NYN Review January 2016

MEDIA - REVIEW DIGITAL - CAREERS - EVENTS

Issue N°7 January 12th, 2016

S P O T L I G H T O N 2 016 C H A L L E N G E S

HOMELESSNESS p.17-20 FIGHT for $15 p.21-24 CRIMINAL JUSTICE p.25-27 AGENCY OF THE MONTH

FRONT-LINE HERO

TUESDAY’S CHILDREN

Read more page 11

ELSA CRUZ PEARSON, THE FAMILY CENTER Read more page 9

TRADE TIPS

NEW YORK NONPROFIT TECHCON COVER AGE Read more page 8

NOTABLES

LONG BEACH REACH, INC.

RECENT GALAS AND EV ENTS Read more page 14

PROGRAM EXPANSION

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• P/T Secretary/Receptionist for phones, correspondence, data gathering & entry exp. With Microsoft Office programs.

All positions excellent salary, benefits, individual supervision & professional development. Some evening hours required. Email resume with copy of license and references to jsmith@longbeachreach.com.

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New York NoNprofit Media would like to thaNk its 2016 aNNual spoNsors for all of their support: AABR, Inc. Abbott House ANDRUS Astor Services for Children and Families Brooklyn Community Services Children’s Home of Poughkeepsie Children’s Village COFCCA Communilife East Side House Forestdale Good Shepherd Services Graham Windham Services for Families and Children Green Chimneys Greystone The Guild for Exceptional Children Health and Welfare Council of Long Island Heartshare Human Services of New York Henry St. Settlement Hour Children Human Services Council Independence Residences, Inc. Institute for Community Living InterAgency Council of Developmental Disabilities JCC of Greater Coney Island JCCA Leake & Watts Services, Inc

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Life’s WORC Mercy Haven Mercy Home for Children MercyFirst New York Asian Women’s Center New York Common Pantry Ohel Children’s Home & Family Services PSCH Public Health Solutions QSAC Richmond Community Services SCO Family of Services, Inc. Seaman’s Society for Children & Families Sheltering Arms Special Citizen’s Futures Unlimited, Inc. St. Catherine’s Center for Children St. Dominic’s Home St. Francis Friends of the Poor Stanley M. Isaacs Neighborhood Center Staten Island Mental Health Society Stonewall Foundation SUS United Cerebral Palsy of NYC United Neighborhood Houses of NY University Settlement/The Door Visions/Services for the Blind Westchester Family Services

look forward to workiNg with You agaiN iN

froM the NYN Media teaM

2016!

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

JANUARY 2016

CONTENTS TRADE TIPS

5. How much will it cost? Program budgeting 101 6. Monitoring your organization’s fiscal health 7. From the experts: Tips to dial up your management in 2016 8. NYN Presents: TechCon

NOTABLES

9. Front-line Hero: Elsa Cruz Pearson, Staff Attorney at The Family Center 10. CEO Corner: Ronald Richter, JCCA 11. Agency of the Month: Tuesday’s Children 12. The Robert Bowne Foundation spends down 13. Defining, sharing and achieving excellent management practices 14. What’s new in fundraising events

THANK YOU TO OUR ANNUAL SPONSORS!

AABR, Inc.

Mercy Haven

Abbott House

Mercy Home for Children

ANDRUS

MercyFirst

Astor Services for Children and

New York Asian Women's

Families

Center

Brooklyn Community Services

New York Common Pantry

Children's Home of

Ohel Children's Home &

Poughkeepsie

Family Services

Children's Village

PSCH

COFCCA

Public Health Solutions

Communilife

QSAC

East Side House

Richmond Community

Forestdale

Services

Good Shepherd Services

SCO Family of Services, Inc.

Graham Windham Services for

Seaman's Society for Children

Families and Children

& Families

Green Chimneys

Sheltering Arms

Greystone

Special Citizen's Futures

The Guild for Exceptional

Unlimited, Inc.

Children

St. Catherine's Center for

Health and Welfare Council of

Children

Long Island

St. Dominic's Home

Heartshare Human Services of

St. Francis Friends of the Poor

New York

Stanley M. Isaacs

Henry St. Settlement

Neighborhood Center

Hour Children

Staten Island Mental Health

Human Services Council

Society

Independence Residences, Inc.

Stonewall Foundation

Steve Farbman, Chairman Tom Allon, President / CEO Andrew Holt, Group Publisher Guillaume Federighi, Creative Director

Institute for Community

SUS

NYN Media

Living

United Cerebral Palsy of NYC

InterAgency Council of

United Neighborhood Houses

Lissa Blake, Publisher Aimée Simpierre, Editor-at-large Jeff Stein, Contributing Editor

Developmental Disabilities

of NY

JCC of Greater Coney Island

University Settlement/The

JCCA

Door

Leake & Watts Services, Inc

Visions/Services for the Blind

Life's WORC

Westchester Family Services

NYNmedia.com

2016 CHALLENGES

PERSPECTIVES

EVENTS

CAREERS

17. Nonprofits react as head of homeless services steps down 18. Who counts? Doubts raised over homeless data 20. Banks: City will review nonprofit contracting 20. Revisiting failed homelessness policies 21. Report: $15 wage floor to cost $250-$300 million yearly 22. Wage Warriors: Roundtable with James Parrott, Allison Sesso and Jennifer Jones Austin 24. Funding a sticking point in wage debate 25. A new phase in juvenile justice reform 26. Forging a path toward true criminal justice reform 27. Rebuilding the lives of individuals with criminal convictions

28. Paula Gavin: Promoting the purpose of nonprofit organizations

29. Featured nonprofit and government events throughout New York State

30. The go-to career center for New York’s nonprofit industry

61 Broadway, Suite 2235 New York, NY 10006 General (646) 517-2740 Advertising (646) 517-2741 info@nynmedia.com

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To have your letter to the editor considered for publication, leave a comment at www.nynmedia.com, tweet us @nyn_media, email info@nynmedia.com or write to 61 Broadway, Suite 2235, New York, NY 10006.

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

FROM THE EDITOR'S DESK

AIMÉE SIMPIERRE

W

elcome to the January 2016 issue of New York Nonprofit Review Call us overly ambitious for focusing on three major challenges in our spotlight section, but efforts to reduce homelessness, provide a living wage and improve the lives of individuals with a criminal conviction are all high on our state’s agenda right now. And nonprofits are, as per usual, on the front lines making these efforts work on the ground.

For this issue, we gathered some of our sector’s thought leaders to weigh

in on the viability of recently proposed strategies for addressing these challenges as we look ahead to their implementation during the coming year. Fortunately, as the new editor-at-large of New York Nonprofit Media, I think my industrious team and I had just enough fresh energy to pull it off.

Contributing Editor Jeff Stein’s Wage Warrior piece gets some of the smartest people into the room to discuss the fight for $15. Allison Sesso of the Human Services Council makes this meaningful statement: “A lot of the reasons that people are at our doors to begin with is because the wage gap is too big.” Will the state put up the $250 million-$300 million that Frank Runyeon reports a $15 wage will cost the sector? Can the cost be covered, as James Parrott of the Fiscal Policy Institute projects, from savings (hopefully) realized as lower-wage workers become more economically independent? The answers to these questions are one measure of how seriously our state takes the effort to tackle inequality.

So many clients in our sector are looking for housing, or more affordable housing. But standards for de-

fining and counting homeless individuals are vague at best. Are those living in shelters homeless? Are we counting individuals forced from their homes because of domestic violence? Should we just build more affordable housing units, or do more to address the factors that drive individuals to homelessness in the first place? Our coverage looks at what’s being done and shares thoughts on what should be done.

A criminal conviction, no matter how serious the crime, is an albatross around the neck that few have been able to rid themselves of. If your rap sheet’s first entry comes at the age of 15, or younger, the rest of the story is likely to spell disaster – unless new strategies provide effective solutions.

We explore new limited secure placement sites designed to rehabilitate juvenile offenders. Our reporter Rosalyn Retkwa looks at measures recently passed by the governor that seek to guard public safety while giving those with a record an improved chance for success upon re-entering society.

These are not easy challenges, but this is a new year so hope is in the air.

Just in time, this issue also contains some great foundational practices,

ripe for implementation, to improve management and operations at your nonprofit. They include everything from how to build diversity on your board to tips for costing out new programs. This reflects a continuing commitment to share best practices and provide practical information to support your ability to do what you do. Tell us what you think about this issue. Help us grow by sharing this content and our daily e-newsletter with your staff and colleagues. Feel free to reach out to me (asimpierre@ nynmedia.com) and let me know what issues you think deserve our attention. This is a big job, but I do believe New York Nonprofit Press’ rich legacy is in safe hands with the great team we have here at New York Nonprofit Media. I’m humbled by this task and excited to learn and share with you. Here’s to the beginning of a productive partnership.

Best, Aimee Simpierre PS: It was great meeting so many of you at our 40 under 40 Rising Stars event and NYN TechCon. Hope to meet even more of you at NYN FundCon in March!

How well do you tell your organization’s story to donors?

Volunteers? Your Board? Funders? Government partners?

Do better.

Find out how we can help.

Visit us at www.anatgerstein.com or call us at 718-793-2211 4

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January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

TRADE TIPS

HOW MUCH WILL IT COST? PROGRAM BUDGETING 101

By PAUL KONIGSTEIN

C

ongratulations! The program officer at your favorite foundation has finally invited you to submit a proposal for the new program you would like to start.

You’re thrilled, but now comes the hard part: outlining a budget that will cover the true cost of operations. This calculation may not be as simple as it sounds. Some costs are obvious – program materials, salaries, location costs – but others are hidden. Here are some budgeting tips to consider while preparing your program proposal.

In finance and accounting, obvious costs are called direct costs and the hidden ones are called indirect costs. Direct costs are incurred specifically for the benefit of a particular program while indirect costs are incurred for the benefit of the organization as a whole. When figuring the cost of a new program, nonprofits must be careful not to overlook the less obvious but often very important indirect costs, potentially resulting in underfunding of the program.

The largest direct costs are typically the salary and benefits of the personnel delivering the program service. Non-personnel direct costs are often referred to as “other than personnel services” and typically include equipment, materials, supplies and transportation.

Classic indirect costs are rent, utilities, insurance and office expenses, such as internet access, photocopying and postage.

However, classification as a direct or indirect cost depends upon the context.

For example, rent can be either a direct or indirect cost. The rent a social services organization pays for its administrative office is an indirect cost, but the rent the same organization pays for the site of its homeless shelter is a direct cost to the homeless shelter program. Similarly, snacks provided to children in an afterschool program are a direct cost, but the same snacks at the office holiday party are not.

Nonprofits tend to assume indirect costs will not be affected by the startup of a new program. This is not always true. For instance, a new program may require new staff. Do you have room in your office for the new staff or will you have to move to a bigger space? If you have to move, the increase in rent is an indirect cost of the new program. Often a new program requires a new type of insurance coverage. The new insurance is another indirect cost of that program.

Before starting a new program, nonprofits should consider whether any of their indirect costs will change and identify funding sources for those indirect costs that will increase.

Also, nonprofits often overlook the cost of tracking outcomes. Many keep program data in Excel spreadsheets or hard copy forms. The cost of expanding

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either of these media to include a new program is negligible. However, the new program may add complexity that requires a new or upgraded software application. This is a significant cost that should be considered.

The decision to undertake a new program involves more than just the direct and indirect cost of operating the program. An important additional factor is the cost of supporting the program.

This is especially important if the new program adds a significant number of staff to the organization. Can the existing infrastructure support the payroll, human resources, benefits and information technology needs of new staff or will the organization have to pay to expand its back-office capacity?

Support costs are also important if the new program adds a significant number of clients or vendors. Does the finance and accounting infrastructure have the capacity to promptly bill the new clients and pay the new vendors? If the new program has multiple funding sources, make sure your organization has the capacity to manage and report on them. Increasing organizational capacity to support a new program should be considered a cost of that program.

The greater the ratio of direct costs to total direct, indirect and supporting costs, the more feasible and the more sustainable the program. A program with 90 percent direct costs places only a minimal financial burden on a nonprof-

it, while a program with 50 percent direct costs will quickly drain the organization’s financial resources.

Unfortunately, there is no clear line between sustainable and unsustainable.

The ideal ratio of direct to total costs for your new program depends on your sector. For example, organizations that require dedicated physical space, such as shelters, schools and museums, will have a higher ratio of indirect to total costs.

Organizations that serve large numbers of clients, such as social service agencies, will have a higher ratio of supporting costs to total costs. The best source of guidance on an optimal cost structure for your new program is the umbrella group or organization that represents your sector.

Once you have totaled the direct, indirect and supporting costs of the new program, you have probably arrived at a number that is greater than the amount the foundation is willing to give. Furthermore, the foundation may be reluctant to fund indirect and supporting costs or may cap them.

You may choose to operate the new program at a loss if there is a strategic reason to do so. For example, if the strategic plan has set a goal of expansion to a new city, running a new program in that city at a loss may provide the benefit of introducing the organization to other donors who are willing to fund the program at a higher level. Of course, this is only possible if the nonprofit has the financial

resources to absorb the loss. Remember that financial resources should include the ability to advance expenses if funds are available only on a reimbursement basis.

Other intangibles that should be considered include: Whether the program advances the organization’s mission and values.

Whether the program fills a need which is unmet by your organization or any other nonprofit.

Whether the program will have a dramatic impact on the organization’s constituents.

With a better understanding of direct costs, indirect costs, supporting costs, and intangibles, you gain the tools needed to make informed decisions about financing your new program and a strategy for preparing that very important foundation proposal.

Paul Konigstein is a senior consultant at Accounting Management Solutions, a division of CliftonLarsonAllen LLP, where he helps nonprofits master finance and accounting as an important part of their mission. Paul blogs for BoardAssist.org and leads webinars at 4Good.org and you can follow him on Twitter @PaulKonigstein. Paul holds an M.B.A. in finance from New York University and a B.S. in marketing from the University of Pennsylvania and has been assisting nonprofits for almost 25 years.

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

TRADE TIPS

MONITORING YOUR ORGANIZATION’S FISCAL HEALTH

By SIBI THOMAS

N

onprofit governance is by no means an easy task.

To protect their financial health and viability, nonprofits must be aware of various factors that can affect corporate integrity. Many of the recent bankruptcies and financial mishaps in the nonprofit sector can be attributed to a failure to properly monitor relevant criteria and poor management of fiscal resources. Here are some tips for taking a proactive approach to guard against such problems at your organization.

Use dashboards for decision making: Most organizations produce monthly or quarterly financial statements that consist of a balance sheet, income statement and budget-to-actual report. However, the content and nature of such reports can vary widely. Financial dashboards can be used by decision makers to analyze tailored financial information using graphs and visuals. They keep everyone on the same page by presenting information in an easily digestible format.

Consistent monitoring of dashboard metrics helps avoid surprises. Determine what information is most important for your senior staff and board members to view, then create a standardized dashboard tracking those metrics. Dashboards can also be used at the program level to analyze financial and other programmatic information. Better financial information leads to better financial decision making.

Understand your liquidity: Liquidity ratios can be used to measure an organization’s ability to meet its near-term financial obligations like rent, payroll, mortgage payments or payments against a line of credit. For example, the “current ratio” is the proportion of current assets available to cover current liabilities.

(A quick Google search for “current ratio calculator” pulls up a nice one from BankRate.) This ratio can give you the information you need to plan

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for covering upcoming payments.

In addition, a “classified balance sheet” can be prepared with assets and liabilities arranged in a format of current versus noncurrent assets and liabilities. Identify other organizations within your “peer group” to benchmark your organization's financial health and liquidity ratios against. The financial statements for most New York state charities can be found on www.charitiesnys.com.

Bear in mind, organizations that receive government funding may have their mortgage payments reimbursed by New York state. Therefore, when calculating their liquidity, consider that future mortgage payments may be paid for with future reimbursements.

