0315 march 2015 edition

MARCH 2015

JOBS JOBS JOBS

Vol. 14 . Issue 2 www.nynp.biz

Picking Up the Pieces

EMPLOYMENT OPPORTUNITIES START ON

PAGE 27

FRONTLINE HEROS PAGE 19

CEO CORNER PAGE 18

AGENCY OF THE MONTH Public Health Solutions, Inc.

PAGE 14

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

by Fred Scaglione

To say that FEGS was big is an understatement… a huge understatement. In the most recently available IRS990 filing for the year ending June 30, 2013, FEGS reported total revenues of over $230 million. It had approximately 3,000 employees, with total salaries and payroll-related expenses of nearly $140 million. It owned land, property and equipment valued at $46 million and had total net assets – after accounting for liabilities – of $57 million.

FEGS’ array of programs was broad and breathtaking in its size and scope. The agency claimed that its services reached 135,000 individuals and families through 400 facilities, residences and other program locations throughout the metropolitan area.

Its workforce development, education and youth services

PRSRT STD U.S. POSTAGE PAID L.I.C. NY 11101 PERMIT # 1018

programs – which accounted for almost one-third of its budget – had programmatic expenses of $62 million in FY2013. This portfolio included job preparation, career counselling, language and literacy education, and a range of alternative high school and other community school partnerships. FEGS reported that 76,000 individuals received employment-related services that year and that 4,300 young people were served by its school-related programs.

FEGS’ behavioral health and family services programs had FY2013 expenses of $53.4 million – 27% of its total operations – and reportedly served 39,000 individuals with mental illness through a network of six Article 31 community-based outpatient mental health clinics and other services. Another 22,000 individuals received various forms of services to address the needs of frail older adults with sustained support, financial assistance, homecare, and linkages to medical and community services.

Residential and housing programs with total expenses of $50 million – 25% of agency spending -- served 1,500 individuals living with mental illness and various other forms of disabilities. These included supported apartment programs in Brooklyn, Queens, and Manhattan as well as a series of congregate residential treatment programs and SRO programs.

FEGS also had programs serving 3,600 individuals with intellectual and developmental disabilities with total expenditures of $33 million – 17% of the agency’s programmatic operations.

PIECES continued

on page 12

New York Nonprofit Press MARCH 2015 1

Frontline Heros

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Editorial

4

BBB Symposium

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Our View

4

Finance

Point of View

5

Fundraising

22

NYS Budget Issues

8

Grant Tips

23

NYC Budget Issues

8

People Serving People 24

Picking Up the Pieces

Agency of the Month

14

Public Health Solutions

21

Our View

27

Grants

28

Events

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Employer of the Month 30

CEO Corner

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Classifieds

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FRED SCAGLIONE, Editor

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TOM ALLON, President & CEO

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Vol. 14, No. 2

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

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March 2015

EDITORIAL

New York Nonprofit Press

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FEGS: Only Part of the Story This month’s cover story about FEGS – “Picking up the Pieces” – only tells part of the story of what this agency’s demise will mean to the local nonprofit sector and the massive challenges that the transfer of contracts valued at $250 million or more will pose for new providers, former FEGS employees and, most importantly, the vulnerable men, women and children who relied on these services.

That is because, as we went to press, we still know so little about what brought FEGS’ downfall about and how the transfer of programs and services will proceed.

For better or worse, it won’t be long before we understand the implications of the latter.

Agencies apparently have already been selected to take most programs and both government funders and new provider agencies are apparently only finalizing the details before making formal announcements.

At that point, it will begin to become clear as to how these transfers will proceed. We will

quickly learn whether former FEGS employees find new positions, potentially offering the same services they provided previously. And, we will see whether clients – particularly those most vulnerable – are able to maintain ongoing and long standing relationships with caregivers they may have known and relied upon for years.

What is likely to take much longer is gaining a fuller understanding of the forces that led to FEGS’ demise.

As we have argued here already, it is critical that a full accounting of these factors be undertaken and made public to the nonprofit sector.

If any good can come out of the FEGS fiasco, it is the opportunity for the human services sector – both private nonprofits and government funding agencies – to learn just what went wrong.

Too many nonprofit provider agencies are already approaching a financial precipice. We cannot afford to allow this learning moment to pass.

In 2013, approximately 53,000 child custody and visitation cases were filed in the New York City Family Court. In many instances, the court ruled that one parent’s behavior was too dangerous to allow them unsupervised access to their child, and the family was ordered to receive agency-based supervised visitation services. This service was first developed in the late 1970’s and typically involves a parent visiting with their child in an agency setting in the presence of a professional visit supervisor employed by the agency.

At age nine, Julie Krane* began supervised visits with her father at a local NYC supervised visitation program.

The NYC Family Court mandated supervised visits after it entered an order of protection barring contact between Julie’s parents, because Julie’s father had engaged in several instances of domestic violence against her mother.

During a post-visit session with her supervising clinician, Julie revealed she had been having nightmares about a particularly brutal episode of violence

Last month’s article on issues in the OPWDD system (“Transition Collides with Transformation”) was written by Fred Scaglione. The by-line in the February print issue mistakenly indicated that it had been written by Remy Tumin.

OUR VIEW

Changing the Landscape of Supervised Visitation

by Stephen P. Forrester, Esq Natalie Wright-Umoh, LMSW

Correction

between her parents. Fortunately for the Kranes, the program they attended was a therapeutic visitation program. Their visit supervisor was a trained clinician who was able to assist Julie and her parents in dealing with the traumatic effect of her exposure to the violence.

The clinician was also able to help Julie’s father with concrete suggestions for how he could accept responsibility for his behaviors and their impact on Julie. After six months in the program and positive responses from her father towards Julie, unsupervised day visits were ordered and then eventually overnight visits. Three months after completing services, the unsupervised visits were going well and Julie was thriving from having a relationship with both of her parents.

There are many children in Julie’s position, who have not had the benefit of the interventions of supervised visitation programming. These services are critical for a visiting parent to maintain a nurturing and healthy relationship with their child. The typical supervised visitation program includes monitoring of the child’s physical and emotional safety only, with little or no therapeutic engagement with the family, missing a

critical opportunity to create positive change. Historically, visit supervisors are not clinicians, and have little or no specialized training in helping families rebuild from turbulent pasts.

Today, the best practice in supervised visitation is increasingly moving away from the purely observational model to one of therapeutic or supportive visitation. Courts and child welfare systems in New York and nationally are recognizing that the strictly observational model misses out on a valuable opportunity to work with the parent and child on positive changes necessary to restore the relationship, increase parenting effectiveness, and achieve stability for the child. For example, the social services department of one upstate New York county is in the process of contracting out for all of its supervised visitation services to private agencies using the therapeutic and supportive models. The county realized that its child protective caseworkers had neither the time nor the skills to engage families outside of the limited observational model, and that they were missing the opportunity to create change and make real progress toward reunification.

The New York Society for the Prevention of Cruelty to Children (The NYSPCC) has operated an awardwinning therapeutic supervised visitation

program in New York City for more than ten years, helping to pioneer the development of this important service. Through its Training Institute, the NYSPCC assists other child welfare organizations in developing models of supervised visitation that employ the therapeutic and supportive techniques needed to effectively meet the needs of families trying to heal and progress. By growing the field of therapeutic supervised visitation, more agencies can help bring about the more positive outcome that Julie and her parents experienced. For more information about therapeutic supervised visitation visit nyspcc.org *Name changed for purposes of confidentiality Stephen P. Forrester, Esq., Assistant Executive Director, The New York Society for the Prevention of Cruelty to Children.

Natalie Wright-Umoh, LMSW, Training Institute Director, The New York Society for the Prevention of Cruelty to Children.

This Op-Ed is sponsored by the New York Society for the Prevention of Cruelty to Children.

March 2015

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POINT OF VIEW

5 New York Nonprofit Press

Fix the Community Mental Health Crisis Before It’s Too Late!

New York State’s health care system is in the midst of a major transformation to improve access and quality, and control costs. All stakeholders have identified the importance of behavioral health to achieving these goals. However, New York is also facing a significant crisis in terms of its ability to guarantee access to publicly supported Outpatient Mental Health Services to those in greatest need.

Across the State providers are struggling to meet the needs of their communities. Agency leaders are holding on tight despite huge clinic-related financial deficits, growing waiting lists, and an unclear future.

When we say “the clinics are in crisis,” it may sound overly dramatic.

Unfortunately, it’s not. The evidence bears this out. We are seeing a steady wave of nonprofit provider agencies closing, transferring, or in other ways shedding the financial burden of Article 31 community mental health clinics which are unable to cover the costs of their own operations.

And when they are unable to do this in a timely manner, it is threatening to bring entire agencies down.

While advocates and providers have been pressing for fair reimbursement and expressing serious concerns for years, and state leaders are making incremental changes designed to keep the system together, the fiscal picture is not pretty This is particularly true of clinics that specialize in meeting the mental health needs of children and families.

In 2014 a survey conducted by the NYS Office of Mental Health found that only 35% -- little more than one-third—of all Article 31 clinics in the state were financially “healthy”. Almost half – 45% -- posed various levels of “concern”. And, significantly, fully 21% -- one-in-five – were already in a state of financial distress.

This study, which was based on clinic financial data two years earlier, was already out of date. And, the situation certainly has not improved in the years since.

While many nonprofit boards want desperately to continue their commitment to preserve these vital community services, the numbers of boards seriously considering radical steps to stem the tide of financial losses ensures that the number of clinic closures will increase in the months and years ahead.

So, what is the problem?

To understand the source of the current financial crisis in community mental health clinics, one must understand the complex mix of funding sources that reimburse these agencies for the services they provide.

• Poor and low-income individuals with “severe and persistent mental illness” are currently eligible to receive services through fee-for-service (FFS) Medicaid.

• Other poor and low-income individuals

and families are often covered by Medicaid Managed Care plans.

• Children in many families with low incomes – but not low enough to qualify for Medicaid – are eligible for coverage through Child Health Plus or Medicaid, depending on a number of factors.

• Individuals and families who either receive health insurance benefits through employers or purchase it directly are covered by commercial insurance plans.

• There is a small pool of resources available to reimburse providers for services provided to uninsured New Yorkers.

For clinics, this mix of payers poses a number of serious problems. Medicaid Fee-for-Service rates, which are set by the State, are now the highest levels of reimbursement clinics are likely to receive for services. In all other cases, rates are set through negotiations between major health insurance companies and the clinics themselves – a negotiating relationship in which the clinics have little to no bargaining power. As a result, commercial managed care rates that are not set by the state are often between just one-quarter and onethird the level of the APG FFS Medicaid rates set by government – nowhere near the amount necessary to cover the cost of services.

Each individual clinic’s client base is unique – dependent on the location and demographics of the community it serves. Taken together, these payer-mix issues explain some of the reasons why the outpatient mental health system is in crisis now. However, the State’s commitment to move all Medicaid-eligible individuals into Medicaid Managed Care over the next two years will bring most clinics to a breaking point and threaten access to care – unless steps are taken to provide necessary and appropriate protections for the system as a whole.

In recent years, the NYS Council for Community Behavioral Healthcare in partnership with state leaders and other advocates secured a number of important legislative provisions designed to protect vulnerable New Yorkers who use the public mental health system. In anticipation of the transition to Managed Care government agreed to legislation that is intended to guarantee intense surveillance and monitoring of the transition to ensure vulnerable New Yorkers will be able to access and utilize outpatient services.

But we remain unclear as to how this stepped up surveillance and monitoring will be carried out and we are deeply concerned access to care will be diminished as outpatient clinics continue to falter.

However, as we look ahead to an era in which virtually all community mental health clinic reimbursements ultimately

come through rates negotiated with managed care companies, it is clear that additional contractual safeguards will be necessary to protect the system and maintain access to care for all New Yorkers.

Therefore, the NYS Council recommends the following: • Commercial Rate Parity: legislation must be passed that would permit the Department of Financial Services (DFS) to regulate commercial rates to ensure adequacy to maintain the viability of providers and their services.

• No “All Products” Clause: We urge a prohibition on “all products” clauses in contracts that create an “all or nothing” choice for providers in which they either agree to accept all health plan products, each with its own fee

schedule or not contracting at all and thus losing all business with the MCO. These clauses are already barred in at least 6 states.

Equally important is the need for DOH and OMH to actively monitor and address the capacity of managed care plans to offer and maintain provider networks capable of meeting the mental health needs of communities across New York State. As waiting lists for clinic services clearly demonstrate, the demand for community healthcare is growing rapidly. This is not a time when we can afford to lose or limit our ability to meet this need.

Lauri Cole is Executive Director of the NYS Council for Community Behavioral Healthcare.

6 New York Nonprofit Press

NEWS

March 2015

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Leadership Changes at NYLAG Amid Rumors of Investigation Last month, the New York Legal Assistance Group (NYLAG) announced the appointment of Beth Goldman to be the organization’s new President and Attorney-in-Charge. She succeeded Yisroel Schulman, who had abruptly announced his retirement a day earlier. Schulman had co-founded the group in 1990.

Two days later, on February 6th, the New York Law Journal reported that Schulman was being investigated for “accounting irregularities” by federal grand jury in the Southern District of New York.

The Office of the U.S. Attorney for the Southern District has declined to comment.

“We are confident the matter involving our former CEO will not interfere with the important legal services our dedicated team provides New Yorkers on a daily basis,” said NYLAG spokeswoman Camilla Jenkins in a statement.

NYLAG also announced other key executive appointments. Merritt Birnbaum, NYLAG’s Chief Development Officer, has been promoted to Chief Administrative Officer, effective immediately. Anna Gross, a seasoned financial professional in the notfor-profit sector, has been appointed Chief Financial Officer.

Goldman, NYLAG’s newly appointed President, previously served as New York

City Commissioner of Finance and was herself a federal prosecutor. She served as Deputy Chief in the Civil Division of the United States Attorney’s Office for the Southern District of New York.

“NYLAG is recognized and greatly admired for the quality and breadth of the legal services it provides to low-income New Yorkers,” said Beth Goldman. “I am honored and thrilled to have the opportunity to lead this extraordinary organization and to pursue its mission with its talented and dedicated staff.”

“Beth is well-known as a trusted leader and brings with her years of management and legal experience to this position. I have no doubt that she will excel at the helm of our organization,” said Abby Milstein, Chair of the NYLAG board. “We are confident that Beth will continue building upon the foundation that Yisroel Schulman has successfully established here over the last 25 years.”

Goldman began her career as a law clerk for the Honorable Charles P. Sifton at the United States District Court for the Eastern District of New York, and then spent five years in private practice before entering government service. She received her J.D. from Harvard Law School.

Goldman will oversee NYLAG’s staff of more than 250 professionals‎, who work

in partnership with 1,200 pro bono attorneys and other volunteers to provide free legal services to vulnerable New Yorkers.

Birnbaum will oversee NYLAG’s day-to-day non-legal operations, including fundraising and strategic development, marketing and communications, technology and human resources. Birnbaum has been with NYLAG since 2010. Under her leadership the agency’s annual funding has increased from $9 million to $23 million through a diversified portfolio of funding sources. Prior to joining NYLAG, Birnbaum led marketing and development efforts at Youth Renewal Fund, a New York-based charity providing education to disadvantaged children in Israel. Earlier in her career she was responsible for US-based events and programs with the Weizmann Institute of Science, including the prestigious Weizmann Women & Science Award.

Gross will be responsible for overseeing NYLAG’s financial planning, budgetary, treasury and accounting functions. She comes to NYLAG with a strong background as both a CFO and as a Controller at a number of significant not-for profits in New York. Most recently she was Assistant Vice President of Finance and Administration at the Bank Street College of Education. She served as Chief Financial Officer with Girls

Incorporated, a national youth development and advocacy organization. Earlier, Gross held the position of Controller at the American Red Cross in Greater New York, the US Fund for UNICEF, and Touro College.

“Beth and I are pleased to welcome Merritt and Anna to NYLAG’s executive leadership team,” said Abby Milstein, Chair of the NYLAG board. “I have every confidence in their abilities and passion for NYLAG. They will join Beth in leading NYLAG’s extraordinary staff, with the support of our community and pro bono partners, in continuing to provide the highest quality legal services to low-income and vulnerable New Yorkers.”

Each year, NYLAG helps thousands of New Yorkers in need throughout all five boroughs of New York City as well as Westchester, Rockland and Long Island.

NYLAG also organizes community education and professional training services, partners with over 600 health and human services agencies across the city and spearheads class action lawsuits, which benefit hundreds of thousands of New Yorkers each year. Most recently, NYLAG has worked to petition FEMA, fighting controversial recoupment procedures. NYLAG’s Storm Response Unit is one the few remaining funded storm-assistance groups in the city.

March 2015

NEWS

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7 New York Nonprofit Press

ESS Rebrands as Sheltering Arms Children and Family Services AG Settlement Requires RAIN to Repay $800K Episcopal Social Services (ESS) has announced that it is changing its name to Sheltering Arms Children and Family Services to reflect its history of operating compassionate, results-driven programs for New York’s most vulnerable children and families.

Sheltering Arms, a 184-year old New York City nonprofit, has dramatically grown in scope and size in the past decade.

The organization now serves nearly 20,000 high-need individuals from the Bronx to Far Rockaway with education, youth development, and family and community wellbeing programs. Following a recent merger with Safe Space NYC, the organization recognized a unique moment to build a united, inspirational identity for staff, clients, and partners alike.

“Whether it’s a two-year old in Early Childhood Education, a teen in foster care, or a parent in our Family Preservation program, Sheltering Arms has always been there for the City’s most vulnerable residents,” said Elizabeth McCarthy, CEO of Sheltering Arms. “As the City continues to evolve, you

can count on Sheltering Arms to offer hope and innovation that maximizes the potential of children and families.”

In 2013, the organization commenced a rebranding process with input from board members, staff, clients, funders, government partners, and branding consultants. Sheltering Arms was the name of a 140-year old child care nonprofit acquired by the former ESS in 2006. As the organization continues to expand – with recent highlights including the expansion of Early Childhood Education and leadership in the City’s Close to Home and Cure Violence initiatives – it was vital that the rebrand resulted in a name that inspires support and continued growth.

“Sheltering Arms is committed to being a reliable leader for delivering real outcomes for New York’s highest-need communities,” said Ken Kramer, President and Chair of the Board of Directors of Sheltering Arms. “We hope our new name will draw more attention to our rich heritage of running the City’s most transformative, high impact programs.”

Girl Scouts of Greater NY Move to Larger Headquarters The Girl Scouts of Greater New York (GSGNY) moved to new, larger headquarters in lower Manhattan on February 9, 2015.

The move to expanded, enhanced 17,500-square-foot space in lower Manhattan at 40 Wall Street from its current 13,000-square-foot offices at 43 West 23rd Street will allow the organization to respond to nine straight years of growth in the number of girls served – and will allow expanded programming opportunities.

