety & Change since 2000, where she has served in has announced the selection of Elizabeth numerous capacities including director of Santiago as its new Executive Director, the Center’s residential shelter. Prior to effective March 1, 2015. Santiago currently that, she worked as the Domestic Violence serves as the organization’s Deputy Response Team Specialist/Trainer for Executive Director of Administration and Passaic County in the State of New Jersey, brings to the position almost twenty years as Coordinator for Safe Horizons at the of experience in non-profit management Bronx Criminal Court and as the Project and advocacy for survivors of domestic Coordinator/Shelter Counselor at the violence and sexual assault. She will replace Passaic County Women’s Center. the Center’s current interim Executive Santiago studied Psychology at Boston Director and former Board President, College where she received a Bachelor of Michael Mandel, who is stepping down to Arts and holds a Certificate in Non-Profit return to the private sector.

Sustainability from Cornell University.

Rehana Farrell

Prudential Financial. She holds an MBA from Columbia Business School and a BA from Smith College.

“For over twenty years, Youth, I.N.C. has engaged with venture philanthropists and the business community to try to level the playing field for children living in New York City,” said Farrell. “I look forward to contributing to the future success and growth of the organization and building on the strong foundation that Steve Orr, our Founder, created. I am thrilled that Steve will now lead our National Advisory Board and help us achieve our full potential.”

Citymeals-on-Wheels Promotes Sherrow to Associate Executive Director Citymeals-on-Wheels “I have huge respect has announced the promofor older people and feel tion of Rachel Sherrow, an obligation to ensure LCSW, to Associate Executive that they are able to enjoy Director & Chief of Programs a better quality of life as and Community Affairs. they age,” said Sherrow.

Sherrow, whose professional “Through Citymeals-oncareer has been devoted Wheels’ work, I can see to elderly New Yorkers, has a real, immediate and served Citymeals since 2005. appreciable difference in In her new role, Sherrow their lives.” will continue to supervise the Sherrow joined Rachel Sherrow Programming and Volunteer Citymeals in 2005 and Department while adding oversight of has served as Director of Programs and the Marketing & Communications and Community Affairs and Chief Program Database departments to her portfolio.

Officer. She received a Master of Social Beth Shapiro, Executive Director of Work from Yeshiva University, Wurzweiler Citymeals-on-Wheels, commented, “I am School of Social Work and a Bachelor of so proud to recognize Rachel’s advance- Arts from University of Vermont. Prior to ment here at Citymeals. Her commitment her work at Citymeals, Sherrow served to the homebound elderly never waivers as Director, Good Companions Senior and their needs always remain her top Center and Meals on Wheels program at priority.

Henry Street Settlement in New York City.

Press New VP at Guiding Eyes for the Blind Guiding Eyes for the Blind has promoted Linda Press to Vice President of Strategic Partnerships. Press has been a Guiding Eyes team member since 2002.

Press has cultivated a number of important relationships for Guiding Eyes over the years. Her new role will focus on identifying corporate and notfor-profit strategic partners to further Guiding Eyes’ mission to provide guide

dogs to people with vision loss, as well as service dogs for children with autism.

“I am very pleased to have Linda on my team,” said Thomas Panek, Guiding Eyes’ President and CEO. “I am confident in her ability to network with business leaders who are committed to the philosophy of doing good while doing business.”

Press recently developed strategic

Foster New CFO at Union Settlement

Charles Foster

Union Settlement Association has announced that Charles Foster, CPA, CGMA, MBA has been appointed to the position of Chief Financial Officer. In addition to overseeing the finance office, Foster will be part of Union Settlement’s senior leadership team “Charles Foster is a dedicated, results oriented finance manager,” said David Nocenti, Executive Director of Union

Settlement.

“I am very pleased to join Union Settlement” said Charles Foster. “The East Harlem community relies on Union Settlement for high quality education, wellness and community building services for people of all ages. I am honored to play a part in its tradition of service.”

Foster brings diverse experience managing financial operations and nurturing human capital, including more than seven years of auditing experience. A Chartered Global Management Accountant with an MBA in Finance and a BBA in Accounting, he has both for profit and nonprofit experience. Most recently, Foster was CFO at Abyssinian Baptist Church and previously served as CFO at Abyssinian Development Corporation. In addition he has worked at KPMG, Goldman Sachs, Watson Rice and the Local Initiatives Support Corporation.

Foster is a graduate of Baruch College and received his MBA from St. John’s University.