Take the “balance sheet approach”: Nonprofit organizations tend to overlook the importance of the statement of financial position or “balance sheet” and focus instead on the “income statement” or “statement of activities” showing net income or loss for each period reported. The balance sheet measures the financial strength of an organization, while the income statement reports the profitability of one particular period. For example, the income statement doesn’t reflect when your accounts receivable will come in. You may also be reviewing line items that need to be reassessed to determine whether they should be written off or written down. The board should focus on the balance sheet and obtain periodic reporting on specific balance sheet items such as accounts receivable. Use an “aging report” to identify old receivables that may become uncollectible. An aging report will list your outstanding receivables by various categories, such as “less than six months old,” and “less than one year old.” Also consider calculating the average number of days it takes to collect revenue after it is billed, often referred to as “days outstanding.” Simple questions such as “Is this a realizable asset?” or “Is this a true liability?” can unearth more information about the validity of the amounts presented on your balance sheet. The board should never shy away from these questions.

Understand the economics of government contracts: Social service agencies struggle to meet their clients’ needs with the level of government funding they receive. Over recent years, we have seen government funding levels decrease while demands increase. Most government contracts are “cost reimbursement” contracts where the income equals expenses. These contracts can lead to losses when expenses exceed the level of reimbursements. As a good

starting point, produce internal profit and loss reports by program.

Plan ahead to obtain additional funding for programs where losses can be expected. Organizations with the luxury of large endowments often use these funds to cover losses.

If this is not possible for your organization, you will need to create or rely on other revenue streams.

Tone at the top: The ethical environment that is created by the organization’s board of directors and top management has a trickle-down effect. The tone set by the board and management should promote ethics, integrity and transparency by clearly communicating expectations and leading by example. At a minimum, organizations should enforce their conflict-of-interest policy and communicate the code of ethics to employees. As the ultimate authority of the organization, the board should conduct annual performance eval-

uations of its top management employees, including, at minimum, the chief executive officer, chief financial officer, chief operating officer and chief information technology officer.

There is no single factor that a nonprofit can rely on to comprehensively evaluate its governance policies; the various components are interrelated and can only be effective when taken as a whole. The importance of each factor will vary by organization but collectively they will all play a role in the financial health of your organization. Be aware.

Sibi Thomas, CPA, CFE, is a partner at Marks Paneth LLP and an Adjunct Faculty at New York University. Thomas specializes in audit, advisory and tax services for nonprofits in New York and neighboring states. Thomas can be reached at sthomas@markspaneth. com

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January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

TRADE TIPS

FROM THE EXPERTS: TIPS TO DIAL UP YOUR MANAGEMENT IN 2016

By ANAT GERSTEIN

I

n this column, I join seven of my fellow New York Community Trust Nonprofit Excellence Awards selection committee members to share a few tips broken down into the eight areas of nonprofit management identified by the Nonprofit Coordinating Committee. We wish you a very successful 2016!

Managing for results advice from Laurel Molloy, founder and chief consultant, Innovations Quantified Don’t let uncertainty about where to begin or worries about expense and staff time keep you from starting. And don’t track more than you can review. Instead, measure only what matters most. Then add more.

Board Governance advice from Michael Davidson, board coach Make sure board members visit programs and volunteer when possible. Bring success stories into board

meetings. Acknowledge every board member's contribution.

Diversity advice from Lupita Gonzalez, executive coach, cultural competence, equity and inclusion specialist Improve your organization’s equity, diversity and inclusion practices by establishing a committee charged with identifying and resolving structural barriers and policies that perpetuate inequities. Activities could include discussing impacts of proposed plans on different racial/ethnic groups, diversifying your board and creating an environment where people of color lead conversations about inequities.

Finance advice from Uday Ray, chief financial officer, Leake and Watts Services, Inc. Focus on narrowing program operating deficits while enhancing operational quality, absorbing growth

and maximizing revenues. Achieve this via a comprehensive business strategy that reflects adequate resources for operating and capital expenditures, debt management and investment in program operations.

lar talent reviews, start now. It helps managers determine next steps for developing their direct reports and helps managers see what high performance and high potential look like.

Technology advice from Norman Reiss, senior project manager, Center for Court Innovation Store backups online and/or at a secure offsite location, and regularly restore. Reserve funding to replace a portion of computers each year. Encourage staff to update their skills by participating in trainings and in professional association meetings.

Create documentation and systems to ease transitions when key personnel leave.

Fundraising advice from the team at Cause Effective Invest as much in “friend raising” as you do in fundraising. Provide even more personal expressions of appreciation to those who are already supporting you. Always thank donors before asking them again.

Human resources advice from Jen Chau Fontán, senior director of talent, Harlem RBI, DREAM Charter School If you don’t yet engage in regu-

Communications advice from Anat Gerstein of Anat Gerstein Inc. Make your content short and punchy. Use infographics, photos and stats. Make a greater impact through personal stories. Tell your readers what you want them to do in response. Share this new content via the web, email, snail mail and social media.

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

TRADE TIPS

NYN PRESENTS: TECHCON How technology has changed everything for nonprofits

By JEFF STEIN

I

t’s hard to think of an element of nonprofit operations that hasn’t undergone a seismic shift due to recent technological innovations.

From fundraising to social media outreach, volunteer management to program metrics, constantly developing technology has rapidly changed the way that nonprofits deliver services and thrive in a competitive environment.

This December, over 300 attendees gathered at Fordham University’s midtown campus for New York Nonprofit Media’s inaugural TechCon event to confront the challenges – and opportunities – posed by technology. Panelists from leading nonprofits, academic institutions, philanthropic foundations and consulting firms discussed the infra-

structure and cultural shifts that organizations must embrace in the current technological environment.

Topics ranged from granular advice, like how to dovetail mailing lists with social media accounts, to deeper existential concerns, like how to convince funders and boards to prioritize capacity building and training for technology needs.

Three distinguished keynote speakers addressed the way that technology has transformed the role of governments and foundations.

Seth Andrew, senior advisor to the chief technology officer at the White House, offered an inspirational vision of the government's ability to harness technological innovation to improve systems and rejuvenate services for citizens. Andrew spoke

about his own work running Democracy Prep Public Schools and how his organization's use of data and analysis, inspired by South Korean practices, led to incredible improvements in achievement.

Minerva Tantoco, New York City’s first chief technology officer, spoke of the need to involve more women in technology and bridge the technology gap between socioeconomic groups, saying that Internet access in today’s world is as essential as running water and electricity. She outlined some of the city’s initiatives to help bridge that gap, including free Internet kiosks that will provide direct access to all New Yorkers and generate income for the city through advertising.

Finally, Stanley Litow, president

of the IBM International Foundation, shared his company’s global reach, enabling nonprofit organizations and government to harness cutting-edge computing and innovative data analysis. Just one of IBM’s incredible programs: using the energy from a global network of volunteers’ cell phone batteries to power the infrastructure needs of third world countries. Litow also highlighted the opportunities presented by effective public-private partnerships, making the argument that the corporate social responsibility modeled by IBM should become an industrywide norm.

To watch footage of the day’s panel discussions and three keynote addresses, and to find out more about future NYN events, visit the Events section of www.nynmedia.com.

SELECTED TWEETS FROM #NYNTECHCON Nathan Moore@nmoore08 Barack Obama is the first president to write a line of code. He was taught by an 8th grader from Newark, New Jersey. #NYNTechCon NYN_media@NYN_media Hearing views from pros at @NYHomeless @comunilifeinc @Columbia, Nonprofit Solutions Network & National Cybersecurity Institute #NYNTechCon Laura Willis@NYnonprofit The unit of change is the client experience, tech is a revolutionary tool but not enough to change structures & culture alone #NYNTechCon Amanda Stylianou@AMStylianou You should not be creating all of your social media content. A big part of your content needs to be created by your constitutes. #NYNTechCon Steve Heye@SteveHeye I don't think "does the tool do what you want?" is right question. Right question is "does it solve my problem?" #nyntechcon Jeremy Schneider@JGS_Tech Seriously, that was delightfully fun! I think I love moderating as well. Esp enjoyed my Star Wars comment on readable videos. #NYNTechCon Brandy McNeil@Digivide @minervatweet the CTO of NYC says "Internet Access is like water and lights". #Facts #NYNTechCon @NYN_media

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NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

REPRESENTING CLIENTS ACROSS THE SPECTRUM OF NEED

By THOMAS SEUBERT

FRONT-LINE HERO

ELSA CRUZ PEARSON Staff Attorney at The Family Center

I

t took Elsa Cruz Pearson, a staff attorney at The Family Center, two years of false starts and soul searching before she could write a single law school application essay describing why she wanted to become a lawyer. After graduating from Stanford University, she advo-

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cated against the prison-industrial complex in California and taught in New York City public schools. This, after two years, helped her put pen to paper.

“Those experiences, together, helped me craft the law school application essays and set up my idea of myself as an attorney,” said Pearson.

“I wanted to be able to keep a lot of the momentum I saw on the streets as an activist going and I saw lawyers as people who did that in courtrooms.”

After graduating from NYU School of Law and another stint teaching, Pearson began practicing law and drawing on her experiences as a teacher to inform her work.

She represented disabled children who needed services from the New York City Department of Education and began to realize that her clients and their families required more legal help than the scope of her job allowed her to provide. After working at a few other New York nonprofits, in 2014 she landed at The Family

Center, which provides social and legal services to New Yorkers struggling with a family crisis or loss. They have a budget of $4.5 million and a nine-person leadership team. There she was given the opportunity to broaden the scope of her work.

Any client’s case could contain a “Pandora’s box” of legal issues, Pearson explained. “It’s not true that any one person has only one legal issue, especially when you’re sick and poor,” Pearson added. “Your life is intertwined with the city’s agencies.

They all cause problems that you need to resolve.”

The breadth of issues Pearson may have to tackle with any one case can become difficult to manage, even for the most skilled lawyer. For example, Pearson recently worked with a woman seeking guardianship of her two nephews. The case quickly expanded to include a series of filings for benefits the woman was eligible for due to the new guardianship. “It does require learning, oftentimes on the fly, being in court and figuring out how

to do it as we go,” said Pearson, who works with a small team of lawyers at The Family Center.

Part of Pearson’s talent as a lawyer is her ability to find creative solutions to client problems and cases, says Adam Halper, director of legal services at The Family Center.

“These solutions and her aggressive advocacy frequently result in clients achieving all of their objectives without need for or withdrawing from litigation. That in itself is the sign of an excellent attorney.”

In addition to her talent for creativity, Pearson has also taken on cases with “flawed merits and facts and turned them into winners,” says Halper. But it’s the human connections that Pearson finds fulfilling.

During the short time Pearson has worked at The Family Center, she has seen many of the people she represented – many of them cancer patients – die. “There’s a lot of tragedy, a lot of pain,” said Pearson. “You make those human connections that are nourishing to keep you going.”

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Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

ON UPDATING JCCA AND SUPPORTING FOSTER FAMILIES

CEO CORNER

A Q&A with RONALD RICHTER, JCCA

W

ith 40 programs in New York City, Westchester and Long Island and a budget of $110 million, JCCA, founded in 1822, serves some of the area’s most vulnerable children.

New York Nonprofit Media’s Editor-at-Large Aimée Simpierre sat with JCCA’s Chief Executive Officer Ronald Richter to discuss his organization’s rebranding, its work advocating for foster families and the insights he brings to the job. The following has been edited for length and clarity.

NEW YORK NONPROFIT MEDIA: I UNDERSTAND YOU’RE IN THE MIDDLE OF A REBRANDING PROCESS. COULD YOU WALK US THROUGH HOW THAT STARTED, WHAT PROMPTED IT AND HOW THE PROCESS IS GOING? Ronald Richter: Part of our rebranding is really about communicating to our clients and our donors and the people who work for us that we are a modern agency. Even though we are approaching 200 years, we are an organization that is always looking to remain on the cutting edge. The rebranding is not just about becoming what we’re already known as, which is “JCCA,” as opposed to “Jewish Child Care Association,” but it’s also a new look. It’s a really modern logo. I think, importantly, we are introducing a new tagline, which is a beautiful tagline, “Repair the world, child by child.”

It’s sort of a call to action, which is part of JCCA’s social justice mission, which we are renewing.

NYN: AND THERE ARE SOME NEW PARTNERSHIPS AS WELL? RR: We have undertaken to leverage some of the relationships I’ve had the good fortune of developing over the years to help our kids. So for example, I reached out to John Jay

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College of Criminal Justice, where I’ve had an opportunity to get to know President Jeremy Travis over the years, and asked him to help us look at social justice issues for our children. We are actually figuring out how JCCA’s staff and John Jay’s professors can work together to look at ways in which we can partner to ensure that our kids at the Brooklyn Democracy Academy – which is a transfer school where we provide social services – how there might be opportunities for them to go to John Jay and how John Jay fellows might be able to work in our programs. I reached out to the Bellevue adolescent and child psychiatry unit, which continues now in juvenile detention, to try to figure out if their expertise can be leveraged on our campus in Pleasantville to help children at Edewnald who have an IQ of between 50 and 75 – children who are beautiful and who we want to take care of in the best way possible, but who have come into our world with extraordinary disadvantages. So that is an obvious linkage that we are making. And there are others.

NYN: HAVING BEEN A COMMISSIONER AT THE ADMINISTRATION FOR CHILDREN’S SERVICES AND NOW WORKING AT JCCA, HOW HAS THAT INFORMED YOUR ABILITY TO UNDERSTAND WHERE SOME OF THE DISCONNECTS ARE BETWEEN GOVERNMENT AGENCIES AND NONPROFITS? RR: I keep on thinking that this job and my transition is most similar to March of 2005 when I came from the Legal Aid Society, where I’d spent my career up until that point, to ACS. I had always worked with ACS, I had always struggled with the government agency, but I had never worked there. Then all the sudden I arrived, and I was a deputy commissioner.

That was really challenging because you had to accept that the struggles of a government agency are really challenging and the people who work there are smart and committed and doing such good work, but have constraints that you never understood until you got there. And ACS is more than 6,000 people with an enormous budget that is trying to meet the needs of so many kids, and it’s really hard.

So, similarly, now that I’m working for a not-for-profit that is closer to the kids than if you’re on the executive floor of ACS, you realize that our children and their families have struggles. You see those struggles as urgent and you want to meet them immediately. Sometimes it’s really hard to communicate with government and the advocacy community in a way that you feel you

are being completely effective. It’s also hard to figure out how to effectively motivate a workforce that has constraints. It’s almost like you’re at the closest touching point to the work, and figuring out – and I’m in the process of doing that – how to support your workforce so that they can support the children within some significant budget constraints on a day-to-day basis. I think this is part of the challenge which maybe I didn’t understand as well as a commissioner.

NYN: SPEAK TO WHAT ARE SOME OF THE MOST CHALLENGING EXTERNAL FACTORS TO DEAL WITH WHEN IT COMES TO SERVING THE MOST VULNERABLE CHILDREN? RR: I think that supporting foster parents is a real challenge. If that child is not in their bed at that foster home, that foster parent does not get paid to take care of that foster child. Yet our expectation would of course be that you want the foster parent at the hospital with the child who had to have an emergency appendectomy, or who had an emotional breakdown because they missed their family, and they needed to be hospitalized because of it. We want to be able to support that foster parent through that. Our funding structure does not allow for that foster parent to continue to be supported. That’s problematic. We need to work on that.

NYN: CAN YOU BE MORE SPECIFIC? RR: An agency, for example – and this is a problem that I didn’t solve when I was a commissioner, so it’s no one’s fault – but as a family court judge, I would have an agency say

to me, “We are ready to return this child to their parent. We want to do a final discharge.” I would say as a judge, “I think the child should go home, too, but I’m not prepared to do a final discharge, I think we should do a trial discharge. Let’s see how things go.” As soon as that child goes on trial discharge, the agency is no longer getting compensated to take care of the child. The child’s not living there. However, we continue to provide casework services. We continue to supervise the home. We just don’t get compensated. So that’s a concrete example of an agency providing services that agencies would call an unfunded mandate.

NYN: SHARE WITH US HOW THE VALUE OF TIKKUN OLAM INFUSES YOUR ORGANIZATION, AND HOW YOU ARE ABLE TO ENSURE THAT EVERYONE FEELS WELCOME WHILE STILL IMBUING JEWISH VALUES INTO THE ORGANIZATION? RR: We were started in the early 1800s because at that point and time there were many Jewish children who needed care – Jewish orphans.