The Girl Scouts of Greater New York Leadership Center includes space exclusively dedicated to girls and volunteers as well as enhanced administrative space to better accommodate its staff. In New York City, Girl Scouting currently reaches more than 29,000 girls with the help of more than 9,000 adult volunteers. The deal for the new space was brokered by Jones Lang LaSalle.

“Our new Girl Scouts of Greater New York Leadership Center is designed with our girls, volunteers, and staff in mind, allowing them to come together for a shared experience to learn, grow, and lead,” said Barbara Murphy-Warrington, CEO of GSGNY. “It will be a supportive and engaging environment for our girls, a place where volunteers can meet and learn, and a space for our staff to continue to deliver

our high-impact, relevant programming as we grow.”

The GSGNY Leadership Center will house the organization’s administrative offices where staff develops and delivers programming and training for girls and volunteers; program and training space for volunteers – who deliver 99% of GSGNY’s programs; and a Girls’ Safe Haven.

The Girls’ Safe Haven will allow girls from all five boroughs and from a range of socioeconomic backgrounds to gather for a shared experience. Girls ages 5 to 17 will participate in a wide variety of activities and programs, socialize and exchange ideas, and attend workshops. The space will feature several resources – including a computer lab and a resource library – where Girl Scouts can develop Take Action service projects. It will also provide an urban complement to GSGNY’s dedicated rural space for girls, Camp Kaufmann, located in Dutchess County, New York.

This extraordinarily exciting move is part of a large-scale fundraising effort launched in 2013 to celebrate and honor 100 years of Girl Scouting in New York City. The new GSGNY Leadership Center will support the expansion of membership and the growth and deepening of programs going forward.

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Attorney General Eric T. Schneiderman has announced a settlement with Regional Aid for Interim Needs, Inc., (RAIN) for diverting $800,000 in Medicaid funds to make mortgage payments on the agency’s administrative headquarters, in violation of the organization’s funding agreements with the NYC Human Resource Administration.

RAIN provides home attendant services to elderly residents in the Bronx, including 11 senior centers, a Meals-on-Wheels program, two social service programs and three seniors housing complexes for the elderly.

“Nonprofits cannot be used as the personal piggy banks of their management,” Attorney General Schneiderman said. “This organization wrongly diverted taxpayer dollars meant to help the elderly to pay off a mortgage on a vacant building. My office will ensure state funds that are directed to provide important services to New York’s most vulnerable are used as intended.”

The Attorney General’s investigation found that, from 2003 to 2008, RAIN’s former Executive Director Louis Vazquez used nearly $800,000 in funds intended for the nonprofit’s home attendant service affiliate, RAIN HAS, in order to make mortgage payments on the agency’s

administrative headquarters, at 811 Morris Park Avenue. At the time, the building was vacant and under construction. The diversion of Medicaid funds was in violation of RAIN HAS’s funding agreements with the NYC Human Resource Administration, which oversees the Medicaid funding that the city receives from the federal government and the New York State Department of Health.

Under today’s settlement, RAIN is required to repay the illegally diverted $800,000 back to the Medicaid program.

The Attorney General’s investigation also found that Vazquez inappropriately charged thousands of dollars of personal expenses to RAIN’s American Express card.

A separate investigation initiated by the New York City Department of Investigation (DOI) resulted in the New York City Mayor’s Office of Contracts requiring the reconstitution of RAIN’s Board of Directors, the implementation of various internal controls and governance reforms. On September 30, 2013, in light of the findings of the Attorney General’s investigation, RAIN’s Board of Directors accepted Vasquez’s resignation.

Under the settlement, the board is required to recover the money paid toward Vazquez’s personal charges.

8 New York Nonprofit Press

NYS BUDGET ISSUES

March 2015

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Advocates call for Significant Early Childhood Investment in State Budget Early childhood advocates are calling on Gov. Cuomo and New York State lawmakers to provide $150 million in pre-K funding, $100 million in child care subsidies and $3 million for QUALITYstarsNY, a quality rating and improvement system for early learning programs.

A new report, Children Can’t Wait: Make Quality Early Learning a Top Priority in the 2015 Enacted Budget, goes on to point out that the Governor’s proposed budget includes no new funding for four-year-olds waiting for a full-day

Pre-K seat. Nor does it include any new funding for child care. Yet 62% of the state’s four-year-olds promised a seat in full-day pre-K are still waiting for one, including 51,000 children in high need communities. In addition, 78% of children eligible for subsidized child care are still waiting to be served.

The report was prepared by the Ready for Kindergarten, Ready for College Campaign, led by the Center for Children’s Initiatives (CCI), the Alliance for Quality Education, Citizen Action of New York and the Schuyler Center for

Analysis and Advocacy. It was released on Early Childhood Advocacy Day in Albany on February 3, co-sponsored by the Campaign and the Winning Beginning NY coalition. Speakers at the rally included parents as well as leaders from business, pediatricians, law enforcement and even the military citing the benefits of early learning in the short and long run.

“Investing in high-quality early learning is a winning strategy that will significantly close the achievement gap. It gives our youngest learners,

particularly those most at risk, the opportunity to enter school fully prepared,” said Nancy Kolben, Executive Director of the Center for Children’s Initiatives. “Yet 61% of four year olds are still waiting for full day pre-K and 78% of children eligible for subsidized child care are still waiting for a slot. The return on investment is clearly documented by multiple research studies.

High-quality pre-K and high-quality child care address both the needs of our children and make it possible for families to work and raise eager younger learners. New York State cannot afford to do less.”

Campaign for Summer Jobs Holds Youth Action Day Young people from across New York travelled to Albany yesterday for the Campaign for Summer Jobs’ 17th Annual Youth Action Day. The event brings together top state lawmakers with participants in the Summer Youth Employment Program (SYEP) for discussions about the positive impact the program has on the lives of young people.

Despite the broad popularity of the program on both sides of the aisle, advocates caution that without an additional investment this year to account for the minimum wage hike, there will be fewer jobs for youth in the program.

Furthermore, demand for Summer Jobs continues to outpace supply meaning tens of thousands young people apply to work through SYEP and are still turned away due to lack of funding.

Gigi Li, Director of the Neighborhood Family Services Coalition and Co-Chair of the Campaign for Summer Jobs, stated, “While we were certainly pleased that the Legislature and the Governor reached an agreement last year to raise wages for hundreds of thousands of low-income workers across the state, we want to make

sure that SYEP budget can accommodate the wage hike. The overwhelming expense of SYEP is actual youth wages, and so the cost to provide employment opportunities to youth has increased. Without increased financial support from Governor Cuomo, 3,200 fewer jobs will be available for youth in New York City this summer.

We are calling on the State to invest an additional $4.81 million to cover the jobs lost by the minimum wage increase and a further $14.5 million so the program can increase capacity by 10,000 jobs for a total of $49.31 million.”

“Having a summer job helped gave me skills and confidence and a sense of responsibility that helps me in school and will also help my career. I came to Albany today to urge our State leaders to make this great opportunity available to more of New York’s young people.” Said Beverly Banquah, an SYEP participant last summer from the Bronx who spoke to legislators today as part of Youth Action Day. Young people met with nearly 60 State legislators asking them to work with the Governor to ensure that $49.31 million for SYEP is included in the

Gov Proposes $25M for Pre-K for Three-Year-Olds Governor Andrew M. Cuomo outlined his proposal last week to expand pre-K to 3-year olds in the State’s highest-need communities. The Governor is committing $25 million to fund this pilot program, for which more than 250 school districts will be eligible to apply. More than 5,000 seats are projected to be made available for 3-year olds across the State through this program. Today’s presentation can be viewed here.

“Early learning opportunities can have a tremendous impact on a child’s achievements in life – both during the formative years and over the long-run,”

Governor Cuomo said. “By funding pre-k for three year olds in high-need communities, we can begin to shrink the achievement gap and set those students on the path to success from an even younger age.”

The 3-year old pre-K pilot builds on the Governor’s historic commitment to funding early education. The 2015-16 Executive Budget includes funding for the second year of a five-year, $1.5 billion investment in full-day pre-K programs across the State. The State currently spends more than $750 million annually on pre-K for 4-year olds, supporting the education of 116,000 children across the State.

2015-16 State budget.

Gregory Brender, Co-Director of Policy & Advocacy at United Neighborhood Houses and Co-Chair of the Campaign for Summer Jobs explained that the increase is necessary to meet the high demand in many communities. “Each summer for the past four years we’ve seen over 100,000 youth in New York City turned away from SYEP due to a lack of funding.

What we are asking for this year to is to stop that trend. We’d Young people from Catholic Charities - Alianza Division with like to see that every Speaker Heastie during Youth Action Day on Feb. 25th. teen who wanted a job could get one, but and guidance to young people and help we are going to fight hard to ensure that strengthen communities. I think legislators at least 10,000 more get a shot. We’ve heard that message today and I’m hopeful seen that these experiences are more than that they will help the program by making just jobs for our kids; they give hope the full investment necessary.”

Advocates Seek $3M to Make College a Reality for Youth in Foster Care A new report outlining an approach, and requesting resources to support the college age youth in foster care, was released last week for consideration by State lawmakers.

Bridging the Gap: From Foster Care to College Success in New York, authored by the Community Service Society of New York, contains a proposal that will enable foster youth in New York to obtain the necessary financial aid and supportive services to increase their rates of college enrollment, retention and graduation.

“It’s time for New York to be in the lead, not the laggard, as to how we

support youth in foster care. As the report argues, a statewide program ensuring the college success of youth in care would be a step in the right direction,” said David R. Jones, Esq., President and CEO, Community Service Society of New York.

Acceptance to a college or university is just one hurdle for foster youth to clear.

Succeeding becomes even more difficult, due to gaps in funding, difficulty navigating financial aid processes, and the absence of academic and social supports attuned to youth in care. Estimates from national

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NYS BUDGET ISSUES

family to offer a safe, loving home,” said Deb Rosen, Managing Director of Hillside Family of Agencies, a founding member studies suggest college graduation rates of of the Alliance. “This is especially true 2-7 percent for foster youth, compared to for older foster youth. And the absence of nearly 60 percent for first-time full-time family supports has substantial repercusundergraduates. sions as teens approach adulthood and The project is a product of the independence, especially with regard to Fostering Youth Success Alliance (FYSA), their decisions about higher education and a coalition of 18 community-based career opportunities.” organizations from every corner of New Of the 20,000 youth in New York’s York State, working to establish a compre- foster care system at any one time, 4,000 hensive support system for college-age are college-age. Only one in five of those foster youth to ensure that their success in youth will ever set foot on a college campus higher education improves dramatically. of any kind. By comparison, 60 percent of The Alliance is seeking approximately high school graduates in the general popu$3 million for what is estimated to be the lation go on to higher education. initial class of 375 youth.

The Alliance is appealing to the state In 2015, approximately 11,000 chil- Legislature and Gov. Cuomo for increased dren and teenagers will enter New York’s funds to help improve lifelong outcomes foster care system. For some, their stay for foster youth. will be short, a respite from a moment of “As children age out of New York’s crisis at home. For many, their entry will foster care system, they need our help to mark the beginning of a challenging period ensure they find success at the next level. in their life with lasting consequences on These young people often have difficulty their health and educational outcomes as navigating the process that will lead them well as their socioeconomic futures. to higher education and ultimately to “The longer young people are in foster employment. It is important that we make care, the more difficult it can be for them to the necessary investments that provide exit the system, whether it’s a reunification them with the programs and services that with their families, or finding an adoptive will enable them to succeed. I fully support

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the recommendations advanced by the Fostering Youth Success Alliance” said Assemblymember Donna Lupardo.

“The research is clear—youth who complete college are significantly more likely to obtain employment, earn a living wage and become successful adults. Implementing these recommendations will help ensure that youth transitioning out of the foster care system will successfully complete college” said Assemblymember Deborah Glick.

“If government helps these youth get into college and stay there, their lives will improve substantially,” Phoebe Boyer, President and CEO of the Children’s Aid Society, a lead organization in the Alliance. “Currently 22 states offer full tuition waivers to foster youth, and some go even further in providing supports.

New York is not yet one of those states, but the Fostering Youth Success Alliance will be advocating to change that situation in 2015.”

Members of the FYSA Steering Committee include: • Care Management Coalition of Western NY • The Children’s Aid Society • Council of Family & Child Caring Agencies

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• Community Service Society of New York • Elmcrest Children’s Center • Federation of Protestant Welfare Agencies • Good Shepherd Services • Graham Windham • Hillside Family of Agencies • Hope for Youth • New Directions for Youth & Family Services • New York State Permanent Judicial Commission on Justice for Children • New Yorkers for Children • Schuyler Center for Analysis and Advocacy

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NYC BUDGET ISSUES

Mayor Criticized for Failing to Fund COLAs in Preliminary Budget Mayor Bill de Blasio presented his Preliminary Budget for FY2015-16 last month and drew significant praise for his important human services initiatives but also substantial criticism for failing to provide Cost of Living Adjustments (COLAs) for a nonprofit sector and workforce that has not seen increases in years.

“The Human Services Council of New York (HSC) supports the focus of Mayor de Blasio’s preliminary budget on alleviating poverty and inequality, but we are deeply disappointed by the Mayor’s failure to provide adequate funding for the workforce of the nonprofit human services sector,” said Allison Sesso, HSC Executive Director. “Once again, the sector is largely forgotten in the preliminary budget. Stretched thin after years of funding cuts, denied cost-ofliving adjustments, counterproductive regulatory requirements, and increasing costs and demand, the industry is long

overdue for a substantial investment.

In denying our sector such investment, the Mayor’s $77.7 billion preliminary budget perpetuates the very ‘tale of two cities’ he himself decries.”

“There is much to applaud in the Mayor’s preliminary budget proposal… and in the administration’s work over the past year to fight inequality,” said Nancy Wackstein, Executive Director of United Neighborhood Houses. “United Neighborhood Houses and its member agencies – New York City’s settlement houses and community centers – are nonetheless disappointed that this budget proposal shortchanges the needs of many of the City’s lowest paid workers, those in the nonprofit workforce. Nonprofit employees are the people who work day in and day out to teach our children, care for our homeless people, and aid our older adults. As the City moves forward in addressing income inequality they must not continue to be left out.”

“We applaud the Mayor for continuing his commitment to New York City’s children in the FY2016 Preliminary Budget, with funding for universal pre-kindergarten, after-school programs for middle school students, and maintaining 22,000 summer program slots for elementary school children,” said the Campaign for Children. “As we continue to expand these successful initiatives, we must also work to strengthen the early childhood education and after-school systems overall. In the Executive Budget, we urge the Administration to make critical investments to bring stability, increased quality, and capacity across these systems – including funding for early education programs for children 0-3, after-school programs for elementary and high school students, adequate rates for high-quality programs, and an adequately compensated workforce.”

Calls for 10% Increase

“We urge a total increase of 10 percent for the nonprofit human services sector by 2016, with a 5 percent increase

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this fiscal year and another 5 percent increase next fiscal year,” said HSC. “It is important to note that nonprofit human services providers deliver essential services on behalf of the City government, so while provider employees are not City employees, they are providing City services.”

“The preliminary budget is the first of two budget proposals the Mayor submits. We call on Mayor de Blasio to include meaningful wage and benefit increases for the nonprofit workforce when he releases his Executive Budget this spring,” said Wackstein.

“Unfortunately, little has changed for most of the nonprofit workforce even as they carry out and make real many of the Mayor’s successful initiatives and top priorities,” Wackstein continued.

“This contrast is particularly stark for staff in city contracted child care programs whose responsibilities and qualifications are on par with teachers in the public schools, but are often paid tens of thousands of dollars less. Most of these workers -- teachers, classroom assistants and other staff -- are women of color who have not received a pay increase since 2006.”

Campaign for Children Seeks Funding for Early Childhood and Afterschool Fixes In response to Mayor Bill de Blasio’s Preliminary Budget for FY2015-16, The Campaign for Children is seeking several budget adjustments to address what they argue are critical issues in both the early childhood and afterschool services networks in New York City.

Afterschool

In the areas of afterschool programming, the Campaign is seeking: • $7.7 million to avoid the loss of 2,300 elementary school after-school slots; and, • $5.9 million to avoid the closing of 17 afterschool sites currently serving 1,882 children.

In both of these cases, the threatened loss of services results from remnants of the annual “Budget Dance” funding cycle under which prior Mayors often refused to appropriate ongoing budget allocations to certain programs, thus forcing the City Council to add funding every year, but for one year at a tine only.

The need for $7.7 million to allow continuation of 2,300 elementary school after-school slots dates all the way back to the original dispute between Mayor Bloomberg and the Council following the original Out-of-School Time (OST) RFP when the Council provided funding to restore programs that had not been funded by the Mayor. These programs have subsequently been absorbed into

the City’s current COMPASS system of contracts, with its higher service requirements and operating costs. However, the Council’s original funding – which was subsequently baselined by Mayor de Blasio – did not keep pace. As a result, advocates believe that unless an additional $7.7 million is provided by the administration to make up for the overall shortfall, an equivalent of 2,300 program slots will be lost as the system undergoes its next round of contract procurement.

Similarly, the $5.9 million needed to avoid closing 17 afterschool sites results from the fact that the original funding was housed in the Department of Education. As a result, these monies were never baselined along with other one-year funding allocations made by the Council.

“One of great accomplishments of the de Blasio administration has been providing stability for most of the afterschool system through baselining of funding,” says Gregory Brender, Co-Director of Policy and Advocacy for United Neighborhood Houses. “But, some of these programs, because of the way they were originally funded – not because of anything related to the quality of their service or the need for their services – continue to rely on one-year funding. We need to work with the Council and Administration to ensure that they are restored and baselined as part of the City’s budget going forward.”

NYC BUDGET ISSUES Early Childhood

To ensure that child care programs can operate without significant deficits and that programs can provide safe, high quality care, the Campaign is asking for budgetary allocations as part of the FY2016 budget to address the following immediate needs: • Increase the EarlyLearn rate to support high-quality programming, more adequately address facility and maintenance costs, and fully fund workers’ compensation, liability insurance and health insurance.

• Provide adequate compensation and benefits for the workforce. Create salary parity with DOE staff.

• Reconsider the matrix used for full enrollment.

• Create a capital fund to expeditiously address facility repairs.

New York’s early childhood service providers have been expressing serious concerns about the inadequacy of the EarlyLearn program’s funding structure since the program was first created in 2012. In fact, providers had argued that the funding would be insufficient to operate successful programs even before the initial RFP was released.

In January, the Campaign for Children released a report which – as the title explains -- claims to demonstrate that “The EarlyLearn Rate is Too Low to Sustain High-Quality Early Childhood Education Programs in NYC” “The Campaign for Children conducted a survey regarding EarlyLearn and the findings document that the inadequacy of the rate has led early childhood education programs to struggle with costs including rent, maintenance repairs, workers compensation and general liability insurance, staff health insurance, professional development and the classroom supplies and technology needed to sustain high quality programs,” says the report.