New JobS EVERY DAY in the NYNP E-NEWSLETTER nynpjobpostings or 845-750-7907 partnerships with Hitachi, Goldman Sachs Community Teamworks, Starr Companies, and Lighthouse Guild, as well as many other prominent local and national funders. She currently chairs the Westchester County Housing Opportunity Commission and is member of several municipal committees. Press also serves on the board of the Friends of the Trailside Nature Museum and

Ward Pound Ridge Reservation.

“I welcome Linda to this position with high regard,” says Wendy Aglietti, Guiding Eyes Board Chair. “It’s a natural progression that will enable us to take the fulfillment of our mission to new heights.”

“I am honored to have been asked to take on this new role, and excited about the possibilities ahead,” said Press.

26 New York Nonprofit Press

EMPLOYER

ESS and SAFE SPACE NYC Joining forces to help NYC families

by Rachel Coleman

“We like to stay on the cutting edge,” said Steven D’Ambrosio. “We like to expand and branch out to other communities.”

Episcopal Social Services and Safe Space NYC are doing just that, with a legal merger, new programs, and the upcoming launch of a rebranding campaign— complete with a new name and mission statement.

The two organizations have 280 years of combined experience, serving families in need throughout New York City.

“It just made sense to join them,” said D’Ambrosio, who serves both organizations in his capacity as Director of Human Resources and Professional Development.

ESS and Safe Space agreed to the merger during the summer of 2013. They have already started to work together, even though on paper they remain two separate entities.

The new partnership unites two strong and established leaders in child welfare, with an annual operating budget of roughly $65 million.

Founded in 1919, Safe Space was originally known as the Queensboro Society for the Prevention of Cruelty to Children, created to rescue “vulnerable children from abusive situations.”

They renamed their organization in 2001 after their successful street outreach initiative, Safe Space, as they felt the name perfectly reflected their focus and mission: to keep at-risk youth safe.

Over the years, the organization has expanded from a children’s shelter and school to an agency with multiple facilities, focused on protecting children and youth while also helping families prevent violence, abuse and neglect.

ESS was created in 1831 to help meet the needs of immigrants flooding into New York City. Since then, they have grown to provide convalescent homes, summer camps, temporary lodging and meals, homes for developmentally disabled adults, medical clinics and more.

There are some overlaps in services between the two agencies, like early childhood education and after school programming, but each agency also brings unique skills and programs to the table.

Safe Space offers programs for homeless youth, as well as mental health services. They were the first New York State child protective agency to be licensed to provide mental health services, back in 1986.

D’Ambrosio said they hope to expand upon current Safe Space clinics to offer therapy and counseling to more clients in more locations.

Meanwhile, ESS offers juvenile justice reform programs: rehabilitation for juvenile offenders in Non Secure Placement (NSP) facilities close to their homes, allowing them to benefit from family visits, therapy, education and workforce development, rather than being sent to a prison upstate.

ESS opened New York City’s first NSP facility three years ago and has since opened two more.

“Separately, we were aiming toward the same youth, but doing it in different ways,” said D’Ambrosio, adding that the two agencies have fit together like puzzle pieces.

D’Ambrosio said even as they work to merge the two agencies, they are moving forward with the launch of new programs.

Under ESS, they are starting a Limited Secure Placement program, which entails the opening of a large residence in South Ozone Park. They also plan to open a home in the Bronx that would be divided into two programs: Intensive Secure Placement and Limited Secure Placement.

Through Safe Space, they are beginning a Cure Violence program with the Department of Health and Mental Hygiene. The program is meant to reduce shootings and violent crime.

“We want to be progressive and cutting edge in the types of services we provide,” said D’Ambrosio.

He noted that they are one of just four agencies in New York City that offer the Limited Secure Placement, and one of five that participate in the Cure Violence program. “[The merger] also allows us to collectively get together and make an impact in more than just two to three boroughs,” said D’Ambrosio.

In a single year, ESS and Safe Space now serve approximately 20,000 families in the New York City area. They have 43 facilities located throughout Brooklyn, Queens, Manhattan and the Bronx.

OF THE

MONTH

“What I appreciate about Safe Space is their strong tie to Jamaica, Far Rockaway and South Ozone Park,” said D’Ambrosio.

D’Ambrosio said the employees of Safe Space hold a special passion and empathy for their community.

As a smaller organization they are closer to what is happening in the streets and homes around them and D’Ambrosio said their passion and experience have enriched ESS and reminded them to hold onto the values and characteristics of a smaller organization as they grow.