Now, most of the city’s most vulnerable children are black and brown children and JCCA takes care of them. Our notion of Tikkun Olam, which is repairing the world child by child for us – is this idea that each child is seen as an individual. Their families are seen as unique. Our goal is to treat them with respect and integrity. In Jewish tradition, if you help one person, if you make one person's life better, than you have done good. You have improved the world. That is what JCCA is about.

NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

TUESDAY’S CHILDREN: SUPPORTING HEALING IN THE AFTERMATH OF 9/11

By THOMAS SEUBERT

Project Common Bond participants Lee Dawoud, Jess Wisniewski and Nafessa Rahman.

T

uesday’s Children is a nonprofit founded to provide support for families affected by the 9/11 terrorist attacks. However, in the years since those attacks, terrorism has continued to rear its ugly head in places like Paris and San Bernardino, California, leaving more and more people impacted. For Tuesday’s Children, it’s important to continue providing and expanding critical, long-term healing services for affected individuals while incorporating the impact current events can have on members of its community.

Most recently, the organization’s executive director, Terry Sears, celebrated the advocacy work undertaken by herself and others, including John Feal of the FealGood Foundation, which led to an extension of the James Zadroga 9/11 Health and Compensation Act. The Zadroga Act established the World Trade Center Health Program in 2010 to provide testing and treatment for people who took part in 9/11 response and recovery operations as well as other survivors of the attacks. It expired in 2015 before an extension was included in an omnibus spending bill that was passed by Congress.

As news broke of the extension’s passage on Dec. 18, Sears said simply, “It’s incredible.” The law’s expiration led to disruptions in health care for individuals sickened by the attacks as doctors and hematologists with experience treating the rare and unique cancers that responders contracted left the program, Sears explained. Now, “I think the physicians will stay and this work continues,” she said.

Tuesday’s Children, which has a budget of about $2 million and a staff of 17, was born in Manhasset in Long Island, where 38 families lost a loved one at Ground Zero and 16 NYNmedia.com

young women became both widows and single mothers. “It was apparent that these families and children were going to need some help, not only in the immediate aftermath but in the years to come,” Sears said.

“There are many different potential ‘re-triggering’ events in the world,” Sears said. “The 9/11 families can be brought back to where they were, in a space where they are still very raw,” she added.

In response, Tuesday’s Children began implementing its “long-term healing model,” consisting of programs focused on resiliency such as mentoring courses for children and teens, and service projects for families to help bolster a sense of community.

As the community grew and healed together, it became apparent to the families at Tuesday’s Children that the consequences of 9/11 continued to play out well beyond that day’s attacks. As a result the organization wanted to welcome more people into the community, namely the families of U.S. military members who died serving overseas.

When Liz Zirkle, director of military outreach at Tuesday’s Children, began her work, she was unable to find a directory of services for military families or a directory of families of the fallen, which made it extremely difficult to locate people in need of support. So she established relationships with nonprofits and government agencies, including the Department of Defense and the Army’s Survivor Outreach Services, and began formulating an informal directory of services and families that need support. Once a family is referred to Tuesday’s Children by a government agency, Zirkle makes sure they are matched with the most appropriate services, even if they are

not provided by Tuesday’s Children. “(Other nonprofits) are very good at helping families immediately after the loss,” said Zirkle. “Tuesday’s Children is thinking about resilience and commitment to long-term healing.”

Tuesday’s Children also runs Heart to Heart, a retreat program where widows of first responders or U.S. military members spend a weekend communing and learning together. Like many of the nonprofit’s other programs, Heart to Heart employs the “dignity model,” developed by a Harvard researcher, to help with healing and resiliency building. “Dignity is an inherent need and basic assumption of all of us. Yet, so many of us feel often times because of the violent nature of the loss, our dignity has been assaulted,” Zirkle said.

Zirkle’s husband died while serving overseas as a B-1 pilot in the U.S. Air Force. In her first few days working at Tuesday’s Children, Zirkle participated in a Heart to Heart retreat. She described those in attendance as “people who understand many things, without you having to say a word.”

In 2008, the youth of the organization advocated to broaden the scope of its work once again and include young people affected by acts of terrorism, violence or war. Since then, the nonprofit has helped over 450 young adults from 20 countries with its Project Common Bond, a 10day summer symposium where participants undergo healing, dignity and leadership sessions.

“After participating in Project Common Bond, we’ve found that these young adults will go back into

their communities and share the lessons learned,” said Program Manager Deirdre Dolan. The program looks to end the cycle of violence through leadership training.

Sarah Fisher, a Project Common Bond participant now studying at George Washington University, said that the program made her want to understand more about the world and inspired her to pursue international studies as a major.

“The more stories I heard from my peers around the world about the events in their countries and their cultures, the more I wanted to learn,” Fisher said. “Tuesday's Children brought me together with my peers who experienced the same loss as I did, and I am continually inspired by the strength, positivity and resilience that these group of young men and women show everyday,” she added.

Kevin Parks, a young man who lost his father on 9/11, contacted the organization simply wanting to help. He went on to form the junior board, which has grown from four adults in 2010 to include roughly 80 young people who have been impacted by terrorism. “As kids affected by 9/11 grow up, we’re trying to take on more of a mentoring role,” Parks said. “This will hopefully lead to the next generation of people doing what we’re doing.”

Sears agrees this is the way forward for Tuesday’s Children. “The young people, the 9/11 kids, have a story to tell. As these events are happening around the world, they really can be beacons of hope and can offer voices of support.”

Editor-at-Large Aimée Simpierre contributed to this story.

Participants at a Project Common Bond event.

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

THE ROBERT BOWNE FOUNDATION SPENDS DOWN

By AIMÉE SIMPIERRE

Robert Bowne staff past and present. Back: Karen Valen, Sara Hill, Anne Lawrence. Front: Lena Townsend, Dianne Kangisser. Photo provided

by The Robert Bowne Foundation

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he Robert Bowne Foundation did not live to see 2016. And its executive is pleased.

One of the many consequences of the Great Recession was its effect on foundations whose endowments were heavily invested in a deteriorating stock market. For the Robert Bowne Foundation, the loss of over onethird of its funds forced it to consider spending down its remaining assets.

“The foundation's money had been invested pretty aggressively because they weren’t imagining a spend down,” said Lena O. Townsend, the foundation’s executive director. “The most we ever had was back in around 2000, and it was about $22 million. So when we lost so much money, we had a couple of choices. We could have not made any grants for a couple of years, because we always made more than the required 5 percent in grants, or we could just decide to spend down, because the organizations needed the money.”

Following discussions with board members in the aftermath of the Great Recession, the foundation chose to spend down its remaining assets. Dec. 31, 2015, was selected as the last day of operations. Fortunately for some of their most cherished grantees, the decision also led to more aggressive giving in targeted areas and ultimately helped the foundation realize some of its longest-held goals. “(After deciding to spend down) we really just kind of ramped up what

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we were already doing. We spent a lot more money on the management capacity building and then we also spent more money on capacity building around literacy,” Townsend said.

“We really, really ramped up a lot with professional development and technical assistance so that, once we closed, (grantees) would hopefully be able to find the resources they need and they’d be strong organizations.”

Edmund A. Stanley, Jr. established The Bowne Foundation in 1968 and named it in honor of Robert Bowne, founder of Bowne & Company, a financial printer in lower Manhattan. Its work has always focused on supporting literacy initiatives, particularly in “out-of-school-time” education settings. The foundation spearheaded the Julia Palmer Library Development Project and the Afterschool Matters initiative. With its final grants, the foundation was also able to focus on supporting its grantees’ advocacy efforts and address what Townsend sees as a particularly stubborn challenge.

“It’s very hard for the advocacy organizations to get foundation funding because board members tend to believe that they can’t give money for advocacy, and basically you have to call it ‘education,’ you have to be careful. But you can give money for advocacy, but a lot of board members, in general, in foundations don’t really know that.”

There is great debate within the

philanthropic community as to whether “spend-down” foundations, which choose to distribute all of their assets and then cease operations, or “in perpetuity” foundations, which live on perpetually by making grants from a percentage of their assets, better serve the foundation, its mission and the grantees they support. Spending down can allow foundations to expend their assets while relevant stakeholders – such as the patriarch of a family founda-

more effective,” Townsend said. “(As an in-perpetuity foundation you) only have to give five percent per year of your worth, but if you’re only worth, say, $15 million, that leaves you a small amount. It’s not really enough to be as effective.”

“We’re finally seeing things that we’ve wanted to see for years around advocacy,” Townsend added. We’ve been interested in advocacy for a very long time. … Now we’re actually finally seeing some change, in part because of our funding.”

The Bowne Foundation was very intentional about its spend-down process and kept its grantees fully informed and engaged. Grantees were told the end date five years ahead of time in a letter from the executive director. Selected grantees sat on a planning committee where numerous conversations were held about exactly how they should administer their final grants.

“We went back and forth. We were going to make smaller grants to more organizations and then we went in the middle and made kind of midsized grants to not quite everyone,” Townsend said.

Although the last day of operations has passed for the three-member staff, the foundation’s work will continue through some final, multi-year “legacy grants” awarded to organizations such as the Center for Sustainable Journalism (which will create a hub to house all of the research the foundation has had done), the Community Resource Exchange and the Center for Educational Options.

If one of your funders is spending down, Townsend offered a few sug-

WE’VE BEEN INTERESTED IN ADVOCACY FOR A VERY LONG TIME. … NOW WE’RE ACTUALLY FINALLY SEEING SOME CHANGE, IN PART BECAUSE OF OUR FUNDING. tion – are still around to monitor the process. But they must also consider all the factors that come into play when choosing to run themselves out of business. Foundations held in perpetuity can leave a longer legacy, but may eventually make grants that drift away from the donor's original intent and dilute the impact of their original mission.

“I think this was definitely much

gestions. If you’re going to honor a foundation that is spending down, be sure to do it early on in the process, before its money is all gone. In addition, “hopefully the spend-down foundation will communicate with their grantees. If they do, you need to just keep track of what’s happening and see if they’re offering something that you need or something that you can benefit from.”

NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

The 2015 New York Community Trust Nonprofit Excellence Awards

DEFINING, SHARING AND ACHIEVING EXCELLENT MANAGEMENT PRACTICES

By AIMÉE SIMPIERRE

Y

ou could tell by the size of the crowd in the CUNY Graduate Center’s Proshansky Auditorium and by the whispers in the seats between panelists’ comments that attendees of The New York Community Trust’s 2015 Nonprofit Excellence Awards Best Practices Workshop and Awards Presentation were eager for information to bring home to their organizations.

The awards, created by the Nonprofit Coordinating Committee and managed by NPCC in collaboration with The New York Community Trust and Philanthropy New York, recognize an organization’s outstanding management practices in eight key performance areas as identified by nonprofit leaders across the country. The New York Common Pantry, America Needs You and BRC were awarded the first, second and third prizes, respectively.

New York Common Pantry is dedicated to reducing hunger throughout New York City while promoting dignity and self-sufficiency. America Needs You supports the economic mobility of first-generation college students by providing mentorship and career development programs. And BRC helps people reclaim lives fraught by challenges such as addiction, homelessness, and unemployment by restoring hope and dignity and offering opportunities for health and self-sufficiency.

The awards set a high bar. They help organizations distinguish themselves within an increasingly competitive funding environment. They also help the sector, and those outside of it, identify best practices and how they can be replicated.

NPCC President Sharon Stapel called the awards both an “aspirational tool and a guiding tool.”

“The awards also highlight what great nonprofits are doing,” added NPCC Director of Programs Melkis Alvarez-Baez. “And by highlighting that, we’re teaching other nonprofits – but also other businesses and other government agencies – what to fund and what to support.”

The application process is not for the faint of heart. It requires a twostage written application process and in-person presentations just to become one of six finalists. The awards selection committee included nonprofit management experts from a wide range of organizations including Community Resource Exchange, Adelphi University and the New York City Department of Youth and Community Development. All of the winning organizations did some serious self-assessment and applied more than once before receiving top honors.

NYNmedia.com

The 2015 NYCT's Nonprofit Excellence Awards Best Practices Workshop Q&A session.

“It was last year we said, I think we’re a candidate. We looked at this like four years ago, we weren’t,” said Stephen Grimaldi of New York Common Pantry. “You have to know your strengths and your limitations. We said, we know we’re strong in ‘X,’ ‘Y’ and ‘Z,’ but ‘A,’ ‘B’ and ‘C,’ not as much. Let’s do something about that.”

“Back in 2012 and 2013 we looked at the application and it really pushed us to get our act together,” said Kimberly Harris of America Needs You. “After looking at the application and the management strategies, we thought about them and we really focused more on planning and goal-setting. …

We really wanted to make sure that we had a good foothold on our program, our outcomes, that there was consistency in our messaging, that we had the right staff in place – all of those essential things.”

Best practices Diversity is not just about recruiting a professional to your board who has the expertise you’re looking for – or stating in your proposal that your staff members are “culturally competent.” It’s about determining what kind of diversity is important for the success of your organization. Diversity may mean welcoming individuals to your staff who have been touched by homelessness or have had a family member who struggled with substance abuse.

Muzzy Rosenblatt, executive director of BRC, spoke of such an individual as the “invisible person,” whose presence must be sought after when welcoming new team members. He called their presence “transcendent.” “It’s the core of our work and it’s very present in our staff and its very present on our board,”

Rosenblatt said. For organizations looking for more traditional diversity, consider culling board members from among corporate volunteers when current board members’ networks yield few prospects, shared Michael Fitzsimons, board chair of New York Common Pantry.

Keeping the board engaged “A bored board is a dangerous board,” Harris said. She emphasised that it’s important to keep board members busy and helpful to the organization in ways that preserve their passion for the cause without impeding the organization’s progress. “The day to day is not something where a board should be interjecting their own views, because we don’t live it,” said Daron Greene, founding board member of America Needs You. “The people within the organization live it. The board can’t helicopter in, scramble up everything, walk away, come back in three months and say, hey, did you get that done yet?”

The suggested best practices included requiring board members to volunteer or attend workshops during the year, creating new committees – such as an “in-kind committee” – to engage those with a particular passion, and moving less involved members to an advisory council. Rosenblatt shared that a successful board member asks questions informed by their strong knowledge of the organization and a trust that has developed over time. These questions should be asked out of genuine curiosity and concern – not out of suspicion or a lack of confidence in the executive’s leadership abilities. “It’s a privilege to be on a board,” Rosenblatt added.

Other best practices Lastly, each organization implemented policies that showed a deep respect for leadership and professional development. Rosenblatt shared the concept of helping individuals find a “professional home” where everyone, from donors to staff members to the homeless individuals they serve, is encouraged to grow. He proudly stated that over two-thirds of BRC’s senior management team had been promoted from within.

Grimaldi shared New York Common Pantry’s “prepare, predict and promote” model: During preparation, staff members are offered opportunities to develop leadership skills, such as speaking on a panel or supervising an intern. Senior management team members review job descriptions alongside the organizational chart to predict where future needs will be and promotions are planned accordingly.

Harris uses a comprehensive onboarding process for new staff at America Needs You. Pointing out that you either “hire hard or you manage hard,” Harris said she prefers to hire hard. Her interview process includes tests and interviews with board and staff members. Onboarding includes pitch training, meetings with board members and training on the history of the organization. Each staffer also receives a wristband listing the organization’s core values: “data and results, curiosity, accountability, integrity and community.”

During the in-depth question-and-answer period, organizations sought to take advantage of the managerial expertise in the room. Questions included recommendations for the ideal number of board members and the ideal required donation amount for a board’s “give/get” policy. The answer in both instances: “One size does NOT fit all.”

“That this is done is important,” Rosenblatt said. “As in any sector, as in any work, there is a range of quality. When the city and state and federal government hire people, they can choose between someone who just shows up and somebody who gets the work done.

“And if somebody isn’t excellent,” Rosenblatt continued, “those of us in the sector, not just those who fund us, should say, you’re an embarrassment.

Step up or step out because the work is too important, the sector is too important, the reputation is too important to allow those who can’t perform, who aren’t excellent or even adequate, to tarnish the work of so many other good organizations. We have to demand excellence.”

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

RECENT GALAS AND EVENTS

The Hudson Companies Aaron Koffman, Principal of the Hudson Companies, left, accepting award from Chris Zarra, Board Member, CAMBA and CAMBA Housing Ventures at CAMBA’s annual gala which raised more than $500,000.