EarlyLearn also translated into fundamental changes to the way contracted subsidized child care was paid for by the City of New York, the report goes on. “Individualized rates that accommodated individualized program needs (such as facility costs) were replaced by a system-wide rate.

Health insurance, liability insurance and worker’s compensation were no longer provided by the City. The City also began to require a 6.7% contractor contribution meaning city reimbursement is for 93.3% percent of the contract cost.”

The Campaign for Children surveyed 42 agencies (representing at least 102 sites), which contract with the Administration for Children’s Services (ACS) and documented that the overwhelming majority of agencies responding to the survey were struggling with the EarlyLearn rate. 83% of the surveyed agencies (35 of 42) reported struggling with the EarlyLearn rate. Nearly half of

those struggling (17) reported that they actually spend more on their EarlyLearn program than their contracted amount with the City. These funding gaps ranged from $18,000 to $827,000 with a mean of $248,000. As percentages of their contract amounts, these funding gaps ranged from 2% to 79% of the total budget with a mean of 16%.

To make matters worse, these findings may actually understate the actual level of losses incurred by providers, says the report. “Since agencies are only reimbursed by ACS for the number of children enrolled (known as the pay-forenrollment policy), the amount they are paid by ACS is often lower than their full contract amount.”

Another critical aspect of the Campaign for Children budget request is funding to address salary inequities between early childhood teachers with essentially the same credentials who work in Department of Education (DOE) programs, Universal Pre-K classrooms, or other EarlyLearn programs. This has long been an issue for nonprofit early childhood program providers who in the past were primarily faced with significant variances between salary and benefit levels paid at DOE programs and those funded for teachers at community-based programs.

With Mayor de Blasio’s major initiative to expand Universal Pre-K programs in New York City, he also took steps to narrow – although not entirely eliminate -- the discrepancy between salaries paid to UPK teachers in DOE and CBO programs.

While early childhood providers and advocates welcomed this move as both an important recognition of the value of their programs and teachers and a significant step in the right direction, the move had other consequences. As a result, a new series of salary inequities were created between CBO UPK teachers and CBO EarlyLearn teachers right in their own centers and programs. These inequities can often exceed $10,000 annually for individuals doing essentially the same work with the same credentials in the very same buildings and agencies.

And, the pay inequities between CBO EarlyLearn teachers and those working with similar credentials and experience in DOE programs can equal several times that amount as the levels of those comparable credentials and experience increase.

“Early Learn providers’ largest concern is with the compensation of their staff. Early Childhood educators are among the lowest paid professionals of any field and the situation for Early Learn teachers and staff is particularly stark,” said UNH’s Gregory Brender.

“Many Early Learn staff cannot afford health insurance due to the employee contribution. Moreover, their salaries are considerably lower than similarly credentialed teachers in the public school systems. These disparities will only grow if the wages of Early Learn teachers continue to stagnate.”

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PIECES continued from page 1 And, in case this wasn’t enough, FEGS’ corporate culture also had a major entrepreneurial streak. Over the years it created or helped to create at least three for-profit subsidiary corporations, including: • Single Point Care Network LLC, a specialty care management organizations in which it held a 50% ownership position, resulting in a $2 million income for FEGS in FY2013; • HR Dynamics Inc., a fully-owned human resource company offering services on an outsourced and project specific basis. In FY2013, FEGS’ share of the company’s income was $6.8 million; and, • AllSector Technology Group, Inc., a full service IT consulting and system integration company in which FEGS held a 95% ownership position, resulting in $14.5 million in income for FY2013.

Taking these subsidiaries into account, FEGS claimed its total revenues for the year actually stood at a whopping $275 million.

The Crash

Then, something happened. And, for almost everyone outside of FEGS senior management and perhaps some key government and philanthropic funders, we still don’t know what it was.

All we do know is that on December 12th, the agency announced that Executive Vice President Ira Machowsky and current CEO Gail Magaliff, whom he had been slated to succeed on January 1st, were both being replaced effective immediately by Kristin Woodlock, FEG’s Chief Operating Officer. The rationale for the sudden shake-up at the top was news that the organization would be reporting a $19 million loss for FY2014 which ended on June 30th.

And, from that moment on, it was like watching a mighty oak tree – its trunk severed at the base – slowly begin to topple over. Well, it actually wasn’t all that slow.

First, there were earnest statements about how the agency would get its financial house back in order.

“Our first task is to establish a restructuring plan that will balance our tremendous service delivery with financial sustainability,” said new CEO Kristin Woodlock on the day she took over. “Our intention is to create a smaller and more focused portfolio of services. As we undertake this, we will be required to rethink our administrative and support services as well.”

Within weeks, however, there were rumors that this was going to mean much more than dropping a few money-losing contracts and trimming administrative costs.

PICKING UP THE PIECES On February 2nd – just seven weeks after the first news of financial losses and leadership changes had been announced – the impossible seemed to occur. FEGS confirmed that it was planning to transfer all of its programs and services to other providers -- effectively ending the organization’s activities as a major provider of health and human services.

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

The sound of this major $275 million health and human services behemoth crashing down and shattering into pieces sent shock waves throughout the entire nonprofit community.

For many observers, there was disbelief that even a $19 million loss for FY2014 could be enough to bring down an agency of FEGS size and apparent fiscal strength.

“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,” said Julie Farber. “This analysis showed that the financial situation which FEGS confronts was too deep to be resolved by continuing to run its programs.”

Despite this explanation, many within the nonprofit community continue to question precisely how bad FEGS’ fiscal situation could have been – and exactly why. With so little information coming from FEGS itself, speculation and assumptions of the worst regarding gross mismanagement and the viability of certain forms of government-funded programming is rampant.

Picking Up the Pieces

If we know little about what brought FEGS down, it seems we know little more – at least yet – as to who will be picking up the hundreds of individual programs and services that the agency previously operated.

Almost immediately, it seemed that FEGS was exceptionally anxious to dump its programmatic operations as quickly as possible. In fact there has been much speculation about April 1st transfer dates.

And, it seemed that government agencies were hard at work identifying potential provider agency candidates to assume various portions of the FEGS workload.

The NYS Office for People with Developmental Disabilities (OPWDD) reportedly issued a targeted request for proposals for agencies seeking to get portions of the FEGS operating portfolio in that service sector.

In New York City, Deputy Mayor Lilliam Barrios-Paoli told reporters on February 9th – just one week after FEGS confirmed its plans to close – that most of FEGS’ contracts had already been assigned. “Life will go on and services will continue,” said Barrios-Paoli.

And, there was certainly advocacy efforts on which FEGS programs should go where. Eric S. Goldstein, CEO of the UJA-Federation of New York, said “we expect that the programs that are core to UJA-Federation’s mission will find new homes in the UJA-Federation network.

That process is underway, and we’re doing everything we can to help it go as smoothly as possible.” UJA reportedly had contributed approximately $5 million annually to FEGS, representing approximately 2% of the agency’s budget.

Despite this flurry of activity – and speculation as to which agencies would have contracts re-assigned to them -- there has been only one official announcement regarding the designation of a successor agency as we go to press.

Mental Health Programs

On Friday, Feburary 20th, the New York State Office of Mental Health (OMH) announced that the Jewish Board of Family and Children’s Services (JBFCS) has been selected to assume responsibility for the OMH licensed or funded programs and services currently being operated by FEGS in New York City. The process of finalizing this agreement is underway, according to the OMH announcement. JBFCS will also assume temporary responsibility for programs and services that FEGS provided on Long Island.

With FY2013 revenues of $170 million and over 2,700 employees, JBFCS is no health and human services lightweight in its own right. The agency provides a broad range of high quality mental health services for both adults and children. According to the OMH website, JBFCS already operates eight community-based mental health clinics covering all five boroughs and a host of other programs including several residential treatment programs, day treatment, PROS, care coordination and other housing.

“We at The Jewish Board are pleased to be working with the New York State Office of Mental Health (OMH) and FEGS to help save valuable behavioral health programs that serve a wide variety of New Yorkers in need,” said David Rivel, Chief Executive Officer at JBFCS. “We feel that having been asked by OMH to take on this responsibility is a testament to the quality of our staff, programs and organization as a whole, and we’re proud to be in this position and able to help.”

Not without Risks

While the exact details of these program transfers have yet to be worked out and/or finalized, it looks like JBFCS

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could be taking on a series of mental health programs not all that different in size or scope from its own. According to the OMH website, FEGS operates six community-based mental health clinics – four in NYC and one each in Nassau and Suffolk – an ACT program, three PROS programs, a Crisis Intervention Team and multiple residential treatment programs, including both apartments and congregate facilities.

With many community mental health providers and advocates arguing that the system – particularly Article 31 clinics – is facing serious fiscal challenges, it is not surprising that they also wonder exactly how big a role possible losses in FEGS’ OMH-funded programs might have played in the agency’s demise.

What about the Rest?

While there have been no other official announcements as yet, there is plenty of unofficial speculation – some more reliable than others – as to which agencies will receive other FEGS programs.

It is widely believed that FEGS’ OPWDD-funded programs will be divided among a broader group of agencies, including United Cerebral Palsey, AHRC, HeartShare, New York Foundling, and others. Agency executives are understandably reluctant to get out ahead of funding agencies in confirming any of these announcements.

It is also believed that University Settlement and its affiliate The Door will be taking on at least some significant portion of FEGS’ youth services portfolio. This array of services includes the Bronx Youth Center, a programmatic complex that houses The Academy for youth in foster care, an Arches program, Bronx Opportunity Network, Bridge to Employment, Social Innovation Fund Young Adult Program, and a Young Adult Internship Program.

FEGS’ youth programs also include three Transfer Schools, six Young Adult Borough Center/Learning to Work (YABC/LTW) programs, supportive services and two high school partnerships with the Bronx Lab School and the Business of Sports School.

Labor Relations

District Council 1707, which represents almost half – 1,400 – of FEGS’ employees has also identified certain programs that will be assuming operation of certain FEGS’ contracts. And, it has highlighted serious concerns that these employees have regarding their futures.

Soon after FEGS announced its decision to close, there appeared to be a strong commitment to ensuring the orderly transition of programs for the benefit of clients and the employees who delivered these vital services.

“FEGS is committed to ensuring that this process is undertaken in a sensitive,

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PICKING UP THE PIECES

constructive, and orderly manner that ensures continuity of services for clients and supports FEGS’ staff,” said FEGS spokesperson Julie Farber. “Wherever possible, FEGS will work to facilitate transfers of staff to other organizations, or where that is not possible support them in identifying other opportunities.”

The union reports that it had heard similar expressions of support for protecting the FEGS workforce from government funders. “We had meetings with the Governor’s Office, OPWDD, HRA, and others,” says G.L. Tyler, DC1707’s Political Director.

“We thought things went well.”

For example, employees at JBFCS also are represented by DC1707 – theoretically easing staff transition issues. And, some of the agencies rumored to be taking over other FEGS programs either have collective bargaining agreements with DC1707 or other unions. However, many others do not.

Now, Lorraine Guest, President of District Council 1707 and a Licensed Practical Nurse who has worked in FEGS’ developmental disabilities program for 25 years, is deeply concerned that the FEGS staff are having their fates cast to the winds.

On March 2nd, FEGS employees represented by DC 1707 demonstrated outside the offices of America Works of New York, a for-profit corporation that has been assigned to take over a Back to Work program previously operated

by FEGS. The union claimed that the 45 staff members previously employed

by FEGS were not being considered for employment under the transferred contract.

America Works subsequently denied the union’s charge saying that it “has considered, and will continue to consider, all applications received from FEGS’ employees for open positions, and, in fact, a number of FEGS’ employees are currently going through the pre-employment screening process.”

Regardless of how the issue is ultimately resolved, it highlights the difficulties likely to be inherent in many staffing decisions related to the new contracts.

“New employers almost always want to make their own evaluations of new staff,” says one labor lawyer. “Once you hire someone, if it doesn’t work out, you are the one who has to fire them.”

“I am a 25-year employee. These are long-time dedicated employees who are going to suffer because FEGS, and now it appears the City of New York, has turned their back to my members,” said Guest.

Severance and Notice

FEGS’ employees also have other issues with their former employer. In late February, the union filed a complaint with the National Labor Relations Board claiming that FEGS had failed and refused to collectively bargain in good faith and was in violation of several key

contract provisions with its employees, including requirements to pay severance and accrued vacation, advance notice of termination and more.

“At FEGS, the workers are owed under the collective bargaining agreement certain kinds of payments,” says Larry Cary, an attorney representing DC1707. “They are entitled to severance pay when they are separated and their accumulated vacation pay. We estimate that it is approximately 100,000 hours that is owed.”

Just to give a sense of what this could mean in total, at the end of FY2013, FEGS’ balance sheet showed a liability for accrued salaries and vacations payable that totaled $10.7 million.

“Employees who have four or more years of service are required to get two months of notice prior to retrenchment,” Cary adds.

“While they are now telling employees that they will receive severance two weeks after they receive their final checks, there is a question in the union’s mind as to whether they will have the ability to make those payments to 1,400 people,” said Cary.

As we went to press, the union was planning to demonstrate again, this time in front of FEGS’ headquarters.

“They’re not giving us any cooperation,” says G.L. Tyler. “They are not doing anything to ensure continuity of care.

They don’t care where employees will wind up or what will happen to them in terms of wages and benefits.”

Bankruptcy

Looming over many of these issues – particularly for former employees – is the possibility that FEGS may file bankruptcy. There have already been published news reports in which vendors claim to be months behind in receiving payments. The union claims that FEGS has been delayed in passing on dues payments – even though they consist of deductions from employee paychecks.

And, there were reports that employees heard their dental insurance had been cancelled. “FEGS said it was a mistake and that they would fix it,” says Cary.

Linda Manley, Legal Director at the Lawyer’s Alliance of New York who also has an expertise in bankruptcy law, says that it is difficult to predict the likelihood of a FEGS bankruptcy without knowing more about the agency’s detailed financial conditions prior to its December announcement of the FY2014 fiscal year loss.

“Were they in cash crisis or did they have ample resources?” she asks. “We just don’t know because all we have is their public announcements.”

However, Manley notes that even if FEGS had not been in a cash crisis prior to its December 19th announcement, reactions by anxious government funders in response could easily precipitate one.

“If government begins to slow payments

or not to reimburse because they are concerned about the programs and how their payments are going to be handled, that can start to have ripple effects.”

She also notes that FEGS announcement that it would be closing, rather than just restructuring, could lead vendors to take a much harder position with respect to demanding payments – either before filling new orders for goods or services and in efforts to collect back money they are owed. “No one has an incentive to work with them in the hope that they will be in a good position going forward,” she says. “It can become a race to get your bills paid.”

Lease Transfers

There are a couple of areas where legal issues may impact agencies as they try to take over former FEGS programs.

“Leases can’t always be re-assigned,” says Sean Delaney, Executive Director of LANY. “Almost every commercial lease has a ‘no assignment’ clause.”

“If FEGS is behind on the rent, the landlord may see this as a chance to gain leverage over the government and new tenant and get them to pay the back rent,”

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says Manley. “If the building is in an area that has gentrified and the landlord thinks this is an opportunity to reset the rent at a higher market rate; that is another possibility.”

Continuity of Care

Finally, it is essential to remember that those likely to be affected most by the ways FEGS programs will be transferred are the service recipients themselves. Roberta Mueller, Co-Director for Disability Justice at New York Lawyers for the Public Interest, is lead counsel for the Willowbrook Class, the plaintiffs who ultimately led to the restructuring of developmental disabilities services through the Willowbrook Consent Decree.

“Our clients have developed relationships with their caregivers over many, many years,” she says. “Anything that disrupts those relationships is extraordinarily harmful to the well-being of these individuals.

Continuity in care for the people served by FEGS programs must be a key consideration in the way that all of these programs are transferred to new provider agencies.”

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AGENCY OF THE MONTH

Public Health Solutions, Inc. Merging Research and Action

by Fred Scaglione

Public Health Solutions, Inc. (PHS) isn’t your typical human service agency. Yet the organization plays a critical role in delivering, administering, researching, and advocating for some of the most important programs that protect the health and well-being of lowincome women and children, as well as people living with HIV/AIDS. “We were founded by the New York City Department of Health in 1957,” says Ellen Rautenberg, who has led the agency for 18 years and will be retiring in June. “At that time, the very prescient Commissioner Leona Baumgartner wanted to raise private money to do research but didn’t want to be constricted by government rules and regulations. She believed that doing it through a nonprofit would be more efficient.”

That initial goal, to facilitate public health-related research, has been a key mission and constant touchstone for PHS ever since.

However, that was only the beginning.

“We morphed a number of critical times over the last 58 years in order to meet the needs of New York City,” says Rautenberg.

The first major expansion came during the days of the 1970s fiscal crisis. “The City transferred to our management a number of large service delivery programs – the Women, Infants and Children (WIC) nutrition program and MIC Women’s Health Services,” says Rautenberg. Why? “The Federal and State governments didn’t want to put money into a City on the verge of bankruptcy.” By using PHS – then known as the Medical and Health Research Association of NYC – these programs were separated from the City’s looming financial problems. “City employees became our employees. In those early years after the transfer, DOH maintained a great deal of program responsibility, which diminished over time.”

In the 1980s, the Federal government with the concurrence of organizations providing family planning services again called on PHS to assume financial management of the Title X Family Planning Programs. “The Feds no longer wanted to contract with individual organizations all across the City,” says Rautenberg.

“They wanted a master contractor to take the money in and then subcontract with service providers.” Following passage of the Ryan White CARE Act in 1990, PHS again answered a call to administer the City’s new allocation of federal funds providing emergency support to agencies caring for people with AIDS. Totaling approximately $40 million at the beginning

– compared to approximately $3 million for the Title X funds – this new responsibility represented a significant increase in PHS’ role as an administrative and fiscal agent for this critical new program.

A decade later, in order to assure timely distribution of HIV/AIDS prevention funding, PHS added administration of these funds to its HIV operations. Also in the early 1990s, after the 9/11 tragedy and the anthrax scare, PHS was asked to be the grantee for Emergency Preparedness funding designated for New York City.

In addition to these major growth spurts, PHS has regularly added a broad range of programs, contracts, and projects, which Rautenberg describes as generally falling into one of three major areas of operations: • Direct Service Delivery; • Research and Evaluation; • Contracting and Management Services Now, with a total budget of $220 million and 650 employees, PHS touches the lives – one way or another – of an estimated five million men, women, and children in New York City and beyond.

Direct Service Delivery

As noted, the core of PHS’ service delivery began with its assumption of New York City’s WIC program. “Today we have nine WIC centers that serve 46,000 families,” says Louise Cohen, VP of Public Programs for PHS. “It is the largest WIC program in the State.”

The federally-funded WIC program provides special supplemental foods to lowincome pregnant women, infants, and children up to age five who are at nutritional risk.

Families get vouchers to exchange at the store for milk, infant formula, cereal, fruits, juice, peanut butter, beans, peas or lentils, infant cereal and baby food, vegetables, eggs, cheese, whole grain bread, and brown rice. In addition to supplemental food, staff provides nutrition education and counseling. They encourage and teach new mothers to breastfeed; monitor participants’ height and weight, as well as children’s immunization status; and refer them as needed to other social services.