While Safe Space served approximately 15,000 individuals each year, their administration was on a much smaller scale compared to ESS. D’Ambrosio said one of the benefits to employees at Safe Space has been the administrative structure of their more corporate counterpart, freeing some employees from the many hats they had to wear.

D’Ambrosio admitted however, that no merger is ever completely smooth and they expect to hit a few bumps along the way.

“At the end of the day, a merger is an intimidating process. People don’t like to change,” D’Ambrosio said, adding that it was true for both agencies.

According to D’Ambrosio, they have held town hall meetings for staff, conducted site visits with all the employees and are quick to provide information to employees with realistic ideas of what they can expect in the future. He emphasizes that it is “we” now—not “us and them.”

“We’re all together in this thing,” said D’Ambrosio.

“Rebranding is another huge change,” he explains. The move will mean a new name and mission statement that will encompass both ESS and Safe Space as a single organization.

Meanwhile, D’Ambrosio said that with the addition of new programs and communities, they also need to grow their ranks. In the last couple weeks, they have hired 120 individuals to staff the new Limited Secure Placement program and expect to hire more in the near future.

By March, they anticipate a workforce of about 1,200 strong.

For D’Ambrosio, who is just 28 years old, all of this means interesting and busy times ahead as he strives to serve those employees.

D’Ambrosio was hired by ESS in 2010 as a Human Resources generalist. Four promotions later, he is now director and has served in the role for over a year.

“I couldn’t do this without

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Steven D’Ambrosio, Director of Human Resources and Professional Development for ESS and Safe Space NYC.

my wonderful team. They go above and beyond every single day,” said D’Ambrosio.

D’Ambrosio explained that while it is a priority to get the new programs up and running, he cannot allow the current programs to be neglected. His goal is to make sure that they all feel equally supported.

“The immediate goal is to remain balanced,” said D’Ambrosio.

“I always make a point, time permitting, that I’m able to physically be there and I’m not just a name on a memo, but a face, someone reliable.”

After the last couple years, D’Ambrosio said it feels as though the two agencies are already merged, but the legal paperwork is still pending. He said it could take another couple of months, or as long as a year.

“These things take time,” said D’Ambrosio.

D’Ambrosio said this is not the first merger for ESS, who acquired Sheltering Arms in 2006.

The paperwork wasn’t official until 2010.

“Overall, it’s been a very fulfilling challenge,” said D’Ambrosio.

With new programs and facilities slated to open soon and more changes waiting in the wings, D’Ambrosio said he is excited by the opportunities.

“We have come out on top,” said D’Ambrosio. “We’re very confident in what’s to come, in terms of the new brand and identity.”

The organization’s announcement of their new name and rebranding is expected by the end of February.

For more information on the emerging agency and its parents, visit: www.essnyc.org or www. safespacenyc.org

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JOBS

NYAWC is GROWING - multiple job opportunities NY Asian Women’s Center Job openings include: • Assistant Director of Client Services • (7) Counselor/Advocates • Hindi speaking Counselor Advocate • Thai speaking Counselor Advocate • (2) Bilingual Elder Abuse Specialist • Development Associate • FT Outreach Coordinator • Employment Navigator

JOBS

BILINGUAL MEDICAID SERVICE COORDINATOR 35 Hour Workweek; Full-Time; Hourly; Monday-Friday 8am-4pm, with occasional flexibility Immediate Supervisor: Medicaid Service Supervisor Position Requirements: Associate’s degree in Health or Human services, Bachelor’s degree in a field other than Health or Human Services with at least 20 credits in Health or Human Services. One year experience working with people with developmental disabilities or one year experience as a service coordinator/case manager with any population. The minimum experience does not have to be met if you have a Master’s Degree in a Health or Human Services Field. Successful completion of criminal background check and other requirements of OPWDD; Strong verbal and written communication skills; Requires solid time management and organizational skills as well as robust computer skills. Ability to communicate fluently in Spanish.

Position Responsibilities: Medicaid Service Coordinator:

Go to http://nyawc.org/about/employment.html for more information

Please refer to keoncenter.org for full list of job responsibilities.

Email resumes and cover letters HR@NYAWC.org

SENIOR DIRECTOR ADMINISTRATION, HR, AND IT QSAC seeks experienced individual to serve as

Senior Director. The Senior Director will analyze and supervise the company’s Human Resources, Information Technology and Administration Departments. This hands-on individual will report to the CEO and CFO. This position will provide functional and technical leadership in the development, implementation, refinement, and coordination of processes and systems to ensure business and operational effectiveness.