Services for the UnderServed Chief of Staff Judith Jackson, SUS Board Vice Chair Jen Press Marden, First Lady Chirlane McCray and SUS CEO Donna Colonna at the SUS 2015 Annual Benefit.

Chef Jonathan Scinto of Master Chef 6 and Rustic Modern Kitchen with Chef Lenny Messina from LOLA of Great Neck at CN Guidance & Counseling Services’ Inaugural Taste of Hope Gala.

The Legal Action Center’s Director/President Paul N. Samuels and Benefit Chair Brad S. Karp with Honorees Stephen M. Cutler and Glenn E. Martin at the 2015 Arthur Liman Public Interest Awards Benefit which raised nearly $1 million.

Henry Street Dinner Dance honoring Michael Steinberg, Henry Street Board Vice President; Ennead Architects, and Marissa Sackler, founder of Beespace.

Honoree Celia Green and her husband, hostess Ruschell Boone of NY1 and State Senator Roxanne Persaud at the 2015 Gala for My Time Inc.

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Citymeals on Wheels Co-Founder and Board Chair Gael Greene, Board Member and lobbyist Suri Kasirer, Board Member and honoree Yusi Gurrera of Citarella, Executive Director Beth Shapiro at the Citymeals 29th Annual “Power Lunch for Women” which raised $1.2 million.

Breaking Ground Board Chair and Vornado Realty Trust Chief Investment Officer Michael Franco; Gala honoree and NYS Homes and Community Renewal Commissioner Jamie Rubin; Breaking Ground President & CEO Brenda Rosen at Breaking Ground’s 25th anniversary gala which raised $1.65 million.

NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

John B. Osborn and Margo Catsimatidis at PAL’s 27th annual Women of the Year Luncheon Photo

by Howard Wechsler.

Bottom row (left to right): William Sabado, President/CEO; Annette Angiuli, Chairman of the Board: Caroline Ferreri, Gala Chair, Peter Tesoriero, Safe Harbor Award Honoree; On stairs: South Shore Kiwanis Club of SI, Safe Harbor Award Honorees at the Seamen’s Society for Children and Families “Cirque D’Espoir” Gala. Photo by Bill Higgins.

Nancy Wackstein accepts the New Yorkers Who Make a Difference Award from Susan Stamler at United Neighborhood Houses' 2015 Benefit.

J. Frank Brown, The Children’s Aid Society trustee Susan Brown, president and CEO Phoebe C. Boyer, and honoree Terry McGraw at The Children’s Aid Society’s 5th Annual Keeping the Promise Gala, which raised $1.3 million.

Westchester DA Janet DiFiore and her daughter flank honoree Helen Welling at ANDRUS Gala which raised $350,000 for vulnerable children and families.

NYC Councilman Jimmy Van Bramer with Christopher Hanway, Exec. Dir. of Riis Settlement at Riis Settlement's Gala.

Emcee Zerlina Maxwell with the "Parade of Partners" including Council Member Julissa Ferreras and Deputy Chief Juanita Holmes of the NYPD at Day One's 2015 Benefit to End Dating Violence Among Youth. Photo by Ken Paprocki.

Board members celebrate at Vanderheyden’s Oktoberfest 2015 fundraiser. Photo by Joan Heffler

Susan L. Burden, Tom Colicchio, Lori Silverbush and William Dionne at Carter Burden Center for the Aging’s 44th Anniversary Gala. Photo by Hechler Photographers.

NYNmedia.com

Attendees at MercyFirst’s Angel of Hope Event.

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

WHAT’S NEW IN FUNDRAISING EVENTS

By RON GOLD

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t Marketing Works, we’ve noticed a definite trend away from traditional golf outings and gala fundraising events and toward extended cocktail parties or more innovative events with themes like casino night.

Last year we helped manage 28

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events for nonprofit organizations throughout New York City and Long Island. Recent examples include a comedy night, a Day at the Races at Belmont Park, a Shamrock Shindig and Shark Tank Showdown at the Long Island Aquarium (where a contest winner was lowered into the aquarium’s shark tank for a swim), a St. Patrick’s Day party, and an evening of fine foods featuring gourmet delicacies donated by local restaurants and chefs.

We have held golf events, but with a nine-hole tournament that required less of attendees’ time.

We’ve also done a helicopter ball drop where numbered golf balls were thrown from a helicopter and prizes were awarded based on each ball’s distance from designated targets.

Both events were a huge success.

A typical golf fundraiser or gala can be a huge commitment of time and effort for a nonprofit’s staff and is especially difficult for organizations without an internal development

team or event consultants. They require a group effort and months of planning and grunt work to pull off successfully.

“Friend-raiser” events where nonprofit board members, executives, staff and vendors bring personal and business acquaintances to learn more about the organization without being solicited are becoming more popular. These events are an effective supplement to a signature fundraising event.

They usually require less advance planning and time commitment.

Examples include cocktail hours, charity run/walk races, comedy nights, casino nights and bowl-athons. Friend-raiser events are also a great way to spread the word about your organization and to develop relationships with potential donors – provided you follow up with attendees properly. The goal is to communicate regularly with attendees and not just hit them up once a year for a donation.

Remember, every guest who attends an event – whether it’s a fundraiser or a friend-raiser – has the potential to become a donor, sponsor, committee member or even a board member. So consider innovative themed events with a fun and relaxed atmosphere to promote what you do, encourage guests to learn more about your mission and recruit attendees to become more involved with your agency.

Ron Gold is the president and CEO of Marketing Works PR, which offers an extensive range of branding, public relations, event management, marketing and community relations services to nonprofits, especially those that lack the resources to perform these functions internally. He also founded The Nonprofit Voice weekly radio show that is broadcast live on Saturday morning on Long Island News Radio 103.9 FM. It discusses issues affecting the special needs and behavioral communities of Long Island.

NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

HOMELESSNESS

NONPROFITS REACT AS HEAD OF HOMELESS SERVICES STEPS DOWN

Gilbert Taylor, right, stands behind Mayor Bill de Blasio in an announcement.

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ew York City Mayor Bill de Blasio announced on Tuesday that Gilbert Taylor, the commissioner of the city Department of Homeless Services, is stepping down, marking a major shakeup in the city’s human services leadership and inspiring mixed reactions from the nonprofit human services sector.

Mary Brosnahan, president and CEO of Coalition for the Homeless, a nonprofit advocacy group, praised Taylor’s leadership, arguing that the city’s current challenges stem from inherited policies.

“Gilbert Taylor began the important work of transitioning DHS away from the failed Bloomberg-era policies, focusing instead on moving homeless New Yorkers into permanent housing,” Brosnahan said.

Effective Jan. 1, Taylor will be reassigned to “an advisory role” within City Hall as the city undertakes its first reorganization of homeless services in over two decades. After the reorganization, Taylor has announced his intention to “pursue new professional opportunities.”

The upcoming review and reorganization of relevant city agencies will be led by Steven Banks, commissioner of the Human Resources Administration, and First Deputy Mayor Anthony Shorris, according to a statement from City Hall. During this review, Banks will oversee both DHS and HRA, the statement said.

The reorganization comes as the de Blasio administration continues to face tough questions about its handling of homelessness in the city.

The city’s homeless shelter population has spiked during his tenure, peaking at over 59,000 individuals, and his administration is also anticipating a rise in the number of “street homeless” – individuals sleeping in public spaces – according to projec-

NYNmedia.com

tions included in the annual Mayor’s Management Report.

“Tackling homelessness is an urgent priority – and that’s why we have invested additional resources and launched innovative new initiatives to place homeless individuals and families into permanent housing, and to prevent homelessness in the first place,” de Blasio said in the

ED REED/MAYORAL PHOTOGRAPHY OFFICE

DEMETRIUS FREEMAN/MAYORAL PHOTOGRAPHY OFFICE

By JEFF STEIN

Steven Banks, left, speaks with Bill de Blasio. nymity. "The human services sector is now down a commissioner and a deputy mayor,” the advocate continued, referring to the departure of Deputy Mayor Lilliam Barrios-Paoli earlier this year, who oversaw Taylor’s efforts at DHS. Others in the nonprofit sector expressed gratitude that the administration reached out directly

COMMISSIONER BANKS HAS BROUGHT IMPORTANT CHANGES TO HRA AND WE LOOK FORWARD TO WORKING WITH HIM ON THIS REVIEW statement.

De Blasio credited Taylor with major improvements to the city’s homeless services, citing the over 22,000 people who have moved out of shelters and into permanent housing under his tenure.

“There is no question that our current homeless problem would be far more pronounced without these reforms, and Gilbert has been essential to their implementation,” de Blasio said.

But even as the mayor cited his administration’s current efforts to combat homelessness, some advocates for the human services sector expressed concern about the dwindling number of leaders at City Hall specifically dedicated to the sector.

“We’re worried about the lack of city leadership,” one advocate said, speaking on the condition of ano-

to front-lines providers about the momentous recalibration in leadership.

“On this day of very serious transition, they made the effort to reach out to my members, who really are the stakeholders,” said Christy Parque, executive director of Homeless Services United. “That marks a big change from past administrations, that our members are really included in the conversation. That says a lot right there, and I think that sets a great tone.”

Parque also hoped that the transition might usher in a different communications strategy on homelessness from City Hall.

“I’m looking forward to the city leadership sharing with not just our clients but the general public, that there are many opportunities available and that shelter is not the only

solution to homelessness,” Parque said. “I think that piece has been lost, and has been overshadowed by some of the press, which really hasn’t reflected the best of New York.”

Many advocates welcomed Banks’ leadership in the reorganization, citing his accomplishments at HRA — including new rental assistance programs and exit pathways for shelter residents — as steps in the right direction.

"Commissioner Banks has brought important changes to HRA and we look forward to working with him on this review,” said Allison Sesso, executive director of the Human Services Council, an organization that advocates on behalf of the human services sector. "For HSC and our members, the most pressing issue is that client needs are addressed, and we greatly appreciate that the mayor is restructuring to ensure the best services in communities.”

The Human Services Council also expressed optimism that City Hall’s review of homeless services – including its procurement policies – could improve the nonprofit sector’s ability to provide services.

"It is great news that Commissioner Banks and First Deputy Mayor Shorris are examining how contracting with nonprofits is performed in the agencies,” said Michelle Jackson, associate director and general counsel of the Human Services Council.

"This is a real opportunity to bring together multiple city agencies and current contractors to examine the pain points in the contracting process – like registration and payment delays – and to discuss new approaches and collaborate on programs that will really move the needle on homelessness,” Jackson added.

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

HOMELESSNESS

WHO COUNTS? DOUBTS RAISED OVER HOMELESS DATA

By FR ANK RU N YEON

O

n Tuesday, the Department of Homeless Services Commissioner Gilbert Taylor announced he would resign on Jan. 1, amid plans by the mayor to review and restructure the department. The administrative upheaval, coming just before the annual homelessness street count at the end of January, will likely draw closer scrutiny to the way the city collects and manages its homelessness data.

Homeless populations are notoriously difficult to count. Shelter head counts are seen as the most reliable metric, while street counts are the most contentious. But regardless of which part of the homeless population is being counted, government funding – and ultimately, funding for direct service providers – often hinges on that data.

According to federal statistics released at the end of October, a rising number of New Yorkers are homeless. The U.S. Department of Housing and Urban Development, using data from the city’s street count, shelter head counts, and other sources, estimated the city’s homeless population rose 11 percent in one year. The report said more than 75,000 individuals were homeless in February 2015.

But whether homeless numbers are rising or falling is often a source of heated debate.

In November, New York City Po-

18

lice Commissioner William Bratton rankled administration officials by saying street homelessness had “exploded” over the last two years, and the city responded too slowly to fix the problem.

“That narrative is incorrect,” Taylor responded at a City Council hearing Dec. 9. According to the DHS’s annual Homeless Outreach Population Estimate (HOPE) Count, the number of people living on the street has actually gone down by 5 percent.

Yet Taylor acknowledged – although he said he couldn’t quantify it – he believed “there has been an increase,” citing department caseloads, anecdotal evidence from the public, and observations by homeless services providers.

Many nonprofit services providers have long been skeptical of the city’s street count estimates.

“As we’ve said year after year, there’s just no accurate way to count the number of homeless individuals living on the streets,” said Giselle Routhier, policy director for Coalition for the Homeless. “Particularly with the HOPE count – it’s nearly impossible to accurately compare that over time,” she said, noting that weather conditions in a given year could raise or reduce the count.

Dr. Kim Hopper, a medical anthropologist and leading researcher on homelessness, helped design the

I – AND A LOT OF OTHERS – HAVE CONCERNS ABOUT HOW ACCURATELY (THE CITY DATA) REPRESENTS THE HOMELESS POPULATION HOPE count. Hopper says HOPE was only ever meant to measure a limited subset of the homeless population — the most “recalcitrant” individuals.

“You have this minimalist count which is designed to get at those people who are most resistant to coming indoors,” said Hopper. The count is taken over one night in the dead of winter in which volunteer counters ask homeless individuals questions off a checklist to help classify if they are a veteran or are HIV-positive, mentally ill, or have other health problems. Hopper explained that in the worst weather, many homeless people are able to find a friend’s couch, a car, a vacant property, or some other shelter – places that are out of view of the small teams of volunteer HOPE counters.

For many reasons, Hopper said, to “transform (the HOPE count num-

bers) into an accurate assessment of how many people spend some time on the street during the course of a year would be a mistake.”

However, critics say that is exactly what the city has done, by portraying the HOPE count as a comprehensive survey of all homeless people living on the city’s streets.

DHS insists it always clarifies that their HUD-certified count estimates only those who are “chronically homeless.” Chronically homeless individuals are a subset of the homeless population and are defined by HUD as including those who have lived on the street for at least a year or many times in one year, and can be diagnosed with drug abuse, serious mental illness, brain damage or other serious chronic physical illnesses or disabilities.

But a review of the department’s NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

public presentation of HOPE data tells a different story.

For the last decade, press releases and presentations by DHS publicizing the results of the HOPE survey have not explained the limitations of the count. A presentation of the 2015 results simply stated the count intends to determine “the number of people living unsheltered across the city.”

“I – and a lot of others – have concerns about how accurately (the city data) represents the homeless population,” said Christy Parque, executive director of Homeless Services United, which represents nonprofit homeless services providers. While the numbers are a starting point, Parque said, “I think the count could be improved. I think there’s a lot of valid criticism on the fact that we do it in winter when you’re least likely to find people.”

DHS officials said they would review the issue after questions from New York Nonprofit Media about how the department presents its data.

While people living on the street are among the most visibly homeless, other vulnerable portions of the homeless population are often overlooked and left uncounted, advocates say. The statistics are important because they help determine funding levels for programs. If people aren’t counted, they may not get the help they need, advocates explain.

“We’ve been concerned that by not counting them they essentially become invisible,” said Carol Corden, president of New Destiny Housing, a nonprofit that provides housing

to victims of domestic violence and their children. “And if they're invisible, then they’re less likely to have access to homeless resources.”

That’s exactly what’s happening to her domestic violence clients, she says.

Despite a network of specialized programs serving thousands of domestic violence victims in New York, HUD’s official report on New York City homeless populations this year showed zero homeless victims of domestic violence in New York City.

The New York City Coalition on the Continuum of Care, a coalition of homeless housing and shelter providers, consumers, advocates, and government representatives, has not submitted any data on homeless domestic violence survivors to HUD since 2012, when they were the third-largest homeless subpopulation in New York City, totaling 7,676.

Unlike most other subpopulations, like veterans or those with HIV/AIDS, reporting data on homeless domestic violence survivors is optional – and that lack of data was reported as zero in the HUD report.

A spokesperson for HUD acknowledged the error, saying it was a misprint that would be corrected. It in no way reflected a belief at the agency that New York City has no homeless domestic violence survivors, HUD press officer Brian Sullivan said.

“I can assure you, nobody in this department, not a soul believes that,” he said.

Corden said she understands that the zeroes were a mistake. “But the question still remains why the city of New York, their Continuum of Care,

has chosen not to count victims of domestic violence who are homeless,” she said. “The idea is to get as accurate a count of the homeless population as possible, right?”