Five of PHS’ neighborhood WIC centers are in Queens – Corona, Jamaica, Astoria, Ridgewood, and Flushing – with three in Brooklyn, (Bushwick, Ocean Avenue, and Metropolitan) and one in the East Tremont section of the Bronx.

PHS has made use of its neighborhood WIC centers to help individuals and families obtain public health insurance coverage such as Medicaid and Child Health Plus. “Income eligibility for WIC dovetails with eligibility requirements for Medicaid and Child Health Plus so it was a great place to co-locate these services,” says Rautenberg. “We now are also enrolling community residents in Qualified Health Plans on the Exchange, as well as screening for SNAP (aka Food Stamps) eligibility.” She explains that PHS has a robust

team of more than 30 enrollers funded by both federal and state grants. “Over the last ten years, we have helped more than 100,000 people enroll in health insurance.”

In an interesting extension of its role as a WIC provider, PHS is one of two WIC Vendor Management agencies in New York City. As such, it ensures that food and infant formula purchased with WIC Program food checks are appropriately stocked and fairly priced by the more than 2,000 grocery stores and pharmacies with which it contracts on behalf of the NYS Health Department. It provides training to these vendors every 18 months and conducts periodic site inspections. “It doesn’t help you to get a WIC voucher for a 16-oz. loaf of whole wheat bread if no stores in your neighborhood carry it,” says Cohen.

Most of PHS’ other direct service programs also focus on maternal and child health, albeit in a variety of forms: • The agency offers MIC Women’s Health services, including pregnancy testing, testing for HIV and sexually transmitted infections, and family planning, through two Article 28-licensed reproductive health centers in the Fort Greene and East New York areas of Brooklyn.

• Its two home visiting programs – Bushwick Bright Start Healthy Families New York and Nurse Family Partnership in Queens – assist over 400 mothers and families from pregnancy through the early years of infancy.

• PHS operates an Early Intervention Service Coordination program for families with children up to age three showing signs of developmental delay.

“We serve 7,000 families throughout the five boroughs,” says Cohen. “We help families get into the system, get an evaluation and schedule appropriate services.” PHS is unusual in that it does not itself provide direct services in terms

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Ellen Rautenberg of either evaluations or the various forms of therapy which the evaluations will prescribe. “We believe that there is a value in our independent coordination function. We are a neutral party,” says Cohen.

• And, the agency’s status as the lead NYC grantee for Title X Family Planning Program further extends its role through the oversight of $4 million in federal family planning funds for six health centers that serve over 25,000 low-income, often uninsured women annually. The network of community health centers (CHC) for which PHS administers funds includes MIC Women’s Health Services, CallenLorde CHC, Charles B. Wang CHC, Community Healthcare Network, and The Door - A Center for Adolescents, and Planned Parenthood of NYC. And, of course, the list goes on. PHS operates NYC Smoke-Free in four of the five boroughs, working with youth to prevent them from starting smoking and with apartment

Taking a Community Approach Increasingly, PHS has begun building upon its array of core competencies, direct services programs, and existing partnerships to take a more comprehensive, community-based approach to improving public health and health outcomes for the neighborhoods it serves.

“We think a lot about how place matters in terms of public health,” says Ellen Rautenberg.

“We have a project in Queens - in Corona, Elmhurst, and Jackson Heights - where we are drilling down to look at maternal and child health from the ground up. We have key programs that we are trying to glue together and work with other community organizations to identify and meet the community’s needs.”

“We have a lot of strength in Queens in terms of current programs,” says Louise Cohen.

“Our public programs currently serve about 60,000 families in Queens.”

Now, PHS has been able to win a Maternal and Infant Community Health Collaborative Grant from the State that strengthens the relationships between all of the providers in these communities and provides community health workers to interface with community residents.

“The whole point is to make sure there is no ‘wrong door’,” says Cohen. “Wherever a woman goes for any services, she will have access and referrals to any of the other services that she needs within the collaborative.”

The model is similar to one – Southeast Queens Healthy Start Initiative – in which PHS is leading a collaborative with the Queens Comprehensive Perinatal Council, Safe Space, and the NYC DOHMH Jamaica Nurse-Family Partnership.

Sometimes, Rautenberg notes, this process of community engagement will lead to unexpected issues. “The people of Corona, East Elmhurst, and Jackson Heights expressed that personal safety, violence including domestic violence, and open sex trade on neighborhood streets represented a real concern for them and their families. It wasn’t an issue on our priority list going in, but it is now,” she says.

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AGENCY OF THE MONTH

building owners encouraging them to adopt smoke-free policies. PHS also works in tandem with community partners to tackle issues ranging from healthy food retail to IUD use in family planning clinics to safe sleep for infants.

Research and Evaluation

PHS started out as and continues to be a leader in public health research. The agency targets its research towards the main areas in which it provides or administers key services: • HIV/AIDS Prevention • Reproductive Health, and • Nutrition and Obesity

complicated and many of our families had trouble reading and understanding them.”

In response, PHS decided to go digital.

“We found that most of the families had DVD players and we produced a series of four parent education videos covering healthy eating for children from birth to age two,” says Chiasson.

“We did them in English and Spanish, Mandarin, French, and French Creole.

Recently, the agency went a step further and produced a “Healthy Shopping” video… but in a telenovela format entitled Between Two Plates. “We got a wonderful writer, director and producer whose mother was in WIC,” says Chiasson. “She wrote it and it

While almost all of PHS’ work has been done in NYS – or through policy and advocacy work at the federal level – the agency does operate one national program. School Food FOCUS is an effort to harness the combined buying power of large school districts in order to change the types of food that they can buy and serve for school lunches. Nationally, 32 million children eat school lunches and 13 million eat breakfast, at a total cost of $14 billion annually. The overarching goal is to get school meals to be more nutritious within the very limited budgets available to school districts. But it is also to source locally and incentivize food suppliers to provide the types of healthy foods that schools want and students should be eating. “Farmers don’t want to miss out on the chicken buy in the Chicago school system,” says Rautenberg.

“As a result, they are willing to change the way they do business, offering more ‘whole muscle’ and hormone-free chicken. While not easy, it happens without the school districts having to spend an extra dime. The districts in our learning collaboratives harness their buying power, reposition their budgets, and put out different kinds of RFPs. Change up and down the supply chain results.”

After working with individual cities (Denver, St. Paul, and Chicago), the effort moved on to a collaborative of large school districts in the upper Midwest. The next goal is to build a robust learning collaborative in the South. The initiative is almost entirely funded by private grantmakers – Kellogg, Kresge, Pew, California Endowment, and Dell – with a little Department of Agriculture funding.

Contracting and Management Services

The ability to identify problems experienced by the tens of thousands of men, women, and children it serves; develop and apply public health education interventions to address these issues; and then test the effectiveness of these interventions gives PHS a rare ability to maximize the value and impact of its research and evaluation efforts.

“Early childhood obesity has been a big priority for us,” says Mary Anne Chiasson, DrPH, Vice President for Research and Evaluation. “When we started working on this in 1999-2000, most childhood obesity interventions were aimed at school age children.

That’s too late. It is much easier not to gain weight than to lose it. We did a lot of studies of children in our WIC programs and saw serious problems in terms of consumption of juice and soft drinks.”

In order to reach young mothers coming to WIC centers and provide them with the information they needed to purchase and prepare the best possible meals for their families at the lowest possible cost, PHS did what it does best – more research. “We talked to WIC mothers and found that many of the printed materials we distribute – and that we think of as being very appealing – ended up being tossed on the sidewalk outside our centers,” says Chiasson.

“A lot of these materials are actually pretty

was filmed in both English and Spanish.” The story revolves around a rivalry between several women competing in a healthy eating competition – and is packed with valuable information, all dished up in the most entertaining way imaginable.

Similarly, PHS has done a series of educational videos focusing on HIV prevention – HIV Is Still a Big Deal. “In partnership with the Steinhardt School at NYU, we’ve done a series for gay men – also presented as dramas,” says Chiasson. They specifically target HIV-Positive men who are not virally suppressed, who are not on treatment or not adhering to treatment, and encourages them to disclose their status to sexual partners, use condoms, and hopefully increase their own adherence to treatment.

In the area of reproductive health, PHS has developed a computer-based contraceptive counseling module to help women select the right birth control methods and produced Get It & Forget It: The IUD to promote use of longacting, reversible contraception.

The digital format also enables PHS to test the impact of its educational interventions. The HIV Is Still a Big Deal videos, for example, have been viewed more than 135,000 times online and The Morning After is the only dramatic HIV prevention video

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Going National

that has been evaluated and shown to reduce high risk behavior. “We have measured the impact in a randomized, controlled trial,” says Chiasson. “We are getting people to watch them and use the information to make changes in their own lives.”

A look from behind the camera as PHS filmsone of its “HIV Big Deal” publichealth information videos.

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allocating resources,” she says. “They define what they want to do with the money.” Ryan White is mandated to be the “payer of last resort,” so the Planning Council does complex needs assessments to identify where the gaps in services are, what people with HIV need, and then drafts guidance.” Once this guidance has

The largest single area of PHS’s operations, at least in dollar terms, comes from its role as a fiscal administrator and contract manager for several major governmental funding streams.

In 1991, PHS was chosen by New York City to manage federal funds allocated by the Ryan White CARE Act legislation which provides support for organizations serving individuals with HIV/AIDS. PHS’ WIC staff and community members at the new WIC mural.

The City recognized that the complexities in its own procurement process been presented to and approved by the actual would impede getting funding to more than 100 Ryan White grantee – the NYC Department local HIV/AIDS service providers and meet the of Health and Mental Hygiene – PHS gets to legislation’s strict timeframes for receiving and work. spending the federal funds. In 2001, following PHS continued on page 16 an audit by the State Comptroller showing delays in getting funding out to providers, the City also transferred responsibility for HIV AIDS prevention funding to PHS. Today, PHS manages a total pool of approximately $130 million in HIV-related funding, with over 300 contracts involving approximately 150 local service providers.

“They range from the tiniest community-based organizations to the largest hospitals in the city and everything in between,” says Rachel Miller, Vice President for Contracting and Management Services.

Miller stresses that PHS does not have autonomy in allocating or administering these funds. For example, the Ryan White legislation mandates a body – the HIV Health and Human Services Planning Council of New York – that is responsible for setting priorities and broadly

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PHS continued from page 15 “We draft a comprehensive Request for Proposals (RFP), post it on our website, hold bidder conferences, receive proposals and distribute them to reviewers,” says Miller.

The reviewers are typically NYC DOHMH or PHS employees. “We do a conflict of interest review for every reviewer,” she explains. “We take very seriously the idea of transparency and accountability.”

In addition to awarding contracts, PHS closely monitors provider performance. “The City has developed a reporting system where agencies enter client level information once a month. We bring that information into our system so that our staff can issue payment,” says Miller. A few years ago, PHS introduced performance-based contract reimbursement to both the Ryan White and HIV Prevention contracts.

The system ensures that providers are complying with the complex rules relating to how Ryan White money can be spent. For example, mental health counselling groups are reimbursable if they have at least three Ryan White enrollees, but individual clients are eligible for only ten services per month.

AGENCY OF THE MONTH

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If it’s the 11th service for managing grants, contracts, and an individual, they are not finances.” eligible… and if that person is Today, that effort continues. the third Ryan White recipient “We do lots and lots of technical in the group, the whole group assistance, ranging from webinars is not eligible. and workshops on contracting and PHS also produces new initiatives to one-on-one work monthly reports for providers with individual agency staff. We showing what services hope that the providers see us as they are being paid for and their champions, even though they projecting their income for have to put up with the myriad the year. Since the City faces rules and regulations defined in the significant penalties if it legislation.” doesn’t spend the entire Ryan White grant, PHS monitors Looking Ahead overall spending patterns as well.

As Rautenberg prepares to “We aggressively PHS’ NYC Smoke-Free staff and community members at “World No Tobacco Day”! retire, she is confident that PHS manage the portfolio so has a firm foundation, both in that if contractors are not From the earliest days of the Ryan terms of the quality of its staff and on track to spend their allocations, we can White program, PHS has offered technical the strength of its management systems and take the money back and redirect it to other assistance to the agencies it contracts with. program delivery, to successfully navigate organizations on track to over-perform,” says “We found that a lot of organizations were the upcoming change in leadership. “We Miller. “As a result, our underspending for either entirely new or receiving their first have a great team that knows how to work community-based providers has been less government grants,” says Ellen Rautenberg. together and a very supportive board that is than 0.5% over the past several years. We’re “They had great passion for addressing filled with smart people. I am confident that really proud of that.” the epidemic, but only limited experience things are on a good footing for the future.”

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EPIC Long Island Hosts 30th Anniversary Gala

Professional Honoree recipients, Dr. Shefali Karkare and Dr. Josaine LaJoie with Tom Hopkins, President & CEO EPIC Long Island It was a night of mingling, dancing and celebrating, as more than 150 attendees raised a glass to EPIC Long Island at the agency’s 30th Anniversary Diamonds & Pearls Dinner Gala.

The glamorous event, held on late January at Carlyle on the Green at Bethpage State Park in Farmingdale, shined a spotlight on important work in epilepsy care and the outstanding individuals who continue to make an impact in the field. Corporate honoree North Shore LIJ Cohen Children’s Medical Center Division of Pediatric Neurology was recognized for successfully improving patient outcomes while delivering specialized care to infants, children and adolescents with neurological disorders.

Professional Honorees included Dr. Josiane LaJoie, Chief of Pediatric Epilepsy and Director of the Pediatric Neurology Residency Program at the Center, and Dr. Shefali Karkare, Co-Director of the Pediatric Epilepsy Center at NSLIJ Cohen Children’s Medical Center. The Lang Family, Randy, Victoria and Brian Lang, was named the Naomi & Barney Silverman Family of the Year for their ongoing commitment to help EPIC Long Island meet its mission of providing vital services to people with epilepsy, developmental disabilities and mental health challenges.

“EPIC Long Island is a special organization, especially to the Lang family because there are so many dedicated people who have helped not only our family and our nephew, Casey Lang, but so many other families on Long Island,” commented honoree Victoria Lang.

A moving video shown during the event highlighted the many lives the agency has touched over the years. Anthony, an individual from the Straight Lane Residence, discussed the feelings of hope the agency has instilled in him and his desire to become a motivational speaker to let other young people with disabilities “know they have someone in their corner.” Spoken like a true member of the EPIC Long Island family!

“We’re thrilled to support the remarkable achievements of our honorees who share our mission to impact the lives of those affected by epilepsy,” said Tom Hopkins, President and CEO of EPIC Long Island. “A big thank you to everyone who attended our gala, especially our donors, sponsors and staff who make it possible for EPIC Long Island to continue to deliver the best care available to everyone we serve. Here’s to 30 more wonderful years – and beyond.”

EVENTS

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One Hundred Black Men of NY Raises $600K at Gala The Board of Directors of One Hundred Black Men, Inc. of New York honored seven business and civic leaders at the organization’s 35th Annual Benefit Gala which was held on Thursday, February 19th at the New York Hilton Hotel.

The honorees were: • Torrence Boone, Global Head of Agency Sales & Services, Google; • Duane C. Farrington, Executive Vice President and Chief Administrative Officer, State Farm; • Carla A. Harris., Vice Chairman, Wealth Management, Morgan Stanley; • Hon. Charles B. Rangel, Congressman, U.S. House of Representatives; • Amar’e Stoudemire, professional basketball player, six-time All-Star New York Knicks power forward, actor, author, producer, motivational speaker and philanthropist; • Gary Smalls, recognized as “Mentor of the Year”; and, • Former NYPD Chief of Department Phillip Banks III who received a special surprise award – The Robert J. Mangum Founders’ Award “It is my distinct privilege to join you tonight to celebrate 52 years of leadership, advocacy and community service, by honoring individuals whose professional leadership, service and empathy for others are consistent with the mission and vision of our founders and the core values of One Hundred Black Men, Inc. of New York,” said Michael J. Garner, recently named President of the group.

The audience was wowed by remarks from Brenton James, valedictorian for the Eagle Academy for Young Men (an OHBM-founded school) Class of 2014 who was accepted to each of the 21 colleges to which he applied and who attends UPenn as the first student in Eagle Academy history to be accepted into an Ivy League institution.

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CEO CORNER

Eileen Torres, Executive Director BronxWorks What attracted you to the field of human services?

As far back as I can remember, I wanted to be an advocate for people in underserved communities.

When I was 4, I recall my family being discriminated against as we tried to move into a predominantly white working class neighborhood. I could sense my parents’ frustration as my light-skinned mother would be approved as a tenant, but my darker skinned father would not. Finally, a superintendent accepted us into a building that already had three or four other Puerto Rican families. My interest was further fueled by my mother and aunt, both NYC government workers, who would take me with them to rallies for workers’ rights at City Hall and in Washington, D.C. Tell us about your first job working in the field.

My first job was an internship in San Francisco at the Employment Law Center. I assisted attorneys on issues such as racial discrimination and sexual

I’ve been with BronxWorks my entire career; I never had a reason to leave. The agency was growing. We went from about 120 employees and 10 sites when I first started to about 600 employees and 30 sites today. I believed in the mission of the agency, the work was meaningful, and I enjoyed working with my colleagues. I felt like I was able to have a positive impact in an organization that provided such vital services to the residents of The Bronx.

And, I was learning and gaining new expertise: I developed the HR department, created a training department, negotiated

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me to learn about and understand all our programs and how they help our clients, and the funding and leases that made all our work possible. Interacting with the board and chairing the governance and nominating committee increased my knowledge about the role and responsibilities of a board. Participating in our last strategic planning process was immensely helpful in giving me a full view of the agency and seeing where we were headed.

harassment in employment. I then interned at the Employment Law Center in NYC researching how unemployment decisions adversely affected victims of domestic violence. My first paid job was at Citizens Advice Bureau, now known as BronxWorks.

When and how did you begin to move up to positions of greater responsibility? Did you stay within one organization or did you move between organizations to find new career opportunities?

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Eileen Torres contracts, and secured a $250,000 grant that helped us open our first early childhood education center, thereby expanding our continuum of programs for children.

There was always something to do and something to learn, and I took advantage of every opportunity that presented itself to me.

Did you have one or more mentors during the course of your career who shared their experience and insight?

I’m lucky. I had several mentors who taught me all about the nonprofit human service sector. They were crucial to my ability to do my job well and to my success. My greatest mentor was Carolyn McLaughlin, a smart, dedicated, and experienced professional who ran BronxWorks for 34 years. Others who provided guidance and assistance were Sean Delany, Linda Manley, and Ira Rosenstein.

Was there a point when you began seeing yourself as eventually taking on the top leadership role in an agency?