QSAC is a New York City and Long Island based nonprofit that supports children and adults with autism.

Please send a resume, Salary requirements, and cover letter to CEO@QSAC.COM

Chief Financial Officer/ Executive Vice President As a key member of the Executive Management Team, the CFO/ Executive Vice President will report directly to the President/CEO and interface with the Board of Directors and Sub-committees of the Board on forecasting, strategic, financial, and operational matters. The candidate will supervise the staff in the Fiscal Department and manage day-to-day financial responsibilities, including accounting, purchasing, and information technology. He or she will ensure financial compliance with the NY State and NY City agencies which fund the organization. To be successful, the candidate must have recent direct experience managing diverse revenue streams, including Medicaid and other federal, state and NYC government contracts. The successful candidate must also be adaptable, a strategic thinker, and able to develop and implement financial strategies to support the company’s strategic growth plans.

Qualifications and Requirements: The candidate must have a Master’s degree in business administration, finance or accounting. CPA preferred. A minimum of ten years experience in accounting or financial management is required along with a proven track record of excellence and leadership. Experience working in demanding and successful environments. Ability to maintain relationships with federal, state and NYC government entities as well as banks and other professional service providers. He/she must have exceptional communication, analytical, organizational, interpersonal, writing, and problemsolving skills.

We offer a competitive salary and benefit package. For consideration, please forward your resume and salary requirements to:

BEHAVIORAL HEALTH PROFESSIONALS Postgraduate Center for Mental Health, a leading provider of behavioral health services is looking for qualified professionals at our Adult Clinic in Manhattan

• Psychiatrist—Part Time. MD, NYS license.

• Clinical Supervisor, LCSW (Part Time) • Fee for service Therapists—LCSW preferred Competitive salary/ benefits. For immediate consideration email resume/cv to:

hr@pgcmh.org

JOBS

EOE/AA.

Dr. Heather Waitman Director of Human Resources, Organizational Learning & Employee Development

Saint Dominic’s Home

500 Western Highway, Blauvelt, NY 10913 Fax: (845)398-2067, email: hwaitman@sdomhome.org

Foster Care Case Management Supervisor position located in Albany, NY with local non-profit.

Master’s degree required.

Send resumes to: aellsworth@berkshirefarm.org

27 New York Nonprofit Press

FISCAL ANALYST (SED) Roles and responsibilities include: - Ensure compliance with SED Reimbursement Cost Manual (RCM).

- Preparation of P&L statements - Analysis of income & expense audit schedules - Analysis of State Education Department Rates (SED) - Preparation of Non-Allowable cost schedules - Monitoring and Analysis of direct and indirect costs - Preparation of SED schedules for the submission of annual Consolidated Fiscal Report (CFR) - Monitor cost allocations; personnel/payroll and OTPS Please send a resume, Salary requirements, and cover letter to RECRUITER@QSAC.COM LICENSED SOCIAL WORKER OR PSYCHOLOGIST FOR ASSISTANT DIRECTOR, CHILDREN’S PSYCHIATRIC DAY TREATMENT CENTER

Candidate must be NYS licensed LCSW, Ph.D., or Psy.D with a minimum of four (4) years’ acceptable post-graduate clinical experience and two years’ of progressively responsible programmatic experience. Assist in directing, coordinating and supervising the operation of the Day Treatment Center and its staff, including the integration of clinical and educational services, program planning, monitoring and evaluation. Oversee all aspects of the Day Treatment High School program. Supervise staff and interns.

The Staten Island Mental Health Society is a private, notfor-profit children’s mental health services agency that has been servicing Staten Island children with special needs and their families since 1895.

We offer excellent benefits and a competitive salary commensurate with experience and an excellent working environment convenient to Manhattan, Brooklyn, Queens and New Jersey. For consideration, please send resume, in confidence, to hr@simhs.org eoe

PART TIME PSYCHIATRIST JOB REQUIREMENTS: Our Chemical Dependency Programs is seeking a Part-Time Psychiatrist to work for 10 (10) hours per week. We are a Licensed Free Standing Clinic.

Bilingual (Spanish/Creole) preferred.

Salary: Negotiable We offer competitive salaries. Interested parties should send Resume to:

Paul J. Cooper Center for Human Services, Inc. 510 Gates Avenue, 1st Floor Brooklyn, NY 11216 Fax No. (718) 484-5825 Email: TeresaStewart@pauljcooper.org We’re an Equal Opportunity Employer