Dr. Benjamin Charvat, who cochairs the steering committee at Continuum of Care and oversees all research and data analytics for DHS, would not offer New York Nonprofit Media an explanation on the record as to why homeless domestic violence victims are not included in the report to HUD. “If you’re not even counting people, it’s easy to say, ‘This is not an important population,’” Corden said. “The fact that it’s largely families … I think it’s egregious, because you’ve got all these kids who are in that mix.”

“It has an impact,” said Cecilia Gastón, executive director of the Violence Intervention Program Inc., which works with Continuum of Care on behalf of domestic violence housing providers. Without the numbers being provided to HUD, she said, “we just don’t get the housing.”

Advocates agree that it’s critical to collect all the information possible about homeless groups.

“If we’re really trying to get our arms around homelessness, then we need to know how many homeless people there are. That’s the whole point of the HUD count,” Corden said. “It’s hard to push for accurate solutions – to really advocate for appropriate approaches – if you don’t have data.” .

New York Nonprofit Media will host Nonprofit FundCon, a day dedicated to fundraising and development for nonprofits across New York. Join us to discuss creating campaigns, raising money, and building long-lasting relationships with donors!

Wednesday, March 16, 2016 8:00am – 5:30pm Hunter College, NYC Roundtable panel discussions to include: The basis of online fundraising Latest developments in philanthropy Building a database and using the data to better connect with your donors Creating and implementing a successful event while raising significant funds How to make the most of your monthly donor program’s operations Enhancing direct response campaigns How to turn-around your development program Importance of a fundraising mindset to all of your organizational communications Optimizing reply devices and online donation pages Please visit us at http://nynmedia.com/news/nyn-presents-fundcon for the event details and registration!

Sponsorship and exhibitor opportunities are also available! Please contact Lissa Blake at 646 517 2741 or lblake@cityandstateny.com if you are interested. For general information about this event please email Alexis Arsenault at aarsenault@nynmedia.com for more information.

Want to check out our past events?

See videos from Nonprofit MarkCon 2015 and Nonprofit TechCon 2015

NYNmedia.com

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

HOMELESSNESS

BANKS: CITY WILL REVIEW NONPROFIT CONTRACTING

By JEFF STEIN

O

ne day after being tasked to lead the city Department of Homeless Services, Human Resources Administration Commissioner Steven Banks suggested he will use a forthcoming operational review and reorganization of the two agencies to make it easier for nonprofits to do business with the city.

“As part of our review and a part of looking at things, I want to obviously draw upon the best of what’s being done by not-for-profit organizations in the field, and make sure that they’re able to do their job and that we’re giving them all of the tools that they need,” Banks told reporters Wednesday afternoon at City Hall.

Over the past several months, DHS has faced pointed criticism – including from city Comptroller Scott Stringer – for falling behind on processing contracts with shelter providers. Banks singled out city agencies’ contract procurement processes, which can often be fraught with delays in funding and program implementation, as an area for re-

view. He cited HRA’s recent takeover of DHS contracting as an example of an initial step taken to expedite paperwork.

“What we found is that HRA is a bigger agency and has a well-established contracting process, and ultimately it was more efficient for the city to bring to bear the resources of a larger functioning system on notfor-profit contracting,” Banks said.

“Whether it should remain that way or not is certainly something that we have to look at.”

Banks also said that the city must focus on simplifying the contracting process for nonprofits that deal with multiple city agencies. The current system, Banks noted, makes it “difficult to administer programs when you’ve got multiple contracts with multiple agencies that may be asking you to do the same thing in different ways.”

Many contracting issues, he added, are the result of systemic problems that must be addressed as a part of the internal review.

“Over the years, a number of different processes have built up in terms of procurement that are difficult to navigate if you’re a not-forprofit and can be cumbersome to apply if you’re an agency,” Banks said.

“Part of what we’re going to be looking at are the ways in which we can streamline the contracting process for not-for-profits so that they can provide the kinds of front-line services we want in a timely way without the kinds of problems that have developed in the past.”

Banks’ review and potential reorganization of the two agencies commences as Gilbert Taylor, the outgoing commissioner of DHS, transitions to an undefined post within the administration before leaving the administration. When pressed, Banks would not provide specifics on Taylor’s interim role, declining to say whether or not the outgoing commissioner would even have a desk at City Hall. He also would not specify a timeline for when the position of deputy mayor for health and human

services, abruptly vacated by Lilliam Barrios-Paoli in late August, would be filled.

Banks said he will stay on as HRA commissioner while taking over leadership of DHS. In response to questions about the high-profile departures, Banks said that the most pressing issues facing the city’s response to homelessness are operational and can be addressed with current leadership. He also pushed back against criticism of Mayor Bill de Blasio’s management style, saying that the most meaningful changes at HRA – including a ten-fold increase in the budget for eviction-prevention legal services – have resulted from direct mayoral involvement. “[The program expansion] came out of directly working with the mayor and the mayor wanting to focus on what can be done to prevent people from losing their homes,” Banks said. “And that came about because of that hands-on management, which I greatly appreciated.”

REVISITING FAILED HOMELESSNESS POLICIES

A Q&A with R ALPH NU NEZ president of the Institute for Children, Poverty and Homelessness

R

alph Nunez came to NYN’s office to speak about ICPH’s newest study, “Why New York City’s Homeless Family Policies Keep Failing.” The following is edited for content and clarity.

NYN: WHAT DATA POINTS DID YOU LOOK AT FOR THIS STUDY AND

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WHAT WERE THE CONCLUSIONS? RN: The data is basically city data that we’ve drawn upon, and we just took a look at it over time. And when you look at it, you start to realize it’s really a public policy issue.

We’ve been in the wrong public policy curve for the longest time; in fact, we’re probably 180 degrees out.

The issue is not just about housing. City policy is based on the provision of more housing, the prevention of people coming in and creating vouchers to move people out. When you look at those three basic policies, which have been the policies for the past 30 years, you realize that they all fail at some particular point.

Prevention (works) for a while, but eventually some portion of that segment of the population comes into the shelters and your numbers go up.

Whenever you offer vouchers, you see that more people come into the shelters to get in line to get a voucher. And the third aspect of that is if it’s a temporary rental subsidy, what happens when the money runs out?

People are supposed to become independent and they don’t. And that’s been the trend that all of the data has shown for 30 years. Basically, policy

has been based on the provision of housing with these supports.

The real answer is not at the back door, how you move people out of shelter, it’s at the front door – why did they come to shelter? What we find with that is that it’s not an issue of, ‘I need housing,’ it’s an issue of, can you maintain your housing? So it’s an issue of housing stability, not housing need.

NYN: WHAT SHOULD HUMAN RESOURCES ADMINISTRATION COMMISSIONER STEVEN BANKS AND MAYOR BILL DE BLASIO SPECIFICALLY TARGET DURING THE CURRENT 90-DAY REVIEW OF HRA AND DHS? RN: Two things. This agency is 22 years old – is it time to take a look at it? The Department of Homeless Services was born out of the HRA, so it’s like a child that was spun off. Now it’s a young adult. If it’s not working, bring it home. Bring it back into the agency that actually funds it. Maybe it was a mistake breaking it off. The missions are lost there and you’re going back and forth across the street and you can’t accomplish what you really want to do.

The second thing is: the answer is at the front door – why are you here?

If you’ve done this for a long time, you can classify homeless families into three groups. Number one, the families who have had tenancy, who have had jobs. They know what to do.

They are the working poor who ended up here because they lost their job for a while. The second group are young mothers, 25 or below, who really need school, job training and jobs before they come out. And the third is really chronic, severe poverty. They are young mothers, and older mothers, who may have experienced domestic violence, child abuse and neglect issues, or mental health issues. That’s going to be a longer job.

If you see the classification of homeless families into those three categories, then the idea that one shelter size fits all and that everyone is going to get an equal shot at housing is wrong. Triage the shelter system that exists now to fit the needs of those three (types of ) families.

We’ve tried to make families fit a shelter system when we need to have the shelter system fit the needs of families.

NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

MINIMUM WAGE

REPORT: $15 WAGE FLOOR TO COST $250-$300 MILLION YEARLY

By FR ANK G. RU N YEON

T

o fund a $15-an-hour wage floor for nonprofit human services workers in New York, the government will have to increase annual spending on contracts by 20 percent, or an additional $250 to $300 million, according to estimates released today in a joint report by the Federation of Protestant Welfare Agencies, Fiscal Policy Institute and the Human Services Council.

“The State contracts out roughly $1.5 billion annually to nonprofit organizations,” according to the report, titled A Fair Wage for Human Service Workers. “Raising the wage floor in the State-funded human services sector would cost $60 to $75 million in the first year and approximately $250 to $300 million yearly” after a $15-an-hour minimum wage is fully phased in.

The report argues that the state’s 2,500 nonprofit human service organizations should not be left out of any plans by Gov. Andrew Cuomo or the state Legislature to raise the minimum wage for all New Yorkers.

Since around three-quarters of the state’s 200,000 nonprofit workers rely at least partially on government contracts to fund their salaries, according to estimates by the Fiscal Policy Institute, state government will need to increase funding in nonprofit human services contracts.

Since Cuomo has already committed to raising wages for government workers, committing to this addi-

NYNmedia.com

tional funding is a natural next step, advocates reason.

“Nonprofit organizations, in essence, are essentially an extension of the government's workforce,” said Jennifer Jones Austin, who heads FPWA. Government, she said, “should contract at a wage that would allow nonprofit workers to be gainfully employed and be able to make ends meet — and that hasn't been happening.”

Many nonprofit workers contracted by New York state to help the poor, homeless and vulnerable are so underpaid they need the same services they help provide, advocates say. The report notes these workers are often “standing in the same food pantry lines as their clients, on the same waiting lists for affordable housing, and in need of the same childcare subsidies to allow them to go to work each day.”

“We can't have the people who are delivering services eligible for food stamps,” said state Sen. James Sanders Jr., who sits on the Senate Labor Committee. “We have to have a society which pays to work.”

While the report’s authors are in favor of a universal $15 minimum wage, raising the wage floor without providing new funding for human service providers “would spell disaster for many nonprofits,” the report says. Without the ability to increase the prices for their services or cut into profits to pay the higher wage

- the way for-profit businesses can “many nonprofits would be in dire financial straits.” Conversely, if nonprofits were exempted from the wage increase, the whole nonprofit sector would suffer from prospective hires and current employees moving to other higher paying sectors.

Ultimately, without the increase in state contract funding, the services these organizations provide and the people they serve would suffer, warns James Parrot, chief economist at the Fiscal Policy Institute.

“These are not luxury goods that we're talking about,” he said. “These are core human services provided to the most vulnerable and to a broad cross section - it's not just poor people.”

The report’s cost estimate is meant to show what it costs to bring workers up to $15 an hour, while also providing a small, proportionate increase for other workers in those organizations that are currently making more than a $15 hourly rate.

"This is just saying: This is what it costs to bring everybody up to fifteen and provide a smaller, proportionate increase for workers in the fifteen to low twenty range to maintain a compressed wage hierarchy," Parrott explained.

“This is not some kind of a comparable worth estimate,” Parrott said with a wry chuckle. “We did not figure out what these workers really should be making” or what they need.

According to the report, half of all human service providers under government contract in New York state are paid less than $15 an hour, and

W

nearly a third make less than $10.50.

In most parts of the state, the report notes, those wages are not enough “to meet the high cost of living.”

"The state hasn't done anything like this,” Parrott added. “To the governor's credit he's making a bold proposal to make up for lost time and put New York state on a path to be in the lead among all states raising the minimum wage."

The report quotes Fred Shack, CEO of nonprofit homeless services provider Urban Pathways, saying that for 82 employees, or about a third of his workforce , “despite working to provide homeless New Yorkers essential services and permanent housing, are relegated to live in poverty struggling to pay their rent and meet the basic needs of their families.”

For years, Jones Austin said, workers have not been paid a wage that meets their needs, struggling under wage cuts as a result of funding cuts at the state level. An unfunded mandate for nonprofits to pay their workers $15 an hour would add to that burden.

Historically, the state has promised regular cost of living adjustments and hasn’t followed through, saving the state what now amounts to close to $300 million, Allison Sesso, executive director of the Human Services Council said. “That is why we are in the situation in which we have a low wage workforce today," Sesso said.

Jones Austin added, “We have to reverse this and we have to take care of the workers. So we're going all out.”

SENATE LABOR COMMITTEE VOICES

hile nonprofit advocates appear confident that the governor is in their corner, increasing contract funding to support a $15-an-hour wage floor for the nonprofit sector’s human services workers would likely face challenges in the state Senate, which has a narrow Republican majority. Here are comments from some members of the state Senate’s Labor Committee on whether they support the proposal.

State Sen. Jose Peralta, a Queens Democrat, said, “I applauded Gov. Andrew Cuomo’s decision to raise the minimum wage to $15 for all state employees, and it is my hope that he considers the same living wage for all. I understand that the financial needs of our state's many nonprofits are a part of this calculus and, as always, I am glad to consider policies that address this reality. …”

State Sen. Patrick Gallivan, a

western New York Republican, said he was “opposed to an increase in the minimum wage to $15 in any industry because of the negative consequences to consumers, taxpayers and businesses.”

State Sen. James Sanders Jr., a Queens Democrat, voiced support but added: “If the past has any bearing on the future, the Republican-controlled Senate is not going to be sympathetic toward it. And under those conditions, we're going to find ourselves in a bind.”

State Sen. Gustavo Rivera, a Bronx Democrat, said, “I think that every New Yorker should earn a livable wage regardless of the industry they work in. … I believe that taking a close look at how nonprofits could be affected and strongly considering alternative means of safeguarding this industry, such as increasing reimbursement rates for nonprofit health care providers, is necessary.”

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

MINIMUM WAGE

WAGE WARRIORS Roundtable with James Parrott, Allison Sesso and Jennifer Jones Austin

CONTRACTS, AND PAYING CONTRACTS LATE – WHAT GIVES YOU CONFIDENCE THAT THE GOVERNMENT WON’T SHORTCHANGE THE SECTOR AFTER RAISING THE MINIMUM WAGE TO $15?

J

ennifer Jones Austin, chief executive officer and executive director of the Federation of Protestant Welfare Agencies, James Parrott, deputy director and chief economist of the Fiscal Policy Institute, and Allison Sesso, executive director of the Human Services Council, visited New York Nonprofit Media’s office to discuss their push for a government-funded $15-perhour minimum wage for the human services sector. The following is edited for content and clarity.

NYN: WHY IS $15 PER HOUR NECESSARY FOR THE HUMAN SERVICES SECTOR IN PARTICULAR? Allison Sesso: For our workforce, salaries are directly driven by government. Most of the rates that the nonprofits are paid are from government funding sources, with 90 percent of their dollars coming from government.

Half of the workforce is being paid under $15 an hour, so we are employing a low-wage workforce right now, and that is just untenable.

It really creates significant retention issues, and we’re talking about people who are working with communities that deal with trauma over and over again. When their worker turns over it makes getting positive outcomes harder because you’re retraumatizing people as their caseworker changes. You really have to have consistency in this workforce.

That’s why we need to get to that wage level – both for consistency and to stay competitive with the rest of New York.

Jennifer Jones Austin: Earlier this year when we were trying to move the city of New York to increase the wages paid in contracts to hu-

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man services workers, we looked at the faces of these individuals who are making significantly less than what is needed to be self-sufficient.

What we found is that they are in great numbers women, women of color with children, and very often they look like the clients that they are serving, having a difficult time paying the rent and putting food on the table, and yet working full-time jobs.

NYN: YOUR JOINT REPORT CONCLUDES THAT THE STATE WILL NEED TO PROVIDE AN ADDITIONAL $60 MILLION TO $75 MILLION IN THE FIRST YEAR ALONE IN ORDER TO FULLY FUND A $15 MINIMUM WAGE FOR THE HUMAN SERVICES SECTOR. HOW WILL THE STATE BE ABLE TO AFFORD THAT EXPENSE? James Parrott: Part of the savings can certainly come from reduced public assistance costs. Many, many workers in this state are paid so little that they, or a member of their family, qualify for public assistance. So as their wages rise as we move towards $15, the state will experience some savings in reduced payments of Earned Income Tax Credit, reduced expenditures on Medicaid and other forms of public assistance.