No, I had not seen myself in this position. I didn’t think about Carolyn (our former executive director) leaving, although I did agree to serve as the interim executive director when we were drafting our succession plan about 5 years ago. It was only when I became the interim that I thought, “hey, I can do this. I should do this. I have the experience, the knowledge, and the investment in the agency.” I applied for the permanent position and am grateful that the board had the confidence in me to appoint me.

Are there particular jobs that you believe provided skills and experience that were particularly important in preparing you to become CEO? I served as the #2 at the agency for a few years, so that certainly prepared me.

Serving as general counsel also allowed

Are there any skills or experiences that you wish you had acquired before becoming CEO? With an organization the size of BronxWorks, there are many individual and organizational stakeholders--some with competing priorities, all of whom are critical to the success of the organization.

Learning how to dance with all of them is a very important skill.

What are your biggest challenges in your new position?

The sheer act of stepping into the role of executive director is a challenge.

You essentially have 3 jobs: you need to learn the things you need to know to run the agency and make the rounds to meet your stakeholders; you need to keep running the agency (nothing stops to wait for the new executive director to settle in); and you have to figure out what your agenda will be for the future of the agency.

When I stepped in, I also had to deal with a changing city administration, which complicated things even more.

FRONTLINE HEROES Sky Otero: Delivering Meals and Loving Care

by Fred Scaglione

Sky Otero is a Driver and Meal Deliverer for Henry Street Settlement’s Meals on Wheels program.

She likes her work because she likes the 63 seniors in the Stuyvesant Town area to whom she delivers hot lunches every day.

“I really enjoy delivering to my seniors,” says Otero. “I enjoy being a part of their life. I often see my clients more than their Sky Otero families do. I see them when they are happy and when they are sad. I don’t always know if they are eating three meals every day, but I know that they are eating the lunch that I bring them. That means a lot to me.”

“Sky has a great heart and truly cares for the seniors she serves, always offering extra time and care to those seniors that really need it,” says David Garza, Executive Director of Henry Street Settlement.

Garza points to several instances where Otero’s strong relationship with certain clients has dramatically affected their quality of life.

“Ms. K is a 100-year-old senior who suffers from dementia and lived alone,” he explains. “Sky ensured that Ms. K not only received healthy meals, but also that she could eat them. She would wait up to 30 minutes to get inside the building, escort Ms. K to her table, set up a meal with juice, bread, a fork and napkin. Without Sky’s help, Ms. K might not have been able to eat her meals.”

In fact, Otero’s care and attention to Ms. K’s needs actually helped to save her life. “I started to see a drastic change in her weight and that she had bruises from where she had fallen. Literally, the only food she got was what I brought her. I had to help her cut it up and feed her. One day, she started complaining about chest pains, so I called for an ambulance,” says Otero.

“They took her to a hospital and now she is in a nursing home. I miss her a lot.”

Garza also recalls the case of Mr. and Mrs. F, a couple Sky had served since 2009. “They really appreciated Sky’s visits. When Mrs. F and the couple’s dog both passed away a few months ago, Mr. F did not handle the losses well. He refused most services, but requested that Sky continue her daily visits. They enjoyed sharing stories about Mrs. F, and life in

general,” says Garza.

“I enjoyed seeing both of them,” says Otero. “They were a very happy married couple and Ruth was a wonderful person. One day, when I got there, I saw her husband in the hallway. Ruth had just passed away. My first instance was to breakdown, but I couldn’t; I had to be strong for him.”

Otero still visits to make sure that he is OK. “They don’t have any children, but he has a home attendant to help take care of him,” she says.

“In both of these cases, and in the dozens of others that she cares for on a daily basis, Sky makes a life-changing difference to those she serves,” says Garza.

Otero has been working with Henry Street Settlement for nine years. Before that, she was a home health aide, also working with seniors. With three children of her own to care for – a daughter aged 17, a 13-year-old son, and an 11-year-old daughter – she admits to having her hands full. “The kids love hearing about my day,” she says. “Sometimes when we are out with the family, we will run into my clients. They love that.”

She is touched by how appreciative her seniors can be. “They always want to invite me in for a cup of tea or offer me a cookie that they have saved for me,” she says. “It is wonderful when people who have so little want to share it with you.”

Otero notes that she couldn’t do the work she does without the support of a tremendous team at the agency. “I work with some of the best,” she says.

“Though Sky has had a very rough year with the loss of several clients, she continues to build and maintain relationships with new seniors entering the program,” says Garza. “In addition to meals, Sky is appreciated for the dedication and care she delivers to every client.”

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BBB SYMPOSIUM

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Better Business Bureau Convenes Nonprofit Thought Leaders

by Remy Tumin

Operational excellence, hiring practices and best methods for foundation funding topped the agenda at the ninth annual Better Business Bureau symposium.

Claire Rosenzweig ,President and CEO of the BBB Serving Metropolitan New York, called the annual conference “an aggregate of thought leadership” and welcomed nearly 300 people at the sold out event. The conference was held at Baruch College on February 24.

This year, the BBB Charity Effectiveness Symposium focused on success and sustainability in the nonprofit sector. Dean and Professor at Baruch College School of Public Affairs David Birdsell said it’s important to take the “hopeful concept” of being proactive rather than reactive in ensuring quality of staff, operations and external relations.

“How do we look beyond the daily demands of operating and funding our operations to demanding environments that are cognizant of the realities?”

Birdsell said.

The morning long event included an update from James Sheehan, Chief of the Charities Bureau in the Office of the New York State Attorney General, who emphasized the need for a shift from duties to rules and regulations, and Karen Rosa, Vice President and Executive Director at the Altman Foundation. Rosa led a step-by-step guide for nonprofits looking to apply for foundation funding.

The panel discussions garnered the most spirited discussion on the future of New York’s nonprofit sector. In a conversation on developing internal talent, Jeremy Kohomban, Executive Director at Children’s Village, said inside talent is often the best talent.

“We believe there’s a way we approach our work that takes time for anyone that comes to the Children’s Village to understand what we believe, why we believe it,” he said. “We come from a place of conviction that social justice is a big driver in our world. When we look at managers we are looking for people who are inoculated against difficulty of the work.”

John Sanchez, Executive Director for the East Side Settlement House, said the organization works very hard towards a

culture of staff development. Succession planning is key component to that, he said.

“One of the things that’s part of everyone’s job description is finding your successor,” he said. “When I ask you to recruit your successor, it’s not a threat. There’s going to be an opportunity because I recognize strengths and you will be rewarded for that.”

External recruiting from social work students has also been very successful, Sanchez added. A number of student interns are usually hired for entry level positions upon graduation.

On the topic of diversity recruiting, Wayne Ho, chief Program and Policy Officer for the Federation of Protestant Welfare Agencies, said diversity plays an important role in hiring.

“Diversity becomes important because if we want to achieve our mission and strategic initiative, we have to keep diversity in mind,” he said. “At our board level, more and more it’s something we’re looking at.”

But Kohomban took a different view.

“I think the easy answer is to say yes, we want diversity…but the reality is we hire for competence and we’re very proud to do so,” he said.

Staff training and development are also critical to a thriving workplace, Kohomban said. For him, “the most powerful training tool is your example.”

“If you have the connection and the energy to set the right example and create a culture that feeds on itself,” he said.

“Training is part of the culture, but if the staff finds it a burden, I’ve failed.”

From best hiring practices to best operational practices, Hilda Polanco said she and the panelists hoped the audience would take a new approach to the subject during a panel discussion of operational excellence and sustainability.

“Operational excellence is a way of thinking, a way of behaving and training for improvement,” said Polanco, Founder and CEO of Fiscal Management Associates said. “The training never ends, the coaching never ends in doing what we do the best we can do as the world around us changes. “ Executive Director at the Lenox Hill Neighborhood House Warren Scharf said nonprofits need to focus on what they do well. Building a team with a diverse skill set is key.

“You can’t do everything…knowing

about chlorination in a pool is not the same as figuring out effective treatment for a mentally ill client,” Scharf said of his diverse staff. “People tend to gravitate towards their strengths and stay away from weaknesses, we all do. The biggest risk for all of us is you have to make sure you have someone doing the part you hate to do.”

“Make sure you have somebody who compliments you and is interested in the Karen Rosa with James Krauskopf during Q&A things you’re not,” he added.

Sam Schaeffer, Executive Director and CEO for the Center for Employment Opportunities, said data management is “critical” for tracking information, both for staff and those the organization serves. The Center for Employment Opportunities offers employment services for people with criminal records.

“It takes constant vigilance and upkeep to onboard new staff and older Talent development panel, L to R: Birdsell, Kohomban, Ho, staff,” he said. “When we Sanchez hire we’re looking for these competencies. We try to develop screening questions that show us passion for our work and appetite to engage in these conversations.”

And, Schaeffer said, the agency is adapting to a mobile landscape.

“People are coming home form prison, coming into CEO in their first 90 days and they’re on their smart phones,” he said. “It revolutionizes not just how you communicate with them but you feedback.

Organizational excellence panel, L to R: Polanco, Buice, The next revolution is how Schaeffer, Scharf do we get information to our constituents in a meaningful way and incorporate that.”

“If we can understand through converCharles Buice, President of the Tiger sations with leadership where they’re Foundation, said while the foundation finding value in those types of investments, primarily provides costs of operational we’re happy to consider would we help expenses, targeted funding could be put resources out there,” he said. “If that’s coming down the line for things like what’s going to drive success then that’s technology investment. what we should tap into.”

March 2015

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21

FINANCE

New York Nonprofit Press

Fixing the Books New Fed OMB Guidance Requires Reimbursement of Nonprofit Indirect Costs

by Fred Scaglione

For years, nonprofits have been hamstrung by the refusal of governments to fully reimburse their legitimate indirect costs – aka administrative overhead – in contracts for services. Now, new guidance by the federal Office of Management and Budget (OMB) goes a very long way towards addressing this critical problem.

Effective December 26, 2014, OMB’s new Uniform Guidance merged eight separate existing, yet overlapping, OMB circulars. It presents a comprehensive overhaul of the federal grantmaking process that should lead to consistency across governments and the entities with which they contract to provide services.

While much of the new Uniform Guidance is not actually new – simply repackaged – there is at least one major new provision that can have dramatic implications for nonprofit human service providers and other nonprofits that receive Federal grants.

For the first time, the Uniform Guidance requires that grantees of Federal grants receive at least some reimbursement to cover the indirect expenses of their programs. And, even more important, it requires that entities such as State and local governments which re-grant federal funding to nonprofits in the form of grants and contracts also provide this indirect cost reimbursement.

The Uniform Guidance spells out two ways in which nonprofits can be reimbursed for their indirect costs.

Agencies have the right to negotiate an agency-specific “federally approved indirect cost rate” in accordance with federal cost principles. Some nonprofits – often larger agencies that historically have received large amounts of funding through direct federal grants – already have their own “federally approved indirect cost rate”.

For those nonprofits that do not have such an individually approved rate, they are now entitled to receive a “de minimis” rate of 10 percent of their “modified total direct costs (MTDC)”.

As concepts like “MTDC” imply, the OMB Uniform Guidance requires very precise and consistent allocations of costs. “By understanding what the new cost allocation rules allow, and managing your costs accordingly, you have the right to secure reimbursement for more of your nonprofit’s costs than formerly permitted,” explains the National Council of Nonprofits. “Nonprofits should invest in training programs to ensure that staff fully understand, comply with, and ensure your organization benefits from the new cost allocation rules.’

For example, the OMB Uniform

Guidance clarifies numerous cost allocation rules and specifies more costs that are reimbursable as direct costs. For instance, in certain circumstances, program administration (e.g., secretarial staff dedicated to a specific program) can be reported as direct, rather than as indirect, costs, and therefore are fully recoverable.

“If properly implemented, the new rules will finally end the harmful practice of governments, including those at the State and local levels, imposing artificially low limits on the reimbursement of indirect costs that nonprofits must incur when delivering services on behalf of governments,” said Tim Delaney, President and CEO of the National Council of Nonprofits, which led the fight on this issue. “Those arbitrary caps have essentially forced charitable nonprofits to subsidize government. This updating of antiquated policies reflects the reality that, for the federal government to successfully deliver its programs through contracts and grants, its nonprofit partners – just like for-profit contractors and governments themselves – must pay for the internal controls and organizational infrastructure required to efficiently and effectively deliver those services.”

Implementation Issues

As always, “implementation” is a complicated process and it may be particularly complicated with respect to full compliance with the new Uniform Guidance by state and local governments.

There are several issues which must be considered. These include the types of Federal grants covered by the Guidance and the trickle down impact in terms of State and local grants and contracts. There is also the timing issue in terms of when those new grants and contracts must comply with the new Guidance. And, clearly, both nonprofits themselves and their state and local governments have a lot of homework to do in order to get up to speed.

“Unless limited by a federal statute, the indirect cost mandate and other cost principles in the Uniform Guidance apply primarily to discretionary grants, cooperative agreements, cost reimbursement contracts, and fixed-price contracts,” explains the National Council of Nonprofits. “Further, some portions of the Uniform Guidance also pertain to certain entitlement funds. Whether out of past practice, local usage, lack of knowledge, or other reasons, some pass-through entities may incorrectly contend that the OMB Uniform Guidance does not apply to its agreement with the nonprofit even when federal money is being used.”

“As a sub-awardee, government is required to provide you information about

where your funding is coming from,” said the National Council’s David L. Thompson during a webinar hosted by the New York Council of Nonprofits (NYCON).

“We have a taskforce working on it,” says Fran Barrett, Governor Cuomo’s InterAgency Coordinator for Not-for-Profit Services. “We are collecting information from agencies about what they are doing now.” Among the topics being researched are the range of admin rates paid by State agencies in current contracts, how accounting and cost allocation systems match up with the federal cost principles, and which Federal funding streams are covered. She anticipates that it will take several month to flesh out a full State policy on compliance and implementation.

While the new requirements technically went into effect at the end of 2014, they apply only to new Federal grants.

“The Guidance applies to new federal grants or significant additions to existing federal grants that are effective after December 26, 2014,” says John D’Amico, Director of Professional Practice at the accounting firm Marks Paneth.

“If you are preparing applications now or have applications in the pipeline, those should follow the new guidelines,” said David L. Thompson of the National Council of Nonprofits during a February 5th webinar hosted by the New York Council of Nonprofits (NYCON).

When looking at grants and contract from pass-thru entities like State and local governments, however, the timing issues become more complex.

“We believe that most of the impact will be in October when the new federal fiscal year happens; that’s the beginning of the next new grant cycle,” says Barrett.

Others disagree. “The Guidance doesn’t say anything about Federal fiscal

years,” says D’Amico.

“One of the real challenges is going to be staggered effective dates for any grants and contracts from pass-thru entities,” says Kelly Matthews, COO and Sr. VP of the Financial Management Group at NYCON. It appears that if the State is making new sub-awards using funding from an existing Federal grant that was in effect for the State prior to December 26, 2014, then the new Guidance doesn’t apply. However, if the State’s procurements are using new Federal grants funding after that date, then the new Guidance, with the indirect cost rate provisions, are in effect.

“The Human Services Council thinks the new Guidance is a great opportunity for the nonprofit community,” said Michelle Jackson, HSC’s Associate Director and General Counsel. “We are working closely with the Deputy Mayor for Health and Human Services and the Mayor’s Office of Contract Services to figure out not only how the guidelines apply to nonprofit contracts but how we can use these guidelines for more standardization and reform of administrative overhead practices.”

“New York State’s charitable nonprofit community should benefit significantly from the changes set forth by the Federal OMB Uniform Guidance,” says Doug Sauer, CEO of NYCON. “It is an important step in recognizing the legitimacy of what it costs a nonprofit to do business and produce the outcomes required. Nonprofits like for-profit businesses should be paid fully for their work.

In partnership with the National Council of Nonprofits and other leading state entities, NYCON plans to continue advocacy and educational efforts to ensure the Guidance is accurately interpreted and implemented in New York State.”

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22 New York Nonprofit Press

FUNDRAISING

Fundraisers Foresee a Good 2015 after a Strong 2014

by Remy Tumin

March 2015

board leadership and better visibility.

2014 was a good fundThe Federation of Up 20%+ raising year for New York Protestant Welfare Agencies, nonprofits and 2015 looks for example, raised 21 percent Down 1-10% to be even better, according more funds in 2014 than the 9% Up 11-20% to a survey of development previous year. Seitu Hart, 26% directors conducted by New Chief Development and 15% York Nonprofit Press.

Communications Officer, The survey polled a said that was in large part 4% total of 54 nonprofits across due to an internal shift Down 11-20% the state, ranging from arts on its “culture of philan33% 13% groups to childcare agencies, thropy” and help from and asked development offifundraising consultants Up 1-10% Same cers about their 2014 giving during a strategic planning season, strategies and plans process. for moving forward.

“We thought, how Overall, more than half (57%) of although almost as many (41%) did see can we position ourselves so we’re participants saw rising fundraising proceeds increases. In most cases (61%), however, attracting more donors and learning during 2014, compared with the prior the average size of individual donations what’s next,” Hart said. year. One-third were up between 1 and 10 remained roughly the same. One-third of More than 25 percent of the fundpercent; 15 percent were up between 11 agencies were able to increase their average raising increase was from institutional and 20 percent, and 9 percent were up more gift size, while only 6 percent saw the size giving, Hart said, adding that the than 20 percent over the previous year. of individual donations go down. national average for nonprofits hovers The survey found that the number of The survey also showed a sector around 5 percent. individual donors is staying roughly the struggling with how to engage new and Updating their data system also same for almost half (48%) of organizations, younger donors through social media, contributed to the increase, Hart said, by Fundraising Results for Last Year vs 2013?

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helping FPWA development officers target funds differently. There was also more engagement with donors who had lapsed and follow up with existing donors.

“We engaged new donors in some of our programmatic areas so they could develop a different level of affinity,” he said.

For 2015, FPWA is focusing on

How Much Pressure Are You Under to Meet Fundraising Goals?

My job depends on it

7%

A lot of pressure

65%

Some pressure but not too bad

20%

No pressure at all

7%

e

March 2015

growing their individual giving base.

“We want to build a base where our current donors really know the work we’re doing and how their dollar specifically contributes to that work,” Hart said. “We’ll be looking at new prospects and helping them learn about the programmatic and advocacy impact New York City’s most vulnerable.”

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FUNDRAISING

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Fundraising Targets for This Year?

Up 20%+ 9% Up 11-20% 20%

Down 1-10% Down 11-20% 6% 2%

Same 20%

Up 1-10% 43%

Looking for a Good 2015

The overall sector forecast for 2015 is also looking positive, with nearly threequarters (72%) of agencies expecting fundraising proceeds to exceed 2014 levels.

About 43 percent of survey participants are anticipating an increase in 1 to 10 percent; 20 percent are eyeing an 11 to 20 percent increase and 9 percent are hoping to gain more than 21 percent in fundraising this year. One-fifth of nonprofits (20%) have the same targets as last year and only eight percent forecast a decrease in fundraising totals.

The survey asked development officers how much pressure they felt to increase the amount of money they need to raise this year. The majority, 63 percent, of those asked said they felt “a lot of pressure” to

Is the Number of Your Individual Donors ?

Decreasing

11%

Increasing

41%

Staying roughly the same

48%

perform well in 2015.

Alisa Schierman, Director of Development at the New York Theatre Workshop, said the organization has taken a much more “aggressive” approach to recruiting new donors compared to the last three years. The New York Theatre Workshop saw an increase of 10 percent in fundraising in 2014 compared to 2013.

This year the organization plans to launch a new acquisition plan for high donors, what they call their Repeat Defenders group, by sending out a 500 piece mailing for new donors.

And those funds come at a critical time. Fundraising for the arts has become increasingly sparse, Schierman said.

“People don’t think the arts are important and that’s a challenge,” she said. “People think the arts are frivolous

and that’s a hard nut to crack. We have a very robust education program where we work with senior citizens and high school students, and people feel better about giving to that specifically rather than putting on a play in the theatre.”

Overall, Schierman said the biggest challenge for art nonprofits is institutional funding.

“Corporations were one of the biggest supporters of the arts 15 years ago and that’s going away,” she said. “They’re supporting museums, but not theatres.”

Clay Art Center Development Associate Wendy Weinstein echoed Schierman’s concerns for arts funding.

“We are a very small organization and we are an art organization, which to some degree is a double whammy,” Weinstein said of the Port Chester based organization. “We have to remind people that art is not fluff. We are a serious and important part of human nature and human development.”

The educational art center saw an increase in funding in 2014, between 11 and 20 percent thanks to a successful annual gala and increased fundraising presence from the executive director, Weinstein said.

“The minute you get a grant of that level then other organizations start to notice you, locally and otherwise,” she said, adding that Clay Art will continue to increase their presence to corporate neighbors, granting organizations and individuals.

The Early Care and Learning Council is focusing on cultivating more diverse funding streams. Fundraising numbers at the ECLC were down in 2014 compared to 2013. Director of Development and Community Engagement Jessica Mansmith said the organization, which promotes affordable early childcare and education, said the 40 year old not for profit is rebuilding its fundraising strategy from scratch. Previously, the group relied largely on big foundations. Now, they have to build an individual donor base.

“The problem with our funding and the way it was structured is it’s not diverse in the funding climate we have,” Mansmith said. “We’re really hoping to see some dividends very soon.”

New York Nonprofit Press

Mansmith is now working with task groups to focus on bringing diversity and inclusion to the members across the state and increase visibility.

“This might seem like a small steps to organizations who have been doing it for years, but we never did,” she said.

The group is also slowly building up their social media presence and creating a social media strategy. ECLC launched a social media campaign last year during their annual giving program called Strong Start NY, which helped but “social media isn’t going to cut it,” Mansmith said.

“Funders tend to follow the endorsement of other reputable organizations,” she said.

Dorian Stern, Director of Development at The Interfaith Nutrition Network (The Inn), said one tactic that works well for the homelessness and hunger organization on Long Island is transparency. The INN saw a slight increase in fundraising in 2014.

“In our particular world, so much of what we do is the donation of goods, the donations of services and volunteer time,” she said. “At any given moment

Average Size of Individual Donations?

Larger

33%

Roughly the same

61%

Smaller

6%

you can come in and see the results. They want that safety valve. The more transparent you are the more you build a level of confidence and say that’s a good investment.”

Stern said they are also crafting specific messages for donors and taking a more “tactical approach” in regards to what program interests the donor most.

And what interests new and younger donors most is instant gratitude, she said. While older donors are making pledges through family wealth management arrangements, the INN is working to adapt to the younger generations.

“They’re responding to social media, crowdfunding and mobile giving,” she said. “They want bits and bites – what do you need, how can I help and be done with it. They’re looking for instant access and instant involvement.”

GRANT TIPS Getting Grants: It’s Not About You

By Waddy Thompson

Ask any nonprofit executive what is the most pressing need for funding, and the answer will always be funds for general operations. Yet few foundations will give money for operating expenses, and even many individuals don’t want their money to help the organization – they want their money to help the children, the sick, the homeless, the underserved, the hungry. Understandable on an emotional level, but on a practical level it’s incomprehensible!

So what’s an operating-income-starved nonprofit to do? Make sure your grant proposals focus on the ultimate beneficiaries of your work (the children, the sick, etc.) rather than meeting your basic expenses. Need a new computer system? Write about how the new system will increase the delivery of benefits to your constituents, not how it will make work easier and more efficient for your employees. Need money to fund a new position? Write about how that person will improve services to your constituents (even if it’s an assistant bookkeeper), not just about how you’ll get your work done better.

Obviously, the wonderful, generous donors to your nonprofit believe in what you do and want to help the people your organization was founded to help. So draw the line for them – really clearly – between administrative needs and the delivery of services to the people who need those services.

Waddy Thompson is a faculty member of New York University’s George H. Heyman, Jr., Center for Philanthropy and Fundraising and is the author of “The Complete Idiot’s Guide to Grant Writing.”

24 New York Nonprofit Press

PEOPLE SERVING PEOPLE

Perry to Succeed Mascari as ED at AHRC Nassau AHRC Nassau has announced that Stanfort J. Perry will become its new Executive Director when Michael Mascari retires at the end of this year after serving 26 years in the post.

“The service model developed since de-institutionalization is changing,” noted Stanfort J. Perry Mascari.

“Stanfort’s breadth of experience, coupled with his compassion for the people and families AHRC supports, distinguished him as the person to lead our organization through this transition and beyond.”

Perry joined AHRC Nassau as its Associate Executive Director in 2013 and will continue in this position until the end of this year.

AHRC Nassau is the third largest agency in New York State serving people with developmental disabilities.

Perry will oversee operating budgets of approximately $200 million and a workforce of more than 3,100 professionals committed to enriching the lives of over 4,000 people with disabilities throughout Long Island.

Before joining AHRC Nassau, Perry spent 14 years as Executive Director of Arc of Onondaga County.

Previously he served as Executive Director of Hopevale, Inc., an organization providing residential treatment, family support, foster care, education and clinical services to children and families drawn from more than 30 counties throughout New York

State.

Mascari’s retirement, effective December 31st, will close a long career dedicated to advocating on behalf of people with disabilities. When he joined AHRC Nassau in 1988 the agency had an annual budget of $12 million and served nearly 500 people with developmental disabilities. Over the course of his tenure, Mascari grew the agency to be one of the largest providers in New York State which currently includes 83 community residences and 54 supportive apartments, 34 community –based day centers, a vocational training center, two specialized health centers, and education programming serving over 1,000 children across Long Island.

March 2015

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Sabado Succeeds Vomero as President/CEO of Seamen’s Society William P. Sabado, LMSW, JD has been named President/CEO of Seamen’s Society for Children and Families.

Sabado most recently served as President and CEO of St. Vincent’s Services. He was a key figure when St. Vincent’s merged with HeartShare.

He brings a long and rich experience garnered William Sabado there and in other social service organizations to Seamen’s Society.

Sabado held a number of positions at St. Vincent’s prior to being named President/CEO, including Director of Foster Group Care and Associate Managing Director for Youth Residential Services. In addition, he was Executive Director and Chief Executive Officer of the Lula Belle Stewart Center, Inc. in Detroit, MI. “The Board of Trustees is delighted that he has joined our team of administrators and staff with fresh ideas and boundless energy,” said the agency.

Sabado took the helm from Nancy Vomero, MBA, CPA who joined Seamen’s Society as Chief Financial Officer in 1998. “She brought extraordinary organizational ability to the task of completely reorganizing Seamen’s financial structure and streamlining its accounting practices,” said the agency in a formal statement. “Her compassion along with an informed knowledge of the problems faced by our children and families on a daily basis made her a gifted and resourceful leader of the Society. She leaves the organization to Mr. Sabado with renewed vigor and direction.”

Seamen’s Society founded in 1846 serves over 5000 children and families in Staten Island and Brooklyn providing high quality of services in the community to strengthen and preserve families and provide them the opportunity to realize their full potential.

Skanes Announces Plan to Step Down as BGCNW ED Levine New ED at Love Heals Deborah A. Levine of Senior Manager for the has been named Executive National Black Leadership Director of Love Heals, the Commission on AIDS Alison Gertz Foundation (NBLCA).

Previously, for AIDS Education. as a Senior Manager at “We are excited Harlem Congregations for that Deborah has joined Community Improvement us,” said Richard E. Farley, (HCCI) where she Chairman of the Board managed and implemented of Love Heals. “She is an the first major coalition extraordinary addition to of NY City’s houses of the Love Heals team.” worship to deliver HCCI’s Deborah Levine “It’s an honor to join Division of Health & the Love Heals staff and I’m very excited to Wellness Strategies. help move our community to zero infections Founded in 1992, Love Heals, the Alison using the strategic framework of the state Gertz Foundation for AIDS Education, and federal health initiatives,” said Levine. empowers young people in the fight against Levine most recently held the position HIV.

Every Day! New Job Opportunities in the NYNP E-Newsletter

Boys & Girls Club of Northern Westchester (BGCNW) has announced that Executive Director Brian Skanes will leave the organization this spring. Skanes has served in his current role at the BGCNW since 1994, and celebrated his 40th year with the organization on national and local levels in 2014. Skanes will continue Brian Skanes his career with Boys & Girls Clubs of America as Director of Major Metro Services.

Over the past four decades, Skanes has worked his way up within the organization, serving as program director, assistant

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executive director, regional vice president, and executive director at clubs throughout the Northeast before landing in Mount Kisco more than 20 years ago.

During his time at the BGCNW, Skanes spearheaded several successful campaigns including those that raised $7 million for the Club’s major renovation and expansion in 1997 and $4 million for program expansions in 2003. Under Skanes’ leadership, the Club’s budget quadrupled from $800,000 in 1994 to $3.2 million today, the majority raised through donations and a well-developed fundraising program. BGCNW celebrated its 75th anniversary in 2014 and currently serves more than 1,700 children yearly – between 500 to 600 daily – from 60 Northern Westchester towns.

“The Boys & Girls Club of Northern Westchester has made a tremendous impact on the lives of countless individuals throughout Westchester County,” Westchester Deputy County Executive Kevin J. Plunkett said. “I’ve had the privilege of working closely with Brian on a number of initiatives over the years, and I truly respect him and his entire team for providing hope and opportunity to youth in need.”

March 2015

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PEOPLE SERVING PEOPLE

25 New York Nonprofit Press

Davis New Executive Director at The Retreat

Murphy Named President/CEO at ANDRUS

The Retreat, the East End’s comprehensive domestic violence services agency, announced Loretta K. Davis’ appointment as the new Executive Director. Davis officially assumed this role on January 28, 2015.

“We are excited to welcome Loretta to continue moving the Loretta Davis agency in a forward direction,” said Gail Rothwell, the Retreat’s Board President. “Her leadership will strengthen our services, which reach thousands of Suffolk County visitors and residents each year.”

Prior to joining The Retreat, Davis was the Town Justice in Tuxedo, NY for almost 20 years where she presided

Bryan R. Murphy has been appointed President and Chief Executive Officer of the Julia Dyckman Andrus Memorial, Inc. (ANDRUS). Founded in 1928, ANDRUS today is a family-centered social service agency offering an array of innovative programs to help chil- Bryan Murphy dren, families and communities meet their full potential.

“The Board of Directors is very pleased to name Bryan Murphy as President and CEO” said John P. McLaughlin, Chairman of the ANDRUS Board of Directors. “During his tenures as Chief Operating Officer and most recently as Acting President and CEO, Bryan has demonstrated the vision, leadership and skills necessary to guide and grow this 87-year-old agency.”

Murphy has extensive experience in operations management, leading and developing executive management teams, building tactical collaborations, and responding to the changing needs of children and families in a social service setting.

over civil and criminal matters. She worked as Moderator for the Roundtable which is the court of last resort for families recovering from Hurricane Sandy.

“I am inspired by the Retreat’s mission and honored to have the opportunity to lead the Retreat in engaging our East End communities, our regional and state leadership, our donors, and critical community partners to fully realize our shared vision for a violence-free community,” said Davis.

Davis holds a law degree from New York Law School and completed her undergraduate degree at the University of Vermont.

Kotelchuck To Retire as CEO of PCDC Ronda Kotelchuck, founding CEO of The Primary Care Development Corporation (PCDC), has announced that she will be retiring. A search is underway for a new CEO and Kotelchuck will continue to serve in her current role until a new leader is selected and will assist in the transition.

“Over two decades ago, Ronda Kotelchuck and a small group of committed citizens created the Primary Care Development Corporation to ensure that every community has access to primary care,” said Daniel T.

McGowan, Chair of PCDC’s Board of Directors. “Under Ronda’s leadership PCDC has become an invaluable force for change that strengthens and expands the primary care safety net and improves the lives of hundreds of thousands of patients in underserved communities throughout the U.S. ” “I am honored to have had the opportunity to lead PCDC since its beginning and to work with so many talented and dedicated people who support our mission and our work. ,” said Kotelchuck.

HFC’s Conroy Announces Plans to Retire as ED Dr. Kathryn Conroy, Executive Director/CEO of Help For Children/ Hedge Funds Care (HFC), has announced that she will retire in June 2015. HFC’s global board of directors, sponsors and supporters salute Conroy for her strong leadership and unwavering dedication in support of HFC’s mission to prevent and treat child abuse. During her seven year leadership tenure she helped HFC successfully navigate the financial crisis of 2009, double the number of charity events and development revenue, and further expand the organization’s support of child welfare organizations in the United States, United Kingdom, Canada, Ireland, Hong Kong and the Cayman Islands.

“It is with great respect, deep gratitude, and immense professional and personal admiration that we announce the retirement of Dr. Kathryn Conroy as HFC’s executive director/CEO,” said Dean Backer, HFC President and Global

Head of Sales and Capital Introduction in the Global Securities Services business at Goldman Sachs.

“It has been a true privilege to serve as the Executive Director/CEO of HFC,” said Conroy.

Conroy has been the Executive Director/CEO of HFC since August 2008 and was involved in the organization since it was founded in 1998. She began her career as a child care worker in foster care at Good Shepherd Services where she became Director of Youth and Family Services. Later she spent several years in government as the Deputy Coordinator for Youth Services in Mayor Edward I. Koch’s office. Subsequently, Conroy was the Assistant General Director of the Community Service Society focusing on child welfare, poverty, education, housing and health. In 1990 she became Assistant Dean at Columbia University School of Social Work.

Prior to joining ANDRUS, Murphy was Senior Vice President of Facilities and Operations at Lincoln Educational Services, formally The Baran Education Group. He was responsible for directing operations owned by the company, including career and traditional colleges, and allocating and managing an annual operating budget of over 20 million dollars. Additionally, Murphy has nearly 25 years of experience in similar capacities in the higher education and non-profit arenas, including the Jewish Theological Seminary of America, ASPCA Headquarters, St. Francis College and Mount Alvernia.

In addition to his professional experience, Murphy spent 20 years in fire service as a Chief and Chaplain, including as an Honorary Chief of the FDNY. Murphy attended Immaculate Conception Seminary where he studied Theology and then entered St. Francis Novitiate. He took his religious vows as a Franciscan Friar in 1990. In late 2001, after requesting release from the Franciscan Order, he was granted release by the Holy See, in Rome.

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Rosa Named New ED at NCLEJ Margarita Rosa has overall management and been selected to be the direction of the agency. new Executive Director of Previously, Ms. Rosa The National Center for was the New York State Law and Economic Justice Commissioner of Human (NCLEJ).

Rosa brings Rights from 1990 through significant nonprofit and 1994. She was appointed governmental experience

by Governor Mario M. to NCLEJ, having headed Cuomo and was the first Grand Street Settlement woman, the first Hispanic, for the past two decades. and the youngest person She will begin her new to serve in that position. position at NCLEJ in April Margarita Rosa Prior to being appointed 2015. as Commissioner, “On behalf of the Board of Directors she served as the Executive Deputy of NCLEJ, I am very pleased to welcome Commissioner (1988-1990) and General Margarita Rosa as our new Executive Counsel (1985-1988) of the New York Director,” said NCLEJ Board Chair State Division of Human Rights. Before Jennifer Selendy. entering government, she worked as “I am delighted to join NCLEJ,” Rosa a Litigation Associate at Rabinowitz, said. “NCLEJ’s mission to ensure that no Boudin, Standard, Krinsky & Lieberman one lives in poverty or is denied basic (1981-1984) and as a staff attorney at human rights resonates with ‘people of the Puerto Rican Legal Defense and conscience’ throughout the United States Education Fund (1979-1981). and beyond.”

Rosa graduated cum laude from Rosa served as Executive Director Princeton University with a Bachelor of of the Grand Street Settlement since Arts in History and received a juris doctor 1995, where she was responsible for the degree from the Harvard Law School.

26 New York Nonprofit Press

PEOPLE SERVING PEOPLE

March 2015

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Monroe New VP/CFO at ANDRUS

Medina-Braddox New Sr. VP & COO at Seamen’s Society

Christine Monroe accomplished health care has been named Vice executive with demonPresident and Chief strated ability to deliver Financial Officer at results in a fast-paced ANDRUS. not-for-profit environFor the past 35 ment. ” years, Monroe has Monroe earned a worked for ARC of Master’s degree in Public Rockland, most recently Administration from as Associate Executive New York University.

Director for Finance and She received her BA in Administration.

Prior Christine Monroe Psychology from State to that, she served as University Plattsburgh.

Director of Revenue Management and “I am delighted to be joining Director of Employment Services, among ANDRUS,” said Monroe. “The agency’s other roles throughout the agency’s vision and mission resonate with my programs. beliefs about developing and imple“We are very pleased to welcome menting policies that improve the Chris to ANDRUS,” said President effectiveness of care and the agency as and CEO Bryan R. Murphy, “She is an a whole.”

Seamen’s Society for inspiring others to achieve Children and Families has shared goals.” said the announced the appointagency in announcing her ment of Angela Medinaappointment.

Braddox, MPA, as Sr.VP and Medina-Braddox has Chief Operations Officer served in leadership posiof the Society. Medinations at United Cerebral Braddox is a qualified Palsy of Greater Suffolk; health and human services Volunteers of Americaprofessional with more Greater New York; than 20 years experience and Acacia Network, in the field. Most recently, formerly known as she served as a Senior Angela Medina-Braddox Promesa/East Harlem Director at HeartShare/ Council for Community St.Vincent’s Services, Inc. where she Improvement. provided leadership and direction to the She holds a Masters of Public agency’s Family Support Services Unit.

Administration and a Bachelors Degree “She excels in complex project in Professional Studies Human Services management, team leadership, staff from the Metropolitan College of New recruitment, and is goal focused. Angela York, and is a NYS Licensed Therapeutic is particularly gifted in teaching and Caregiver through SCO Family of Services.