In addition to that, there will be the added economic stimulus of workers spending those higher wages. That will mean that they will pay more in state and local taxes, more state income taxes, more city taxes and more sales taxes. So there will be some tax revenue coming into the state alone with the phased-in $15 that will help the state afford this.

But keep in mind also that this is

a sector that has been underfunded for so long, we’ve been putting increasing demands on the human services sector. Poverty has been very persistent, not just in New York but around the country. Partly it’s a consequence of growing polarization of income around the country.

We haven’t really owned up to the fact that it requires more public resources to provide those services.

And part of it is that we haven’t been paying the workforce. This is a workforce that is heavily female, as Jennifer said, and heavily people of color. There’s a gender and race pay equity issue at work here.

On the public cost savings side, as workers’ wages rise, they will need to receive less public assistance in the form of food stamps and Medicaid, so this will provide savings in those programs. In the Medicaid area, there’s a sizable number of workers in areas related to human services, such as workers providing assistance to the developmentally disabled, health care workers – these workers are heavily Medicaid funded. So the savings within the Medicaid sphere will help increase reimbursements.

So it’s a combination of savings on the public assistance side, additional tax revenues paid by low-wage workers as their wages rise, and we have a steadily growing state economy. State tax revenues are projected to grow 5.6 percent this year, and in the 4 to 5 percent range for the next four years. The state is in a good fiscal position to do this.

NYN: GIVEN WHAT YOU SAY HAS BEEN HABITUAL UNDERINVESTMENT IN THE SECTOR – IN TERMS OF COST-OF-LIVING ADJUSTMENTS, UNDERPAYING

AS: It’s a real concern, there’s no question about it. The government has a responsibility that if they’re going to make this policy change, which we are 100 percent behind, that they are going to fund it.

There’s no question that the dollars that come from government, both in direct state contracts as well as Medicaid rates and other rates within the system that the government sets – they all have to be adjusted to get there.

But I think it’s a false choice to say that we should not get behind this because of that, and I have unfortunately heard some people who are against this policy using our sector as a scapegoat to say this is going to demolish the human services sector and nonprofits, they can’t afford this and it’s going to take them down. That is absolutely a false choice.

Our sector has to stand up. A lot of the reasons that people are at our doors to begin with is because the wage gap is too big, that people are not making enough to make ends meet. We have to support this policy for New York state as a sector, and we have to make sure that our sector is brought along with that and that it’s funded.

At the end of the day, if the governor doesn’t do this, we’re going to be out there fighting for it, but we also have to sit down and renegotiate contracts, and we do have to realize that there will be real consequences to our nonprofit sector if this isn’t funded.

JJA: I think it’s important that we recognize that there are some nonprofits – it’s not just others who are using the sector as a scapegoat – who are very much concerned about this increase. But I think that we all have to appreciate, first and foremost, that the reason that we’re all in this business is to care for vulnerable individuals and families and to help them achieve self-sufficiency and upward mobility. An increase in wages across the state of New York will help to do that.

Then we have to look at the sector specifically and say that it would be imprudent and irresponsible on the part of advocates for the sector and for those working in the sector not to push. If we see the wage increase across the state of New York without a funded mandate accompanying it, then the nonprofits are in deeper trouble than they otherwise would be.

However, we’ve seen that the governor understands this issue. He understands that individuals and famNYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

ilies across the state of New York are struggling to make ends meet, and he’s evidencing his understanding by supporting an increase across the board, by supporting the fast food workers, by supporting the state employees.

We believe that the more that we can do to help demonstrate what is happening with respect to human service employees that are partners with the state of New York in caring for the most needy, that he will be responsive because he sees this as part of his mandate for everybody who’s struggling.

NYN: A POLITICALLY CONTROVERSIAL POINT HAS BEEN THE GOVERNOR’S UNILATERAL ACTION FOR THE FAST FOOD SECTOR. IS IT PREFERABLE FOR YOU TO GO THROUGH THE STATE LEGISLATURE, AND ARE YOU CONFIDENT THAT YOU CAN BRING ALONG THE REPUBLICAN MAJORITY IN THE SENATE? JJA: I can’t say which would be preferable – it simply needs to happen.

We’re all concerned about all New Yorkers. We want to see something at the state legislature, but we believe that the governor can make this happen. We’ve seen the governor work with both the senate and the assembly to see through certain things that have been controversial in the past, and we think that can happen again.

We’re advocating for both. It’s not an either/or, but whichever way we

can get to the promised land, if you will, sooner rather than later, we’re going to do that.

NYN: WHY IS A HOLISTIC REASSESSMENT OF THE HUMAN SERVICE SECTOR’S RELATIONSHIP WITH GOVERNMENT SO IMPORTANT RIGHT NOW? AS: Back in March a major institution, FEGS (Health & Human Services), went down. It was a big moment for our sector. We can’t see more organizations and institutions like that go down because what will happen is that the capacity to provide these critical services that maximize human potential for all New Yorkers across the board will disappear.

These services work in tandem with health and education. They work together to make sure that New York as a whole is prosperous.

HSC is actually coming out with a set of recommendations in January to talk about this holistic problem, figuring out how we move forward as a sector with government and revisit this relationship so that we don’t see more closures. Wages are just one piece of the puzzle, but it’s a very important piece.

JP: One of the things that’s going to be really important if this goes through is that the quality-of-service delivery in the city and state will improve as a result. Now, because wages are so low and contracts are so bare-bones funded in New York,

turnover is very high and morale is not what it should be.

Workers don’t have the resources and wherewithal to maintain the certifications that they need to provide the highest-quality services.

They don’t have access to supportive services like child care to enable them to get a bachelor’s degree or (a

master’s in social work). Part of what we need to do is move to a better funded workforce. We need to think about the investments that need to be made to allow workers to invest in their own human capital skills.

That will have important payoffs in terms of improved quality of public services in New York.

The joint report issued by HSC, FPI and FPWA stresses the need for higher wages given the socioeconomic makeup of the human services sector's workforce.

Graham Windham is excited to announce several recent leadership appointments and reorganization efforts which, together, strengthen our capacity to provide a unique continuum of care to children and families. Through our intentional coordination of talent and resources from across program lines, we continue to ensure that we provide each child we serve with a strong foundation for life: a safe, loving, permanent family and the opportunity and preparation to thrive in school and in the world.

As of October 1st 2015, we joined our Preventive Services and Family Foster Care programs at Graham under the leadership of Lavern Harry, Associate Vice President for Social Services. Lavern who was appointed to the AVP role in February of 2013 has been a dedicated champion of our mission and vision as she led the teams organized under our Family Foster Care programs until taking on this expanded scope last Fall. We made this decision for both practice and organizational reasons. From a practice perspective, our approach to partnering with families does not change whether their kids are at home or in our care. Family Foster Care is getting smaller, happily, as the result of our team’s great work and other trends in the system. This move to join Preventive Services and Family Foster Care leaves us with two very strong, sustainable NYC-based program areas.

Family and Community Support Services which includes our Beacon Afterschool, Community School, Cornerstone Community Centers, Bridges to Health, Graham Mental, Graham SLAM, SLAM Justice Scholars and soon Health Care Management is growing towards our Vision of having a full set of programs in each of our communities so that Graham kids and families have the space, support and opportunity to grow and thrive regardless of their involvement in the child welfare system.

We are happy to announce the recent addition of a new Associate Vice President for Behavioral Health and Wellness to this Family & Community Support Services’ branch of programs at Graham, Mr. Jude Alexandre. In his new role, Jude will oversee Graham’s Mental Health programming, Bridges to Health and the Care Coordination Team. He will be instrumental in developing our Health Home Care Management program and helping to transition our foster care youth to Medicaid Managed Care in 2017. Jude joins us with over 20 years of direct practice and administrative management experience in the social service field. In his previous position at HeartShare, he was the Senior Administrator for Community Mental Health and Medical Clinics, Community Clinics for People with Developmental Disabilities and Health Home Targeted Case Management Services. Jude is well-versed in the complications inherent in running fee-for-service programs; he has deep experience in developing and implementing practices that respect the needs of clients and staff while instituting management and IT and Program Performance systems and solutions to help staff more effectively focus on their practices, and increase their access to clients in need of services. Jude holds a bachelor’s degree from Baruch College and a master’s degree from Hunter College.

He lives on Long Island with his wife and their three children and likes to spend his free time vacationing with his family. According to Jude’s colleagues his greatest strengths are his attentiveness, encouragement and leadership. He thrives on challenges, especially those that broaden the agency’s reach. We are thrilled that he has brought this ‘can do’ approach to GRAHAM. After more than 18 years of dedicated service to children and families at Graham Windham, current Associate Vice President for Westchester Based Services, Kristen Ragusa has been identified as the next Vice President of the Graham School Campus. In 2002, Kristen assumed leadership of our Cottage Teams as the Director of Residential Care. Since 2010, as the Associate Vice President, she has led our Family and Clinical teams in addition to Residential Care. Kristen brought these teams together to dramatically improve our family outcomes and to more cohesively care for our kids. Kristen has been the force and glue behind so many of our Graham School efforts, from the Bengals to Collaborative Problem Solving, and has truly done whatever it takes to do right by our kids and families. She is dynamic with our volunteers as evidenced by our most recent successful Cottage Decorating and Santa nights. She has also emerged as an essential member of Graham Windham’s Executive Council. Her work ethic, creativity, and inclusive and decisive leadership has and will serve the kids and families of the Graham School exceedingly well. Kristen’s commitment to Graham’s mission and vision is abundantly clear. Her own vision for the Graham School and how we can work together is inspiring and promises to expand and deepen our impact. She is committed to working towards this vision in close partnership with the Greenburgh-Graham School District Leadership Team and Graham's City-based programs. There are no better hands to turn over the care of the Graham School Campus than Kristen’s. She knows we will all be pulling with her to make our vision a reality. Kristen will assume the role upon current Vice President, Gerry Leventhal’s retirement in April.

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

MINIMUM WAGE

FUNDING A STICKING POINT IN WAGE DEBATE

A KATZ

By JEFF STEIN

W

ith Albany Democrats poised to push for an all-sector wage hike to $15 an hour in the upcoming legislative session, a key issue raised by skeptics and advocates is how the proposal would impact the state’s nonprofit sector.

E.J. McMahon, president of the right-leaning Empire Center for Public Policy, said at Wednesday’s City & State minimum wage forum at New York Law School that the wage hike could result in nonprofits losing workers to other sectors.

“Nonprofits are freaking out about this,” McMahon said. “The more compelling a case they make to the Legislature and governor for how this will disrupt their model, the more likely the governor and Legislature will say: Don’t worry, we’ll take care of you with a carve-out or a slowdown. That won’t help much because if the rest of the labor market has got its pay rising, they’re going to be threatened by the loss of some of their workers to the other businesses.”

McMahon contended that the wage hike’s adverse impact on nonprofits would largely be a function of organizations’ reliance on government sources of funding.

“It’s going to be very, very disruptive, especially for the nonprofits, many of whom depend on federal aid streams, which have no cognizance of a $15 minimum wage,” McMahon said. “Is the state going to reimburse the hundreds of millions of dollars this is likely to cost them? I would say likely it is not.”

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Other panelists agreed that the impact to the sector would be sizable, but suggested that solutions for the sector could be built in to the wage hike proposal.

Paul Sonn, general counsel of the left-leaning National Employment Law Project, cited potential savings to the state budget as workers at human services agencies earn more and rely less on state-funded Medicaid as a possible solution. As wages increase, Sonn argued, workers would

increase support for the nonprofits that have been underinvested in for years.”

Sonn also suggested that the proposal has wide support within the human services nonprofit community, mentioning a coalition of organizations spearheaded by Jennifer Jones Austin, chief executive officer of the Federation of Protestant Welfare Agencies, and the Fiscal Policy Institute “to advocate and push the Legislature to use the savings in the

IT’S GOING TO BE VERY, VERY DISRUPTIVE, ESPECIALLY FOR THE NONPROFITS, MANY OF WHOM DEPEND ON FEDERAL AID STREAMS ... transition to health care exchanges established under the Affordable Care Act, which are overwhelmingly funded by the federal government.

According to Sonn, this shift could represent “hundreds of millions of dollars” in savings in the state budget, which could then be used to support nonprofits.

“No doubt about it: there’s going to be a big impact to nonprofits,” Sonn said. “That’s why the state Legislature as part of this should use the savings to the state budget to

budget to provide needed and long overdue support.”

But this approach was met with skepticism by some of the panel’s more conservative members, including Republican state Sen. Jack Martins, who argued that nonprofits would be unable to absorb the cost of the proposed wage increase without unfair government intervention.

“You’re suggesting that we should take money out of the state budget so that we – so that taxpayers – can subsidize increased wages for not-

for-profits and keep them operating,” Martins said. “I don’t know that that model works either, that taxpayers of the state should be asked to absorb the impact to our not-forprofit community from an increased wage.”

In contrast, Hector Figueroa, president of 32BJ Service Employees International Union and a vocal advocate for the wage hike, stressed that state government must prioritize support for the nonprofit sector, as it has played an ever-expanding role in the lives of low-income New Yorkers.

“We need to look at ways for entities like nonprofits that are feeling a vacuum as the government has not met its obligations, as the economy has become more unequal and people who are insecure – retirement income has disappeared and they need to rely on nonprofits and charities,” Figueroa said. “We have to figure out with the nonprofits, with the charities, what other things can be done so that they can function, whether it is in the form of subsidies or whether it is in the form of providing space.”

Ultimately, Figueroa argued, policymakers must confront this issue now in order to avoid larger stresses on both individual workers and the overall economy.

“We have to be prepared to understand that if we don’t address this question of the minimum wage now, we’re going to be facing a much bigger problem in the near future," Figueroa said.

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January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

CRIMINAL JUSTICE

A NEW PHASE IN JUVENILE JUSTICE REFORM

By JEFF STEIN

TV Globo interviews Lisa Crook, director of juvenile justice programs at Leake & Watts, at the agency's Close to Home Non-Secure Placement site in the Bronx.

A

fter months of delays, the second and final phase of the New York City Administration of Children’s Services’ Close to Home program has commenced, with four of the six planned sites online, according to a spokesman for the agency.

The onboarding of the four new residential sites, with more integrated and comprehensive educational and mental health services, marks an important milestone for the Close to Home program, which seeks to help juvenile offenders more seamlessly transition back into the community. The program, which allows the city Department of Probation to take youths under the age of 15 out of traditional juvenile justice settings and offer them an array of social services at sites in their home communities, as opposed to upstate detention centers, has already served hundreds of youths in its first phase, which launched in 2012.

The second phase, consisting of “limited secure placement,” or LSP, sites, which are more stringent facilities than the existing “non-secure placement,” or NSP, sites, will eventually serve 94 clients, according to an ACS spokesperson. Designed for youths who are deemed to pose a somewhat higher risk to the community, the LSP sites will be run by three nonprofit organizations: Leake & Watts, The Children’s Village and Sheltering Arms, with sites in Brooklyn, Queens, the Bronx and Westchester.

Although this second phase of Close to Home was originally scheduled to launch in 2013, ACS postponed the launch several times, citing construction delays and the need “to address some outstanding concerns with regard to the first phase of Close to Home.”

Some observers have criticized ACS for moving too slowly in its efforts to launch the program’s second

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phase. One high-ranking Bloomberg administration official, who spoke on the condition of anonymity, expressed incredulity that it had taken the current administration this long to launch LSP sites.

“It’s only 100 beds, for crying out loud,” the former official said. “We would have gotten this up so much more quickly simply because it’s the right thing to do.”

However, Meredith Barber, director of institutional advancement at Leake & Watts, expressed confidence that the deliberative pace of ACS would result in safe and successful sites for the long haul.

“Close to Home is a very important initiative, and we understand that a new administration really wants to make sure that they understand all of the moving parts,” Barber said. “Both ACS and the providers want to make sure that the kids are being supported, so we used that time ourselves to make sure that we are overly prepared.”

While many advocates have hailed the program as sensible and humane reform for a failing juvenile justice system, the first years of its operation saw troubling safety issues, including frequent AWOL incidents. The program’s biggest blow came in June 2015, when three teens residing at a Brooklyn NSP facility operated by Boys Town were arrested on charges of rape. Boys Town swiftly lost its Close to Home contract, becoming the third nonprofit to do so.