Johnson New VP at Chess in the Schools Chess in the Schools in the performing arts and has announced the hiring women’s empowerment of Yolanda Johnson as Vice efforts. She currently holds President of Development positions on the board of and Communications. directors/advisory boards “Johnson’s profesof several organizations, sional experience in including Women in nonprofit development Development New York will be an invaluable addiand the Foundation for tion to our team, and we Post-Conflict Development, are thrilled to bring her based in New York. on board,” said Marley Yolanda Johnson “It is an incredible Kaplan, CEO of Chess in the Schools. honor to join such a great team,” said Johnson’s previous experience Johnson. “Chess in the Schools provides a includes positions at New York City’s wonderful service for inner-city students, Princess Grace Foundation-USA, the helping them grow personally and academiHudson River Museum in Yonkers, New cally. I’m looking forward to working with York, and The Barthelmes Conservatory my new colleagues in helping to expand of Music in Tulsa, Oklahoma.

Chess in the Schools’ ability to make a Johnson is also a prominent figure in positive impact on the lives of students community service and is actively involved throughout New York City.”

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Sandler New HR Director at JCCGCI Jewish Community Council of Greater Coney Island (JCCGCI) has announced the appointment of Elinor Sandler as Director of the Human Resources department.

Sandler holds a Master of Science (MS) degree in IndustrialOrganizational Psychology Elinor Sandler and a BS in Psychology & Human Resource Management, both from Brooklyn College.

She joins JCCGCI from an

international high-tech corporation, where she built a human resources department from the ground up and managed all HR matters for over 300 employees world-wide.

Prior to that, Sandler was the Assistant Director of HR at a leading healthcare organization, working closely with professional providers, administrative staff, and everyone in between. She has experience in both the profit and non-profit sectors.

Harlem United Annouces Strategic Focus and New Staff Six weeks into her tenure as Chief Executive Officer at Harlem United, Jacquelyn Kilmer has made public a renewed focus for the work of the $41-million organization, as well as new leadership to execute this innovative direction.

“Our legacy always has been to respond to the evolving needs of our clients,” said Kilmer.

To implement these plans, Kilmer has expanded her executive management team: Charles Carroll is now functioning as Harlem United’s Chief Operating Officer.

Carroll has been with Harlem United for over six years, mostly recently serving as the Senior Vice President of ADHC’s and Operations. I Tamisha McPherson has moved into the role of Chief Program Officer

and will oversee Managed Care, Billing, Credentialing, Health Services, Housing, Adult Day Programs, Clinical Services and Prevention, Education and Support Services. McPherson has worked with Harlem United since December 2010 and in the healthcare industry for 20 years.

Michael Hester has assumed the position of Senior Vice President for Operations. Hester has served many functions in Harlem United’s history, bringing institutional history and a strong relationship with clients and staff at all levels.

Carroll, McPherson and Hester will join Kilmer on the agency’s Executive Team, along with Alan Zuckerman, Chief Finance Officer, Laura Grund, Senior Vice President of Housing, Health Homes, Grants & Evaluation and Kimberleigh J. Smith,Vice President for Policy,Advocacy & Communications.

March 2015

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PEOPLE SERVING PEOPLE

Koenig Named COO at New York Memory Center Joan Koenig, MBA has been appointed the first Chief Operating Officer at New York Memory Center.

The position was added in re-sponse to the center’s recent growth in programs, services, and staffing.

“We are pleased to have such a senior level operations and accounting professional help with Joan Koenig our expansion and strategic efforts,” said Executive Director Christopher Nadeau.

Koenig received a Master of Business

Administration from Saint John’s University and a Certificate in Not-forProfit Management from Columbia University.

Koenig’s previous experience includes financial management for Family Care International, Woman’s World Banking, and SAGE, all based in NewYork City. In addition, Koenig serves on the board of the Support Center for Nonprofit Man-agement, which has offices in Manhattan.

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UNH Names Co-Directors of Policy & Advocacy United Neighborhood Houses has appointed Gregory Brender and Kevin Douglas as Co-Directors of Policy & Advocacy at UNH effective March 1, 2015. They will serve together as leaders of the Policy & Advocacy Department and will join UNH’s senior leadership team.

Brender, who has been at UNH for almost 7 years, will continue to focus on City-related issues. Douglas, who has been with the agency for almost 4 years, will continue to focus primarily on State work. They succeed Annetta Seecharran, who left UNH last fall, since which time they have been leading the department effectively as Deputy Directors.

Brender is a literature/philosophy graduate of Beloit College in Wisconsin and holds a master’s degree in politics from New York University. Prior to

UNH, he worked for former Manhattan Borough President Scott Stringer and NYS Assembly Member Deborah Glick.

Douglas is a graduate of Eastern Connecticut State University, where he was BSW Student of the Year in CT. He holds the MSW degree from the University of Pennsylvania. Prior to UNH, Douglas worked for a Philadelphia nonprofit, Resources for Human Development, on whose Board he now sits.

“Both Gregory and Kevin have each showed extraordinary commitment to the work of the settlement houses and have successfully forged effective relationships with both government and nonprofit colleagues,” said Nancy Wackstein, Executive Director of UNH. “I have great confidence in their ability to lead and to continue UNH’s important role in New York’s policy and advocacy community.”

27 New York Nonprofit Press

Redman New Dir. of Health Justice at NYLPI New York Lawyers for the Public Interest (NYLPI) has announced that Laura F. Redman, former Senior Attorney at the National Center for Law and Economic Justice (NCLEJ), is joining NYLPI as Director of Health Justice. She will bring her litigation and advocacy experience to lead and manage NYLPI’s Laura Redman health justice team to achieve justice for underserved New Yorkers.

“Laura’s deep commitment to health and racial justice, extensive litigation and advocacy experience, and deep ties within the health justice community make her an ideal leader

of NYLPI’s Health Justice Program,” said McGregor Smyth, NYLPI Executive Director.

“I’m excited to join the talented group of leaders at NYLPI who have successfully leveraged a unique community lawyering model to help empower underserved New Yorkers,” said Redman.

Redman comes to NYLPI from NCLEJ, where she worked for nearly nine years, first as an Equal Justice Works fellow focused on access to Medicaid and later as a Senior Attorney who litigated federal and state class action cases seeking systemic reform in the public benefits system.

D’Auria Joins ARC of Rockland Dr. Dinorah D’Auria, Marchionda. Dr. D’Auria has joined ARC of Rockland will serve as a liaison, as Director of Clinical overseeing the coordinaand Family Services. She tion and integration of earned a Psy.D. in Clinical services and supports Psychology from Carlos across departments, Albizu University in San Juan, always with individual at Puerto Rico and a Bachelor’s the hub.”

Degree in Psychology from D’Auria is enthuInteramerican University in siastic about her role.

San Juan.

“What I find especially Prior to her position Dr. Dinorah D’Auria compelling is the with ARC, D’Auria was resourcefulness of the staff Vice President of Clinical and Ancillary at ARC of Rockland. The people that I Services for Cerebral Palsy of North have met with to date appreciate the Jersey (CPNJ). importance of teamwork,” she says. “I “We are pleased to welcome Dr. look forward to working with an agency D’Auria to our professional staff,” says that brings together all of its resources to ARC Executive Director Carmine maximize each person’s potential.”

Anderson Center Restructures Program Operations and Appoints Key Staff Anderson Center for Autism has announced an internal restructuring to streamline the chain of command and provide greater accountability through organizational change.

Central to the restructuring is the consolidation of programmatic functions Austin Rynne into two divisions: the Program Services Division encompasses all services for children and adults; the Program Supports Division includes all areas of clinical (including consultation), health and related services. Both divisions will report to Patrick Paul, Anderson’s Chief Operating Officer.

Kathleen Marshall is promoted to the position of Division Director of

degree in both Elementary Education and Special Education.

Dr. Austin Rynne, who joined Anderson in 2008, is promoted to the post of Division Director of Program Supports.

Rynne received his Ph.D. in Physical Therapy, after Sudi Kash Kathleen Marshall earning a Master’s degree Program Services. Reporting to Marshall in Physical Therapy, and a Bachelor’s will be the Director of Adult Services, IEP Degree in Electrical Engineering.

Coordinator, and the Anderson School Those reporting to Rynne Principal. She also continues her overinclude the recently hired Clinical sight of Children’s Residential Services.

Psychologist, Dr. John Ashburn, Marshall was previously a lead Special who joined after a 15-year career Educator at the Devereux Foundation as a Psychologist in the U.S. Navy. and is a Certified School Administrator Sudi Kash, Ph.D. assumes the who also holds a Master’s degree in duties of Chief Clinical Officer, Special Education, and a Bachelor’s giving her overall responsibility

for program research and development, reporting directly to COO, Patrick Paul. Kash has more than 25 years of experience, 16 of those working with individuals with developmental disabilities. She holds a Ph.D. in Psychology, as well as a Master’s degree in Clinical Psychology and a Bachelor’s degree in Psychology. Since 2005, she has lectured on Applied Behavior Analysis for the Graduate Senior seminar at SUNY New Paltz.

PEOPLE O’Mahoney New Community Outreach Professional at Wartburg Wartburg has announced the appointment of Catherine O’Mahoney, a professional marketer with over 20 years of experience in the health care and advertising, as its new Community Outreach Professional. In her position, O’Mahoney will collaborate with hospitals, church/ community groups, current and potential referral sources to drive program census for the Wartburg lines of business.

O’Mahoney was most recently Director of Marketing for Tarrytown Hall Care Center in Tarrytown, where she helped significantly increase referral business from hospitals for their skilled nursing programs while successfully building community and school programs to increase community awareness .

Prior to Tarrytown, O’Mahoney worked as Community Sales Director at Atria Senior Living, Sunrise Senior Living, and Sales & Management at AT&T Advertising Solutions, National Cable Communications, Cablevision and CBS Television Stations, achieving an impressive sales record.

“I am very excited to have the opportunity be a part of Wartburg’s dynamic team and to join its outstanding staff,” said O’Mahoney. “I look forward to growing partnerships to increase business in Westchester County and beyond, while honoring the vision of Wartburg founder, Reverend William A. Passavant: to provide a comprehensive and caring environment to nurture the body, mind and spirit of those we serve.”

She has a Bachelor of Business Administration with major in Marketing from Iona College in New Rochelle.

David Gentner, President & CEO of Wartburg, said, “Catherine brings years of experience in advertising and marketing to this role. She understands the changes in reimbursement, the movement towards home and community-based care and most importantly Wartburg’s position as a provider of choice for homecare, shortterm rehabilitative care, adult day services and outpatient rehabilitative services in this region. We welcome Catherine to our organization.”

OUR VIEW $0.88 of Every $1 for Programs: That’s Nothing to Brag About!

The New York nonprofit sector was shaken recently with the announcement that FEGS, a behemoth nonprofit with a solid long-standing track record in the human services sector, was shutting down because of a huge funding gap. Some believe that FEGS might have run into trouble because of reduced government reimbursement rates, which fail to cover the cost of running programs and providing services—a challenge for many nonprofits.

But, a larger issue looms. Nonprofits are coming up short on funding their full administrative costs and supporting the kinds of administrative capacity expansions—such as creating a research and evaluation team—critical to all well-managed organizations. Some people call these costs “overhead,” but “management” or “administrative costs” is much more fitting.

There is some good news: changes in the guidance from the federal Office of Management and Budget (OMB), called “Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards,” became part of the Code of Federal Regulations on December 26, 2014.

The new guidance requires states to pay grantees’ fully-loaded administrative costs. It’s a big win for the nonprofit sector (and comes thanks to a three-year campaign spearheaded by the National Council of Nonprofits). Although there’s still a loophole that allows government to cap the administrative costs in some cases, the regulations require payment of at least 10%. While 10% doesn’t cover the true management costs of running organizations well, it is a step toward recognizing full costs.

Foundations and other funders are also making a priority of supporting building out nonprofits’ management capacity. With growing expectations that nonprofits show outcomes for investments, this kind of support can’t come soon enough.

Organizations that can prove that their programs work have more access to funding and opportunities to expand.

Performance management isn’t the only area where nonprofits need to increase investments.

The Nonprofit Finance Fund, in preliminary findings from their annual state of the nonprofit sector survey, found nonprofits are most concerned about sustainable funding and attracting and retaining top staff.

To be successful in raising money, today’s nonprofits not only need a good fundraiser, they also need IT systems to support fundraising efforts and a communications expert to consistently craft the kind of content that connects with donors and potential donors. To retain top talent, in addition to compensating them, nonprofits must invest in IT, HR, and operations.

Of course, most nonprofits know all this. So what can be done about it?

1. Nonprofits must stop calling it overhead! These are management, administrative, or indirect costs, and they are absolutely necessary.

2. Nonprofits should stop talking about how little is being spent on management, and start talking instead about how investment in management has led to improved results (and the ability to report on them).

3. Nonprofits must define management costs and talk to funders about them (along with #2 above). If funders want to support strong programs, they should know what it takes to run them.

Focusing on and investing in management leads to success. Just look at Row New York, Graham Windham, and Leake & Watts, winners of last year’s New York Community Trust Nonprofit Excellence Awards, which are managed by the NonProfit Coordinating Committee of New York. This paper documented their management practices and corresponding successes in the December issue. These organizations have increased fundraising, brought on smart, dedicated staff, and shown outcomes of their programs. For their investment in management, they have grown and have been able to more efficiently and effectively serve their clients.

Anat Gerstein is president of Anat Gerstein, Inc., a communications consulting firm that serves the nonprofit sector. She is also a selection panel member of the New York Community Trust Nonprofit Excellence Awards, which launches this month.

March 2015

Three NY Orgs Get $9M in Head Start Grants U.S. Senators Charles Schumer and Kirsten Gillibrand have announced more than $9 million in grants for early childhood education programs in Brooklyn and Staten Island, which will serve children from low-income families.

Community organizations from across the state applied for the funding, and the award to three programs in New York City will support Early Head Start and Head Start programs that provide critical education and development services.

“Skillfully educating our children from an early age via quality Head Start programs is a key to a bright academic future,” said Senator Schumer. “This wise investment in Head Start programs on Staten Island and Brooklyn will bring real results to young students by providing them with the tools and resources they need to succeed in and out of the classroom. I am proud to support this essential funding and will continue to deliver resources to support Head Start programs in New York” “Early education programs provide the strongest foundation for our children’s success, which is why these new grants are so important for New York families,” said Senator Gillibrand. “With this new funding, our community Early Learning and Head Start programs will have the resources they need to serve our students and prepare them for bright futures in the classroom and beyond.”

As a part of the grant process, the Department of Health and Human Services accepted applications from early education providers across the state.

Three community based programs in New York City were selected to receive more than $9 million, including: • $2,183,043 for United Academy in Brooklyn • $2,191,996 Yeshiva Kehilath Yakove in Brooklyn • $4,942,984 for Project Social Care Head Start in Brooklyn and Staten Island As of the latest Census data from 2010, almost half of all New York City families with children have kids under six years old. Brooklyn has the most number of families – approximately 147,000 – who have young children, toddlers, and infants.

Early Head Start and Head Start provide comprehensive child development programs for children from birth to age five, pregnant women and families.

Community organizations are awarded grants to provide Head Start services in their community through the U.S. Department of Health and Human Services. Head Start programs primarily serve children ages three and four while Early Head Start serves pregnant women, infants and toddlers. The comprehensive services these programs offer include early education, health screenings, social and emotional health, nutrition, social services, and services for children with disabilities.

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CAS Wins $2.3M USDA Grant for SNAP Nutrition Education and Obesity Prevention The Children’s Aid Society has received an award of $2.3 million in funding from the U.S. Department of Agriculture’s Supplemental Nutrition Assistance Program (SNAP) Nutrition Education and Obesity Prevention grants. Spread over five years, the grants will finance a wide range of practical and educational programming at Children’s Aid locations, all designed to promote healthy food choices on a limited budget and active lifestyles.

“One of the bedrock principles of our mission at Children’s Aid is that youngsters who are healthy are best positioned for success in school and in life,” said Phoebe Boyer, president and CEO of Children’s Aid Society. “We work in neighborhoods where health issues such as childhood obesity and asthma are particularly acute and can have devastating effects. As a result, we are compelled to help educate and guide children and families toward more healthful living. This grant will be crucial in our pursuit of that goal.”

The grant will support an array of projects and services: • Nutrition education workshops and event; • Physical activity demonstrations that will promote participation in fitness activities at Children’s Aid sites;

•

Nutrition and wellness committees at Children’s Aid sites to establish and reinforce nutrition and obesity prevention policies and programs; • Staff nutrition education to establish them as healthy role models; Food box distribution; • Food and cooking demonstrations at events, fairs, and food box distribution sites; • Vegetable gardens that will serve as a source of health education; • Comprehensive marketing and social media plan to provide educational materials and to spread health and food information to larger audiences.

“We are thrilled at the opportunities this grant offers us in the way establishing lifelong healthy habits for children and families in New York City,” said Beverly Colon, vice president of the Health and Wellness Division of Children’s Aid. “Our Go!Healthy nutrition and wellness program has already had an amazing impact on so many in the Bronx, Harlem, Washington Heights, and northern Staten Island. It’s incredibly exciting to have these new resources to substantially expand that impact.”

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The Bridge Gets $25K Burpee Grant Bridge Chief Executive Officer, Susan Wiviott announced that George Ball, Chairman of the Board of The Burpee Foundation, recently awarded a $25,000 grant for The Bridge Urban Farm Horticultural Program. The Bridge, in its 61st year, provides safe and affordable housing and mental health services to New York’s most vulnerable in Manhattan, the Bronx, Brooklyn, and Queens.

Ball is also Chairman and CEO of W. Atlee Burpee & Co., the 139-year-old catalogue and internet seed supplier. Ms. Wiviott commented, “We are thrilled that The Burpee Foundation has renewed its support and donated this generous grant to our Urban Farm Horticultural Program. George Ball and The Burpee Foundation have supported The Bridge since 2005, and we are so grateful.”

This grant will be used to continue supporting our three Urban Farms, one in the Bronx and two in East Harlem in Manhattan, as well as to expand our Greenhouse capability during the winter months. And, once again, The Bridge is proud to continue its collaboration with

29

GRANTS

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The Horticultural Society of NY, on these exciting projects. The Bridge Program has grown dramatically as it impacts several neighborhoods throughout the city.

The goals of the Urban Farms are to provide our clients with access to fresh fruits and vegetables, to improve their health by teaching about proper nutrition, and to reduce reliance on food banks. The farms also provide our clients with work training opportunities in horticulture and paid jobs.

For the clients of The Bridge, working with plants, growing their own produce and being outdoors promotes health and well-being.

The Bridge is extremely proud with the continuing success of our Urban Farm Horticultural Program that improves the quality of life for so many New Yorkers.

And, we thank The Burpee Foundation for their support. Clients blog about their experiences at myurbanfarm.blogspot. com where they outline their accomplishments with the Urban Farm Program.

The Burpee Foundation is a nonprofit corporation dedicated to funding programs that support horticultural and environmental enhancement.

Concern for Independent Living Gets $312K Home Depot Grant Concern for Independent Living has been awarded $312,134 from The Home Depot Foundation to support the Concern Ronkonkoma Veterans Housing project. The mission of The Home Depot Foundation is to improve the homes and lives of U.S. military veterans and their families. Since 2011, they have invested more than $82 million to support the housing needs of veterans. In addition, Home Depot associates contribute their own time and talents to make a difference for veterans in local communities through Team Depot, an associate-led volunteer force. Concern also is looking forward to partnering with Team Depot volunteers on this project.

The goal of the Concern Ronkonkoma Veterans Housing project is to provide much needed affordable housing on Long Island to veterans who have served our country. Concern Ronkonkoma will provide housing with supportive services for 30 homeless veterans and 29 low-income families in

Suffolk County, Long Island. It will include laundry facilities, outdoor gardens, offstreet parking, computer room, exercise room, community spaces and staff offices.

Designed to resemble a townhome community that will blend seamlessly into the surrounding neighborhood, Concern Ronkonkoma will meet the criteria of ENERGY STAR v. 3.0 and Enterprise Green Communities. Construction on this project began in 2014 and completion is anticipated in early 2016.

“Concern is elated to work with Team Depot and The Home Depot Foundation on this important project,” remarked Ralph Fasano, Executive Director of Concern for Independent Living. “Partnerships such as this are an integral part to ending veteran homelessness in our region.”

Additional funding for this project was provided through Low-Income Housing Tax Credits, New York State Office of Mental Health, New York State Homeless Housing and Assistance Program, and the County of Suffolk.

30 New York Nonprofit Press

EMPLOYER OF THE MONTH

CAMBA

Adapting and Thriving in a Changing World

By Rachel Coleman

“The one constant here is change,” said Kathy Dros. “From the types of clients we’re serving, to the kinds of things we ask people to do.”

Dros is Executive Vice President of Human Resources for CAMBA, a nonprofit agency serving 45,000 people in New York City every year, including 9,000 youth.

Born in Brooklyn in 1977, CAMBA now has programs and services in every borough.

Adapting to fit the needs of the community, the agency serves low-income families, immigrants, youth, refugees, the homeless, entrepreneurs and those diagnosed with or at risk of HIV/AIDS. “We do almost everything for people in the community who are in need,” said Beverly Cheuvront, Director of Communications and Marketing for CAMBA. The agency’s services cover six major areas, including economic development, education and youth development, family support services, HIV/AIDS services, housing services and development, and legal services.

All of those efforts translate to a need for a large and diverse workforce. Currently CAMBA has about 1,250 employees, including a significant number of former clients—something they feel sets them apart from other nonprofit agencies.

Dros said many former clients return out of a desire to pay it forward, using their firsthand experience and unique connection to the community to help others. In particular, she mentioned long-time employee Ernie Washington.

When Washington first encountered CAMBA, she was a homeless mother. When Washington reached a stabilized situation, she returned and went into local shelters to help other mothers.

“She just bloomed,” said Dros. “She was instrumental in starting our first homeless shelter.”

Dros said when they received a request for a proposal for a homeless shelter, they initially dismissed it out of hand because they had never attempted it before, but Washington saw the request in the trash bin and fished it out, telling them, ‘We can do this!’

A short time later, CAMBA opened its first shelter. They now have seven homeless shelters (two for families) and one drop-in center.

Over the last twenty years, Washington has continued to serve as a housing advocate for CAMBA, placing hundreds of families in permanent housing.

Washington isn’t the only one to return.

According to CAMBA, about 15 percent of their employees are former clients, including some vice presidents. Dros said they will also sometimes recruit former clients who have displayed leadership qualities and skills.

“We will continue to do that because it really connects us to clients in a very real

March 2015

way,” said Dros, explaining that former clients uniquely identify with others in their community and the problems they face.

“This practice helps to keep CAMBA client-centered, brings us real-world expertise, and erases the lines between ‘them and us.’

CAMBA truly is ‘us and us,’” said Cheuvront.

Dros said they also hire to reflect their changing clientele, which is affected by both local factors like the economy, as well as conflicts around the world. Most recently they’ve seen a growth in the number of refugees from Afghanistan.

CAMBA’s staff currently speaks more than 40 languages and they are provided with various forms of training to provide the best services to their clients.

The agency has an internal training department with many resources for staff, and they also encourage outside professional development. Employees receive training on the different services offered by CAMBA and their agency-wide referral process.

“This emphasis on training helps CAMBA retain staff, gives them personal growth opportunities – and helps ensure that our clients get the best possible services,” said Cheuvront.

Cheuvront said they also work to keep employees on the same page, which can be hard when working with such a large staff spread across the city.

“To communicate with all of them is a challenge,” said Cheuvront, explaining that they have taken to publishing a monthly in-house newsletter.

The newsletter highlights employee programs, gives a “flavor” of what is happening in the different departments, updates employees on new programs and other changes and invites them to many different events.

“It’s really a big, giant family,” said Cheuvront.

Dros noted that the work isn’t easy and clients at times can be challenging. Employees at CAMBA therefore, show a real commitment to helping others.

“It’s truly a vocation more than a job,” said Dros.

When looking at a prospective employee, Dros said they ask the individual how they handle change and make sure they understand the position and the clients.

They look for those that are committed and enthusiastic.

“Enthusiasm is a wonderful, contagious thing to have,” said Dros. “When people are excited about working with people, that really carries through.”

Employees at CAMBA are offered a benefits package including health, dental, vision, life and disability insurance; vacation, personal and sick time; and a 403b plan for savings.

“We really worked hard to put together a comprehensive package,” said Dros.

Retaining staff is one of the challenges for the human resources department of any

nonprofit agency. At CAMBA, Dros said they believe in promoting from within, which has resulted in longevity.

“Forty percent of the staff has been with the agency for five years or more,” said Dros. “It creates stability.”

Dros explained that retaining their staff means they retain organizational knowledge—they know who to call to get something done and they get up to speed in the new position more quickly than a new hire.The move is also less expensive for the agency. The individual gains experience and new responsibilities and enjoys personal development.

“It’s really amazing,” said Dros, adding that she didn’t think the longevity was typical when compared to other organizations.

Dros said she attributed the accomplishment at least in part to their “visionary leader” Joanne Oplustil, president of CAMBA, and their philosophy of “yes, we can do this.”

“I can’t say enough about the staff,” said Dros. “I see myself here in a helping role, a supporting role. It’s the staff that makes the agency.”

Dros has been employed by CAMBA for 29 years this April.

“When I first came, it was a tiny little agency,” said Dros.

Back then, the agency was housed all in one office with about 40 employees, where they met with their clients.

“It was so exciting,” said Dros.

“Everything was forever changing.”

Dros said the agency is still in a constant state of change. In order to continue that growth and expansion, they have launched a new management system called Project Ingenuity.

This program allows them to enter a new client into the system and see a list of all the CAMBA programs that an individual is eligible to receive. An individual could come in for a particular service, like an ESL class, and be internally referred for legal services or new parent support.

The cross referral system is partially up and running, with 28 programs integrated into the system. The remaining programs are gradually being added. Many of CAMBA’s programs are dependent on government funding and have restrictions on those who are eligible to receive the services.

“It’s not a process that happens overnight,” said Cheuvront.

Meanwhile, CAMBA is continuing to branch out into new areas, including building much needed affordable housing.

In February, they were awarded a $1.9 million grant to help finance the conversion of a former psychiatric hospital into 293 units of supportive housing for low- and very low-income households. Just a few weeks earlier, CAMBA celebrated the ribbon-cutting of 197 affordable apartments and the ground breaking ceremony for another 287, all in Brooklyn.

CAMBA is also beginning a Health

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Kathy Dros Home program, which Dros described as a “new strategy for helping people with chronic illness” who are Medicaid eligible.

According to the NYS Department of Health, a Health Home is a care management service model where an individual has a care manager who oversees and provides access to services to insure the individual receives everything they need to stay healthy and out of the hospital. Their health records are shared among their providers so that services are not duplicated or neglected.

Looking forward, Dros said they have been creating programs and services like Health Homes and affordable housing as they identify the needs. They also now help local mom-and-pop shops with training to help them become sufficient and compete with larger companies so they can stay in their communities.

Cheuvront said CAMBA’s employees are the people on the front lines. When they suggest solutions to different issues, they “very often get implemented–because they’re the experts.”

Many times these employees were former clients with a unique understanding of those needs. Cheuvront and Dros mentioned a student that attended a CAMBA program and learned film-making. He became so enthusiastic that he turned it into his chosen career and is currently attending college.

Meanwhile, he works as a freelance professional and teaches video skills to the next generation at CAMBA. That desire to give back also seems to run in the family as the agency is now seeing the children of former clients—now employees—come to work at CAMBA. “It just comes full circle,” said Cheuvront.

With new programs and services all the time and the expansion of their Health Home program, CAMBA has a wealth of job openings. Dros said they currently have 70 full-time job openings and they are constantly hiring.

Even with interest from former clients and a great online application response, they also actively advertise, attend job fairs and even recruit from local colleges.

“It’s a never-ending process,” said Dros.

“It’s like a well-oiled machine.”

For more information on CAMBA or to submit an application, visit: www.camba.org.

March 2015

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JOBS

VICE PRESIDENT OF PRACTICE INNOVATION - SUS SUS, a leading non-profit organization that provides housing and supportive

services to New Yorkers seeks a Vice President of Practice Innovation. Reporting to the COO, the VP of Practice Innovation is responsible for review of the literature, development, implementation, and ongoing support for high-impact training and technical assistance delivered to SUS behavioral health direct staff and managers.

The VP researches, designs, implements directly criteria-referenced, performanceand competency-based trainings, technical assistance, and other professional development activities at SUS where the goal is to provide behavioral health staff the skills to consistently utilize best approaches to service delivers. This will involve the collection of both process and outcomes data in order to evaluate impact of training, education, and interventions.

The successful candidate will have demonstrated experience with designing and providing staff training and development opportunities; applying evidence-based and other best practices in the behavioral health in a wide range of housing and clinical settings toward improving service delivery and outcomes; operation of behavioral health programs and clinical practice; solid understanding of recent changes in the financing and delivery of behavioral health disabilities services (Medicaid Managed Care, 1115 Waiver).

This candidate should have the ability to facilitate positive relations with insurance plans, external consumers and key stakeholders and report regularly, in written format on outreach and impact to these audiences; investigate new models of care that are consistent with SUS mission, and the funding mechanisms forthcoming from Medicaid; and to develop training plans consistent with same; a strong familiarity of applied contemporary practice literature (peer reviewed, best/evidence-based, published) associated with behavioral health.

A thorough understanding of the basics of program evaluation- design, data collection, methodology, implementation, and analysis as well as the motivation necessary for achieving or surpassing objectives; and passion for improving delivery of services with a commitment to continuous improvement is a must.

Master’s degree in a relevant business and or human services discipline. Ph.D. degree desirable. A minimum of 10 years in the health/behavioral health and or relevant public/private sector experience.

Interested candidates please forward resume along with cover letter indicating position of interest to: mshlak@sus

THE DIFFERENCE BETWEEN DOING A JOB AND LOVING YOUR WORK… At EPIC Long Island, we care about your satisfaction and well-being in the

same manner that we care about the individuals we serve. You will enjoy long term stability with advancement potential amidst our culture of learning, skill development and flexibility. A strong focus of our organization is serving intellectually challenged individuals by providing them with a home-like environment, education, work opportunities and therapeutic support. You will find your colleagues to be supportive and dedicated. All of our associates - regardless of their position - help us to achieve our goal of improving the daily lives of the individuals we serve.

JOBS ASSISTANT CONTROLLER

Developmental Disabilities Institute, DDI, is one of the largest providers of care to children and adults with Autism, developmental disabilities and other special needs. DDI has been a part of Long Island for nearly 50 years serving over 1,500 children and adults with Autism, other developmental disabilities and special needs. DDI provides innovative and expansive services to our population through various residential services, day habilitation programs and vocational services. We currently have an opening for an Assistant Controller at our Smithtown, LI, location.

Qualifications: Bachelor’s Degree in Accounting or Finance Min of seven years accounting experience preferred, and at least two years of supervisory experience Strong computer skills, including Excel Strong problem solving and communication skills Prior not-for-profit experience required • Must be organized, efficient and able to multi-task • Supervise Accountants • Prepare and analyze annual Consolidated Fiscal Report (OPWDD and SED funding) • Various analyses as required • Cash management • Coordinate & communicate with other divisions and departments • Preparation of schedules for auditors • Account analysis • Maintain integrity of balance sheet and general ledger • Detailed review of entire financial statement package on a monthly basis • Preparation of monthly reports and schedules Responsibilities: • Supervise Accountants • Prepare and analyze annual Consolidated Fiscal Report (OPWDD and SED funding) • Various analyses as required • Cash management • Coordinate & communicate with other divisions and departments • Preparation of schedules for auditors • Account analysis • Maintain integrity of balance sheet and general ledger • Detailed review of entire financial statement package on a monthly basis • Preparation of monthly reports and schedules for Board package Essential Physical Demands: • Regularly required to sit; talk or hear, both in person and by telephone • Repetitively use hands or wrists to operate, finger, handle or feel office equipment • Reach with hands and arms.

• Frequently required to stand and walk.

Specific vision abilities include close vision and the ability to adjust focus Apply online at jobs.ddiny.org

Currently, we have the following employment opportunities--all positions are full-time unless otherwise noted:

Corporate Compliance Coordinator - Nassau/Suffolk:

BA/BS in finance, healthcare administration, or related field and minimum three (3) years OPWDD experience required. Prior supervisory and/or compliance experience and a clean/valid NYS driver’s license preferred. The ideal candidate must be willing to travel throughout Long Island and NYC.

QIDP - Suffolk County:

BA/BS in heath related field (Psychology, Social Work, Special Education, etc.), minimum one (1) year experience working with DD population, and a clean and valid NYS driver’s license required. Prior experience with behavior plans a plus.

Residence Manager - Nassau County:

HS diploma/GED, minimum of three (3) years OPWDD experience with at least one (1) year supervisory, and a clean and valid NYS driver’s license required. BA/BS strongly preferred.

Assistant Residence Manager - Nassau County:

HS diploma/GED, minimum of three (3) years OPWDD experience, and a clean and valid NYS driver’s license required. BA/BS and prior OPWDD supervisory experience preferred.

Direct Support Professionals - Nassau/Suffolk FT/PT:

HS diploma/GED, a clean and valid NYS driver’s license and ability to lift and transfer adults required.

Prior DSP, HHA or CNA experience preferred.

Benefits Manager – Nassau County:

BA/BS in human resources, business administration, or related field, minimum of two (2) years benefit administrator experience, and a working knowledge of FMLA, LOA, COBRA, state disability and workers’ compensation required. The ideal candidate must be willing to travel throughout Nassau and Suffolk to program sites.

If you wish to join our team, please forward your resume to HR@EPICLI.org indicating position of interest. www.epicli.org EOE

The New York Nonprofit Press is seeking writers and reporters for freelance and possible future staff positions. Professional experience and knowledge of and/ or interest in the nonprofit human services sector preferable. Send cover letter, resume and writing samples to editor@nynp.biz.

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JOBS Social Services

New York Nonprofit Press

CASE MANAGER

Catholic Charities Neighborhood Services, Inc. (CCNS)

is a not-for-profit multi service social service agency with approximately 160 programs and services in Brooklyn and Queens.

CCNS is currently seeking to fill a Case Manager position for its Older Adult Services program located in Hollis, Queens.

This individual will be responsible for providing direct social services to homebound older adults, age 60 years and older.

The case manager will meet with clients in their homes and will complete comprehensive assessments of the older persons’ functional and cognitive capacities and limitations and eligibility for benefits and entitlements. He/she will then develop and implement a care plan to address any unmet needs so that the older person can continue to live safely in his/her own home.

This position requires a BA or BS degree from an accredited college or university, good verbal and written command of the English language and computer literacy. Applicant must have a driver’s license and access to a car.

Contact Information: Please e-mail resume and cover letter to: OAS.Resume@ccbq.org EEO/AA

FIELD INSPECTOR InterAgency Council of Developmental Disabilities Agencies Inc. – New York, NY The InterAgency Council of Developmental Disabilities Agencies (IAC) mission is to promote and develop sufficient and appropriate services which enhance the lives of people with developmental disabilities. We oversee the transportation of approximately 5,600 individuals from home to their vocational and day habilitation settings daily. To achieve that end, IAC is seeking a highly qualified field inspector to inspect & evaluate vehicles, equipment & bus staff (qualifications/certifications) and general safety procedures. *Duties*: • s/he will investigate vehicle accidents, equipment failures and compliance issues • investigate and evaluate the complaints from service providing agencies, guardians, residential facilities and transportation companies • Submit reports on findings • Review pre-hire credentials of prospective transportation staff for accuracy and compliance *Qualifications*: The successful candidate should have the following: • Familiarity with people with developmental disabilities.

• An ability to work independently; • Computer Savvy • Valid NYS Driver’s License • BA a plus Review http://iacny.org/iats.html for more information Salary is $19.23 per hour, 35 hour week with excellent benefits.

Resumes should be forwarded to Ryan@iacny.org

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NYNPJOBPOSTINGS@NYNP.BIZ

Nonprofit OpCon

“Streamlining Processes and Operations for New York Nonprofits”

With this presentation we are focused on streamlining processes and operations for nonprofits in New York. There are new industry standards to consider, and new guidelines around applying for public funds to learn. Bring your organization into the 21st century and abandon old practices that are depleting your valuable resources! It’s a new day in the nonprofit industry; join us as we explore these insights and strategies.

June 2, 2015

at Baruch College, 55 Lexington Avenue, NYC

Who Will Attend:

Executive Directors, Chief Financial Officers, Chief Accounting Officers and Chief Operating Officers of major nonprofits, City and State Public Officials, and Directors of Information Technology at mid to large sized New York nonprofits; those who service these executives.“Streamlining Processes and Operations for New York Nonprofits”

Why:

Because of budgets and funding it appears that all nonprofits need automated systems, strong financial practices, smart real estate strategies and multiple grant tracking capabilities. This event will bring together top-level Board Members, Executive Directors and Chief Financial Officers from nonprofits across New York to discuss how to streamline operations processes and make smart choices that effect the day to day and year to year of nonprofit institutions.

Discussions to include: • • • • • • •

Pressures for Managing and Leadership in Change Assessing the Real Estate Process Human Resource Challenges Impacting Financial and Mission Success Nonprofit Efficiency: Managing Risk, Overhead and Failure Efficiently Reporting Outcome Instead of Output Finance Strategies and Best Practices What are the Latest Technological Tools for Streamlining Processes?

Speakers to include:

Fran Barrett, Governor Cuomo's InterAgency Coordinator for Nonprofit Services Matthew Klein, Executive Director of the Center for Economic Opportunity, and the Senior Advisor for Service Innovation, Mayor's Office of Operations

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