Despite the dramatic consequences of safety shortcomings – and the community backlash that ensued – ACS insists it has largely addressed safety concerns surrounding NSP sites, setting a firm foundation for LSP sites to succeed.

“With an initiative of this size and scope, challenges were to be expected,” said Christopher McKniff, a spokesman for the agency. “When

we launched Close to Home in 2012, New York City had not run a juvenile placement system.”

McKniff described ACS’ redoubled efforts to increase safety and decrease AWOLs at NSP sites, including the installation of additional security measures like window bars, additional alarms and coded key pads, and working with providers to better identify situations when youth were likely to try to leave.

“These changes have been enormously successful,” McKniff said.

“For example, the percentage rate of young people leaving placement for more than 24 hours without permission was 27 percent in May 2013;

by October 2013 it had dropped to 14 percent, representing a nearly 50 percent decrease in just five months.

As of September 2015, the percentage had dropped to 4.8 percent.”

Given the more intensive services provided at LSP sites, as well as the lessons learned from the first years of NSP site operation, McKniff said that this second phase will feature heightened safety protocols.

“LSP sites are designed to be self-contained, with all services, including education, recreation and mental health care, provided on site,” McKniff said. “Young people placed in LSP will have a limited need to move off site. Also, the sites will include a 24/7 staffed control room to monitor the entire facility, and there will be a 3-to-1 staffing ratio.”

Nonprofit providers say that the initial focus on safety will provide a strong foundation for their current task: implementing programs that they hope will have a lasting impact on their clients’ lives.

Lisa Crook, director of juvenile justice programs at Leake & Watts, described her organization’s adaptation of existing methods, such as the Missouri Youth Services Institute model, in order to most efficaciously impact clients during their six to seven months of participation. Crook stressed the importance of using positive behavior reinforcement, setting clear expectations, and providing replacement behavior – not just saying, “Don’t do that.”

“One of the big pushes that is part of our method is helping kids to decide what their own goals are,” Crook explained. “Nobody responds well to a goal that someone else sets for you.

It’s critical that we work with the kids and families to set goals for themselves. We’re not here because we know what is best – they know their lives, their strengths. We’re here to help them figure out what their longterm goals are.”

Crook explained that one method that Leake & Watts has implemented to aid goal-setting is family-teen conferences, which the organization has previously used in foster care settings. “It’s borrowed from the developmental disability world

and includes a very intensive interview about what is really important to that individual, and how can we make goals and how can we support them to get there,” Crook said.

Jeremy Kohamban, president and CEO of The Children’s Village, said asking probing questions about service delivery is key to making those services more impactful.

“Is the treatment that we are providing specific to the symptoms and issues of placement?” Kohamban asked. “If the child was placed with a certain type of mental illness, is our treatment responsive to that issue? Is what we are doing connecting the children back to families and the community? Are we creating the kind of family connections and community connects that will give them success out of the system? If those connections don’t exist, do we have a plan and a set of activities that will create a family and community connection?”

Kohamban cited The Children’s Village’s extensive infrastructure, including its use of parent advocates and community offices in all five boroughs, as integral to its ability to reintegrate clients into the community.

Crook stressed the importance of residents receiving group therapy at LSP sites. She highlighted Leake & Watts’ use of a technique borrowed from the Missouri Youth Services Institute called “circle and check-in.”

Crook said the practice, in which any member of the site can call a group meeting, has proved helpful in fostering a nurturing environment.

“If a young person had a bad call with her parents, they can circle up a group and get support,” Crook said.

“A staff member or a peer member can also call a circle. Instead of staff talking behind the kids, we check in with each other.”

Given the promise of these techniques, Barber hopes that the discussion surrounding Close to Home can shift from safety concerns to the restorative and redemptive possibilities of the program.

“It really is important to be having a conversation amongst agencies, advocates and in the media about the need for these programs and the fact that these are kids who deserve a chance to succeed and the opportunity to turn their life around,” Barber said. “These kids are 12 or 13 years old. In our work, we are constantly reminded that so many of the kids in juvenile justice and foster programs have been dealt a raw deal.

We have the opportunity to really give them nurturing support and help them discover the roots of their behavior. We have to remember in the conversation about these programs that these are kids, many really great kids who just made poor decisions. We need to make that a part of the conversation.”

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

CRIMINAL JUSTICE

FORGING A PATH TOWARD TRUE CRIMINAL JUSTICE REFORM

By JOANNE PAGE

I

n my 26 years as president and chief executive officer of The Fortune Society, I have witnessed incarceration rates swell even as crime rates plummeted. Our nation has plowed full steam ahead adopting harsh policies that have made us the largest jailer in the world. Our criminal justice system has not made our communities safer; rather, it has fractured families, alienated communities and further marginalized low-income minorities.

The damage done to communities of color is sobering. But it is encouraging to know that policymakers, researchers and advocates across the political spectrum are now coalescing around true criminal justice reform with a specific goal of reducing reliance on incarceration while increasing public safety, promoting community enrichment and reducing the damaging effects of a criminal conviction.

Progress has been made over the past few years. New York state has closed prisons and reduced the prison population. Gov. Andrew Cuomo adopted the recommendations of the Council on Community Reentry that he established in 2014, helping to level the playing field for the formerly incarcerated in the areas of housing, employment and healthcare.

The city has reduced its jail population and agreed to significantly scale back its use of solitary confinement. Also, in a major step forward to help people with criminal records find employment, New York City Mayor Bill de Blasio and the New York City Council passed the Fair Chance Act, which gives formerly incarcerated people a decent chance – at the very least – of landing a job interview.

Despite this progress, there is much work to be done. In 2016, our leaders in City Hall and the state Capitol can take further steps to reduce the number of incarcerated New Yorkers while increasing services to those who are behind bars.

Real sentencing reform must balance public safety while reducing reliance on incarceration. To that end, The Fortune Society recommends:

* Increasing alternative-to-incarceration programs that have a proven track record of success * Eliminating mandatory minimums * Decreasing the maximum sentence for Class A misdemeanors by one day, to 364 days, thus allowing judicial discretion on mandatory detention and deportation in immigration cases * Expanding viable alternatives to incarceration to include those with violent convictions

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Steps must also be taken to ensure certain safety nets are in place once individuals regain their freedom. We must: * Increase in-prison therapeutic programming as well as vocational and educational programming, including post-secondary education * Ensure people released from prison have access to healthcare by activating Medicaid before release * Provide people leaving jail or prison with non-stigmatizing government-issued identification like non-driver ID cards.

Our system of parole must work to ensure parolees get the assistance and guidance they need to reenter their communities and lead positive, productive lives as they face tough transitions. To that end, we must: * Reduce technical parole violations * Implement “presumptive parole” so that individuals who have reached parole eligibility and are assessed as “low risk” are automatically granted parole * When an individual deemed low-risk by the COMPAS proba-

tion risk and needs assessment system is denied parole, there must be written justification and higher-level review Supporting individuals’ successful reentry means we must do better with eliminating discrimination against the formerly incarcerated.

We must: * Apply “Ban the Box” (an ordinance restricting when potential employers can enquire about a job applicant's criminal history during the application process) to state jobs and human services agencies that contract with parole * Address discrimination that prevents people with criminal justice histories from attending SUNY * Create viable capital and operating funding streams for transitional and supportive housing * Increase the public assistance shelter allowance from $215 a month * Significantly scale back use of “Permanent Exclusions” in NYCHA public housing * Increase funding for mental health, substance abuse and other behavioral health services

Lastly, we must also expand routine clemency consideration to currently incarcerated individuals convicted of violent crimes when there is strong evidence of rehabilitation, a low-risk COMPAS score or incapacitation due to illness or advanced age.

The superintendents of the state’s 54 correctional facilities should make at least one recommendation for clemency each month.

There is one final big caveat: We must not allow “headline panic” to dictate bad public policy. If just one bad apple slips through the system, critics unfairly blame our elected officials. And sadly, the reaction is often to shut the doors on programs that really work while doing more of what we know does not work.

If our achievements over the past few years serve as a benchmark, there is room for optimism that by working together we can further our progress on meaningful criminal justice reform in 2016 and beyond.

Scaling back decades of harmful criminal justice policies is a complex process. By reevaluating our sentencing structure, reforming parole policies, utilizing programs more effectively, increasing opportunities for release, reducing discrimination and providing necessary resources post-release, we can make a meaningful dent in the number of incarcerated New Yorkers, ease their transition home and improve public safety all at the same time.

NYNmedia.com

January 2016

Issue N°7 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

2016 CHALLENGES

CRIMINAL JUSTICE

REBUILDING THE LIVES OF INDIVIDUALS WITH CRIMINAL CONVICTIONS

By ROSALY N RETK WA

I

n a move that reflects the state’s growing attention to incarceration rates and individuals returning to their communities with criminal convictions, the newly formed Council on Community Re-Entry and Reintegration will continue to help drive the conversation surrounding their 12 initial recommendations, which were recently adopted

by Gov. Andrew Cuomo, the council’s chairperson said.

The 28-member council formed by the governor in July 2014 will meet about three times a year, said Rossana Rosado, the council’s chairwoman.

New York state releases more than 25,000 people from prison every year, according to last September’s release in which Cuomo announced his implementation of the council’s recommendations via executive action. The measures are intended to improve their prospects.

“Part of having a fair and equitable criminal justice system is what do you do, what do you offer people when they come home from prison because most everybody comes home,” said council member George McDonald, the founder and president of The Doe Fund, which provides transitional housing and job training for the homeless, including those recently released from prison. “There’s been mass incarceration in America. We know that people are coming home, and they’re going to be coming home at a greater rate than ever before in the future,” he said, calling the so-called war on drugs “a stupid policy that’s ruined millions of lives.”

The council also includes Alphonso David, counsel to the governor; representatives of a number of law enforcement agencies such as the New York City Mayor’s Office of Criminal Justice and the Westchester and Manhattan district attorneys’ offices; academics from Cardozo and New York University law schools and John Jay College of Criminal Justice’s Prisoner Reentry Institute; and

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nonprofit leaders from The Fortune Society, The Osborne Association, the Neighborhood Defender Service of Harlem, the Center for Community Alternatives and the Center for Employment Opportunities.

“These people are not just coming together to write a report and go away,” Rosado said. “We’re really committed to working together on a number of issues to bring to light the plight of these people we serve.”

With the re-entry emerging as a prominent issue on the national level, the members of the council want to be “not just part of the conversation, but to lead this new conversation, ” Rosado added.

What the council recommended The council’s recommendations that Cuomo approved for implementation focus on issues related to employment – especially in state agencies and in some of the licensed professions – while providing greater access to state-funded housing, state-issued identification and Medicaid.

“I’m impressed by the thoroughness of the package,” said Stefan LoBuglio, who runs the Council of State Governments Justice Center’s National Reentry Resource Center.

On employment, the recommendations will require state agencies to adopt “fair chance hiring” in which a conviction will not need to be disclosed “until and unless the agency has interviewed the candidate and is interested in hiring him or her.” (In June, New York City Mayor Bill de Blasio signed a similar Fair Chance Act, which allows employers to ask about criminal history only after a conditional offer of employment has been made.)

Such measures will affect not just the people who have done time, but also those who have been convicted and were given probation or sent directly to rehab, notes council member Marsha Weissman, the founder and recently retired executive director of the Center for Community Al-

ternatives. “It may not work out, but someone has a much better chance” at securing a job if they can be interviewed before disclosing a conviction, Weissman said. “It’s not just a piece of paper, it’s a human being,” she added.

In an effort to reduce the number of individuals with convictions who are prohibited from working in licensed occupations such as barbers, paramedics, and real estate brokers, the recommendations specify a “presumption” towards granting a license, unless further scrutiny of an individual’s criminal record weighs against it. McDonald cited “the barbershop where you couldn't get a license as a barber if you were a convicted felon," as an example of an occupation where criminal history may be irrelevant. A second provision says several state agencies such as the Departments of Health, State and Environmental Conservation will amend their regulations for licenses in 10 categories for which the council determined those regulations “created stricter barriers for people with convictions than required by statute.”

To help overcome negative preconceptions about individuals re-entering their communities, the job-hunting app company Apploi is donating technology that will allow people with criminal convictions to market themselves to potential employers via video kiosks, Cuomo’s announcement said. The technology is

the recommendations say “new guidance will forbid discrimination based on a conviction alone and require operators to make an individualized assessment of applicants based on factors such as the seriousness of the offense, the time since the offense, the age of the applicant at the time of the crime, and evidence of an applicant’s rehabilitation.” The plan also mandates an “individualized assessment” when there is a history of domestic violence against someone other than the current partner or spouse. “A prior administrative policy made it unintentionally difficult for some people to live with partners with whom there was no history of abuse,” the announcement said.

“Many people come home to families who can help them, but a significant number of people were not being allowed back into public housing,” Rosado said.

The recommendations also say the Department of Mental Health will create new supportive housing units for seriously mentally ill individuals returning to New York City from state prison. Additionally, homeless formerly incarcerated individuals will now be included among those who can be served by supportive housing services for people with special needs.

The other recommendations will increase the number of people who are enrolled in Medicaid and have state-issued IDs by the time they’re released from prison, while stream-

PART OF HAVING A FAIR AND EQUITABLE CRIMINAL JUSTICE SYSTEM IS WHAT DO YOU DO, WHAT DO YOU OFFER PEOPLE WHEN THEY COME HOME... already in use in seven state Department of Corrections and Community Supervision sites, McDonald added.

Going forward, the council will promote a range of educational opportunities to improve chances of employment, the announcement said.

The reforms will also allow prisoners to keep more of the money sent to them by family and friends to spend in commissary or save for release.

Any money sent by outside sources (as opposed to the money earned in prison jobs) will go first toward paying restitution. Half of what remains will go toward paying off any fines and fees and the other half will “stay in their own pocket,” said Marta Nelson, the council’s executive director.

When a person re-entering the community seeks to live in state-funded public housing, including federal Section 8 rental assistance administered by state agencies,

lining the process for obtaining documents such as certificates of good conduct.

Looking forward Weissman hopes attention will turn to policies regarding the disclosure of felony convictions on college applications. The State University of New York system asks about such convictions on its applications, but state universities in California and Texas do not, Weissman noted.

“On the employment front, New York is doing very groundbreaking things,” Weissman said. “In higher education, we have to catch up, but that’s not too bad so long as we get there.”

McDonald said the council has already started tackling “the next round” of recommendations with a meeting in November. “We’ve only just begun.”

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Issue N°7

January 2016 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

PERSPECTIVES

PROMOTING THE PURPOSE OF NONPROFIT ORGANIZATIONS

By PAULA GAVIN

The following is an adapted excerpt from Gavin’s pamphlet “Heart & Hammer,” in which she presents a sweeping vision for the leadership of nonprofit organizations.

O

ver my 40 years working in the private sector, the nonprofit sector and government, I have seen the impact and power of nonprofits when they are mission-driven, results-oriented and people-focused - on purpose.

The heart of a nonprofit’s purpose is to serve the public good and to help people build their self-confidence and self-determination to achieve their fullest potential and quality of life. Nonprofits that link and partner with the private sector, government, other nonprofits and the community at large best fulfill this purpose by maximizing benefits for the people they serve. Such maximizing can only occur when an organization’s mission, vision and strategic plan work in concert to provide a meaningful and financially sound framework.

The joy of a strategic plan A strategic plan defines an organization’s mission (what I call “today's purpose”), as well as its vision for change (“tomorrow's promise”). Its goals, strategies and measures of success drive an organization’s implementation plan. And, of course, there is no strategic plan without skill and the will for implementation.

I find that a successful strategic plan is conceived with both the “heart” and “hammer” at the forefront of thought. With the “heart” representing here the organization’s mission and vision, the scope of services delivered and the impact of that service. The “hammer,” which is just as essential, speaks here to an equal dedication to the capacity building required to deliver those services. My hope is for organizations to see strategic planning as an opportunity to marry those two concepts, both in terms of communications and funding.

Communicating the strategic plan A strategic plan is really the story

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of a nonprofit. Necessarily, it should reflect the organization’s history, legacy and future.

In order to communicate that plan, organizations must start with a clear definition of how its mission can improve the lives of individuals, as well as a strong concept of how it will be accountable to the community. These elements are simply integral to an organization’s brand.

As communicating and marketing are essential goals for every nonprofit, they should be prominent in any strategic plan. I urge organizations to begin this part of their strategy by zeroing in on their target audience, both in terms of non-paying customers (clients served), as well as funders (government, private donors, members/fee-paying participants), partners and collaborators.

Keep in mind that each subset of your target audience chooses a nonprofit based on its quality, impact, efficiency, results and the spirit of their staff and volunteers. And never forget that your products - services provided, programs offered and public policy advocacy - are central to engaging with each subset.

A strategic communications plan defines the organization’s target audiences explicitly - as well as the objectives for each audience. The plan should lay out action steps for each potential messaging avenue such as the organization’s website, social media, print publications and television.

Once an organization has clearly pinpointed its audience and strategies for reaching it, it must be proactive about cultivating a visible presence in the community. While this traditionally happens through a combination of annual reports, newsletters, social media and local newspapers, I think that building authentic and effective relationships with community leaders (including elected officials, other nonprofits, community boards, police and fire departments, and local schools and hospitals) holds the to key to cementing an organization’s role.

Indeed, collaborations are key to communicating your strategic plan.

They amplify the voice of your mission and vision. They can build trust, expand and deepen your impact and raise your political effectiveness.

While there is a natural tension between independence and collaboration with partners, the power that can come with effective stakeholder management is worth the effort it takes to build relationships in your community.

Financing the strategic plan Of course, none of the above can happen without proper financing.

Necessarily, strategic plans should be carefully reflected in an organization’s financial plan, with clear statements of program revenues and expenses, infrastructure requirements and investment plans.

A diversified and solid financial structure including assets, reserves, working capital and investments is a platform for success. It’s also important to have a diversified revenue mix, a plan for revenue growth and expense management, as well as efficient fiscal controls and program margins.

While nonprofits inherently do not stress profit margins, please never forget: Nonprofits can make a margin on programs and programs can cross subsidize. And the overall organization can and should produce a margin to contribute to reserves.

Once an organization’s strategic plan and financial plan are aligned, the institution’s board of directors must be equally committed. Without their oversight and development of private friendraising and fundraising sources, it becomes increasingly difficult to deliver any strategic plan.

Let me break down the formula further. As I am fond of saying: "No money, no margin, no mission.” Understanding the current funding mix and financial performance of programs while strategically analyzing opportunities for revenue diversification and margin is a very critical strategic planning outcome. Each revenue element should be analyzed for potential, risk and restrictions.

A note on fundraising: while private fundraising may only be 15 to

25 percent of total revenue, it should be treated as an incredibly important revenue source. Indeed, fundraising signifies the ability of a nonprofit to present its cause, case, constituency and communications in a powerful way. Fundraising represents the marketability of the nonprofit; a fundraising ask is our version of sales, making it a strong indicator of the strength of an organization’s products and messaging.

However, it is also important to keep in mind that restricted private fundraising for programs or capital require strong accountability systems which can be costly and cumbersome for an organization to maintain. Therefore, unrestricted private funds present the greatest opportunity and greatest need for a nonprofit.

A few data points to keep in mind: Private contributions have consistently been 2 to 3 percent of GNP. Some 80 percent of givers are individuals, 10 percent are corporations and 10 percent are foundations; 75 percent of adults donate, on average, 2.5 percent of their income.

The key message here is the importance of individuals, which organizations can so easily forget about under the pressure of chasing other funding sources. Given the unique power of individual donors, an organization’s strategic plan should break down its strategies for outreach to individuals, through face to face interactions, programming, direct mailings, web based giving, special events, and endowment campaigns.

Mission-driven, results-oriented and people-focused nonprofits Leadership and management of nonprofits is both an art and a science. While I find it useful to stress the “heart” (the organization’s mission) and the “hammer” (its mission impact and results), we can never forget that it is the people - staff, volunteers, the board, participants, partners and community - who create the spirit of both accountability and responsibility that are necessary to achieve every organization’s purpose to serve the public good.

NYNmedia.com

January 2016

Issue N°7

CALENDAR

MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

JAN 27 6:00AM - 10:30AM NYC LEGISLATIVE PREVIEW

6:00 PM

CITY & STATE CAREERS SPEAKER SERIES

Baruch College, NYC

Covene Conference Center

City & State’s 2016 NYC Legislative Preview forum will analyze priorities for Mayor Bill de Blasio and the New York City Council ahead of the annual budget negotiations. The forum will also serve as the launch of our New York City Legislative Preview magazine, which will feature fact sheets on all 51 council members including: a comprehensive look at their 2016 priorities. The issue will also look at de Blasio’s record delivering on promises made in his campaign and cover how the relationship between de Blasio and Gov. Andrew Cuomo will factor into issues like education, the sharing economy, housing and beyond.

City & State Careers provides both young and established professionals with professional development information, continuing education options, and career opportunities in and around New York state. The January speaker series will feature industry experts to discuss the importance of lifelong learning, whether through graduate school enrollment, certification programs, or continuing education opportunities, including guests from NYU Wagner and the University of Chicago.

Info: http://cityandstateny.com/events

Info: http://cityandstateny.com/events/

FEB 23

8:00AM – 11:00AM

ON TECHNOLOGY: NEW YORK'S SMART CITY INITIATIVES

NYIT Auditorium on Broadway

NYC as a Smart City: Panelists discuss next generation technology that will make New York smarter and safer for residents and businesses.

EVENTS

JAN 20

http://cityandstateny.com/events

MARCH 16 8:00AM – 5:30PM NYN PRESENT: FUNDCON

Hunter College, NYC

Fundraising is all about creating trust and building relationships. Those relationships lead to donating, giving, and long-term support. Is your nonprofit optimizing your fundraising strategy? Are you taking advantage of the latest trends and developments in philanthropy? Are you connecting with your donors, building a database, and constantly enhancing your giving campaigns?

Info: http://nynmedia.com/news/nyn-presents-fundcon

2016Events EventsCalendar Calendar 2016 Date March 16

Place Hunter College

Name Nonprofit FundCon

April

NYC

Front Line Heroes

Late May

NYC

Nonprofit OpCon

July

NYC

40 under 40

September

NYC

Nonprofit MarkCon

October

NYC

Nonprofit WorkCon

December

NYC

Nonprofit TechCon

Full day conference on Fundraising “Strategizing, Developing, Marketing and Raising Money for Nonprofits” Awards breakfast – Honoring the unknown leaders and advocates for change and social good Full day event on Operations “Streamlining Processes and Operations for New York Nonprofits” Awards breakfast – Honoring 40 under 40 rising stars in the nonprofit world Full day event on Marketing “Building your Brand: Marketing, Public Relations and Social Media for Nonprofits” Full day event on Workforce development “Recruiting, engaging and retaining top talent for your Nonprofit” Full Day event on Technology “How Technology has Changed Everything for Nonprofits”

If you are interested in speaking, suggesting a speaker, sponsoring or exhibiting please call Lissa Blake at 646 517 2741 or email lblake@cityandstateny.com for more information.

NYNmedia.com

29

Issue N°7

January 2016

The go-to career center for New York’s nonprofit industry.

Featuring thousands of jobs each year, NYN Careers helps large and small nonprofits fill positions ranging from directors to human resources staffers.

Contact: Lissa Blake LBlake@NYNmedia.com

CAREERS

CAREER BOARD

MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

30

CHIEF FINANCIAL OFFICER

MULTIPLE OPPORTUNITIES

Rehabilitation Support Services, Inc. is a nationally-recognized nonprofit agency with an annual operating budget of $50 million that provides services to individuals with disabilities in a 13 county region of NYS. Reporting to the Executive Director, the CFO serves as an integral member of the agency’s executive team.

Responsibilities include: Planning, developing, implementing, directing and evaluating the agency’s fiscal function and performance in accordance with GAAP. Qualified candidates must have a minimum of 10 to 15 years of progressively responsible fiscal management and leadership experience with responsibility for overall budgetary, accounting and fiscal operations in a healthcare, behavioral healthcare or human service non-profit environment. BA in Finance or Accounting is required with MBA and/or CPA preferred.

Since 1893, Henry Street has delivered the most effective, compassionate and comprehensive services possible to residents of the Lower East Side. As a multifaceted not-for-profit, Henry Street provides innovative social services, arts programs and healthcare services from 17 locations throughout the Lower East Side. Building upon its legacy for innovation and effective programming, Henry Street has grown to offer more than 50 different programs, currently making it one of the most comprehensive settlement house in New York City, as well as one of the City’s largest social service agencies. We are hiring for the following positions:

Interested candidates may apply in confidence with salary requirements on our website at www.rehab.org.

BRONX CASE MANAGER Fedcap Rehabilitation Services Inc. in partnership with Living in the Community (LINC) is seeking a Case Manager to work out of our Bronx location. LINC is a housing subsidy program that helps eligible candidates moving out of shelters into permanent housing.

Responsibilities: • Provide mediation and advocacy with landlords on the client’s behalf • Liaison between property managers, participants, and neighbors • Provides social service and community program referral assistance Qualifications: • Excellent communication skills • Knowledge of community resources, social service agencies, and landlords • B.S. in Human Services (Social Work Preferred) or 1-2 years’ experience Send resume to Stephanie Peña spena@ fedcap.org

• • • •

Jobs Plus Program Director Social Work Supervisor Youth Social Worker ECE Group Teacher

To Apply, email Cover Letter and Resume to jobs@henrystreet.org.

MULTIPLE OPPORTUNITIES Caseworker II for Queens/Bklyn: Master’s Degree in Social Work or related field. Must maintain a valid NYS Driver’s License with a satisfactory driving record. 1+ years work related experience with the knowledge and training in working with children and families including child development stages and family dynamics. The caseworker II will provide the clients and their families/primary resource persons with intensive casework and all services offered by the Agency and/or community.

Clinician for Queens/Bklyn: The Clinician will provide community-based individual, family, and group psychotherapy for court mandated adolescents who have been sexually abusive. Adolescents treated in this program have completed residential treatment or are court mandated to complete abuse treatment and prevention on an outpatient basis. Work with placement agency to help monitor progress of adolescents in the community. For this position the Clinician will have a LCSW 2 years experience. Must have and maintain a valid NYS Driver’s License with satisfactory driving record.

For more information, visit www.mercyfirst.org.

DIRECTOR OF DEVELOPMENT United Neighborhood Houses (UNH), the membership organization of New York City settlement houses and community centers, seeks an experienced fundraising professional for the position of Director of Development. Reporting to UNH’s Executive Director and working closely with the UNH Board, s/he will be responsible for carrying out fundraising activities to raise approximately $ 3 million annually from individuals, foundations, and corporations. S/he will also oversee UNH’s communications activities to align with UNH’s work and fundraising goals. Qualifications include a minimum of seven years of supervisory fundraising experience.

Knowledge of the New York City philanthropic community and human services field is essential.

Please send resume with salary requirements to unhjobs@unhny.org

FIELD INSPECTOR 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. Email resume and cover letter to mjbnfp@yahoo.com.

NYNmedia.com

January 2016

Issue N°7

Forestdale, a leading NYC family service agency located in Queens, seeks a part-time Clinical Administrator to manage Forestdale’s Clinical Department including our trauma-focused approach to working with its clients.

In addition, the Clinical Administrator will lead the department in preparing itself for the transition to Medicaid Managed Care within foster care and related child welfare services.

Forestdale, Inc. offers a comprehensive benefit plan that includes medical, dental, vision, disability, life insurance, flexible spending accounts, generous vacation time, 401K, matching and pension plans.

Visit www.forestdaleinc.org for the full postion.

Visit our website at www.lifesworc.org for more details about our organization.

CHIEF FINANCIAL OFFICER

INCIDENT MONITOR

Comunilife, Inc., a dynamic and innovative, non-profit Organization founded in 1989, offers a continuum of programs for adults living with HIV/ AIDS and/or mental illness, a licensed mental health clinic and affordable and supportive housing seeks a Chief Financial Officer. Each year our rich continuum of care supports the needs of more than 3,000 low income and vulnerable New Yorkers. In collaboration with the President and the senior management team, the CFO provides overall strategic leadership for the organization and supports long-term program growth and financial viability. The CFO is responsible for the supervision of ten members of the Finance Team. The CFO, along with the President, represents the organization with the Board of Directors and all other entities, both internal and external, including staff, funders, donors and consultants.

Are you looking for an exciting and rewarding career that enriches the lives of children and families? Do you want a feel-good-about-yourself career with a revolutionary company dedicated to your success? If so, then Children’s Village might be a great fit for you.

We offer competitive salaries, comprehensive benefits, 401(k) plan after one year of employment, three weeks vacation, sick days, daycare, low cost housing, and excellent training.

Position Overview: This position is part of a team of staff that support Residential Headquarters and will ensure a comprehensive incident review process that will address all select incidents occurring within Residential Programs and Support Services. The position shall carry out duties in a professional and supportive manner and shall have the ability to be flexible in how they carry out and manage their work assignments. This position exists to ensure that all required components of incident related procedures and process are held in agency and regulatory compliance. This employee in this position will provide diligent attention to the details associated with the comprehensive review process of incidents, through closure.

Duties will include consistent, professional communication with agency, program, and external stakeholders to address incident related matters.

The CFO must have the following expertise: • A team leader who can provide timely and accurate financial data and analysis, including financial statements, budgets, trend analyses and billing reports, and who can develop staff.

• Grant and contract management, especially those with New York City and New York State.

• Medicaid billing.

• Knowledge of housing development, asset management and tax credit financing • Nonprofit Accounting Background A Master Degree in Business Administration, Finance, and Non Profit Management of other relevant field is required.

Interested Candidates should send their resume and a cover letter to Recruitment@comunilife.org.

NYNmedia.com

Position Qualifications: • Bachelor’s Degree and competency with Microsoft Office (basic applications) is required.

• Experience in social services and/or a statistical background preferred.

Starting salary is $35,000. To apply online please visit our website at www. childrensvillage.org/employment.

CHIEF FINANCIAL OFFICER Mid-Hudson Valley nonprofit seeking an experienced financial professional to lead our Finance and Accounting department and along with the CEO and the Board of Directors, be accountable for the overall fiscal well-being of the organization. The CFO reports directly to the Chief Executive Officer and works closely with the senior management team.

Key Responsibilities: Lead and manage the finances of the organization including the planning, directing and communicating of all financial activities.

Develop and provide timely and accurate analysis of budgets, financial reports, and financial trends in order to assist the CEO and other senior executives, as well as the Board of Directors in performing their duties.

Plan, implement, and direct the organization’s accounting and reporting function, per regulatory and legal requirements.

Work closely with management team and the Board of Directors to achieve the organization’s goals.

Complete and submit annual contracts as needed.

Provide financial reports as required.

Contribute to strategic planning and development initiatives.

Develop and implement policies and procedures in order to improve the overall operation and effectiveness of the organization.

Qualifications: Bachelor’s degree in finance or related field; Master’s degree preferred 5+ years of related experience or equivalent combination of education and experience Leadership and financial executive experience Experience with OPWDD/DOH funding preferred.

Sound technical skills, analytical ability, good judgment, and a strong operational focus Excellent communication skills with the ability to relate to people at all levels of an organization Excellent project management and organizational skills To apply, fax a cover letter and resume to (845) 454-1093

CAREERS

Life’s WORC is a leading Agency which provides services to individuals with Developmental Disabilities and Autism in Manhattan, Queens, Nassau and Suffolk counties. We have just been named as one of the 2016 Best Companies to Work for in NY by the Society of Human Resources.

We have full and part time positions available as entry level Direct Support Professionals as well as Day Habilitation Counselors and Community Habilitation Counselors. We offer competitive salaries, excellent benefits, room for growth and a great work environment.

For consideration, please email your resume to: employment@ lifesworc.org.

CLINICAL ADMINISTRATOR

The go-to career center for New York’s nonprofit industry.

Featuring thousands of jobs each year, NYN Careers helps large and small nonprofits fill positions ranging from directors to human resources staffers.

Contact: Lissa Blake LBlake@NYNmedia.com

MULTIPLE OPPORTUNITIES

CAREER BOARD

MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

Please contact us with any questions at (914) 693-0600 x1596.

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