NYN Review November 2015

MEDIA - REVIEW DIGITAL - CAREERS - EVENTS

Issue N°6 November 9, 2015

NONPROFIT DISCLOSURE BILL DOA p.17

ANTI-EVICTION LAWYER FUNDS

p.20

HOUSING OVERCROWDING IS WORSENING p.21

Read more page 14

PERSPECTIVES

PAULA GAVIN: HEART AND HAMMER

The STING of REJECTION

Read more page 22

Experts say comptroller’s rejection of shelter contracts is ‘illegal’ p.18

ALLISON SESSO: A MODERNIZED SECTOR Read more page 23

N

CEO CORNER

FRONT-LINE HERO

ON M ANAGEMENT, POLICY & LEADERSHIP

COU NSELOR ‘HAS COME FULL CIRCLE’

ew York Nonprofit Media in-

vited Nancy Wackstein, Executive Director of United Neighborhood Houses since 2002, to join us at our offices and reflect on her career in the nonprofit world before she steps down from her position in a few months. United Neighborhood Houses is a membership organization of 38 settlement houses and community centers in New York City. They are multi-service, commu-

nity-based nonprofits serving preschoolers through older adults.

NW: It has been a real privilege for me to lead UNH, because I know how important the work is and how hard the job of leading these organizations is. For 11 years before I was at UNH, I was the Executive Director of one of the agencies, Lenox Hill Neighborhood House on the Upper East Side. So I have extraordinary respect for the job these agencies do in their communities and how difficult it is. These are organizations that are funded typically through a combination of city, state, sometimes federal contracts, private fundraising, and sometimes earned income. Putting all those pieces together to have a functioning organization is really hard.

NYN: I WOULD LOVE TO GET YOUR THOUGHTS ABOUT THE PHILANTHROPY AND FOUNDATION SIDE OF THE NONPROFIT WORLD. Read more page 12

F

or most of her high school

career at Bedford Academy High School, a pilot institution started by Mayor Michael Bloomberg, Tashawnee Guarriello didn’t view education as a priority.

She went to class only because she was “supposed to.” Now she works as an advocate counselor at the Brooklyn Democracy Academy and feels her life has come full circle.

“I was inspired by some of my teachers and mentors and want to Read more page 7

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Thursday, December 10th 8:00am – 5:30pm Fordham University, Center for Nonprofit Leaders Pope Auditorium, 60th Street Entrance, Lincoln Center

RSVP Today! Event Registration Available here: http://nynmedia.com/news/nonprofit-techcon-program For more information, please contact Alexis Arsenault at aarsenault@cityandstateny.com Speaking, sponsorship and exhibitor opportunities are still available.

If you are interested in any of these opportunities please contact Lissa Blake at 646 517 2741 or lblake@cityandstateny.com

November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOVEMBER 2015

CATEGORY INDEX TRADE TIPS

4. Go South, Nonprofits: A Guide to Grabbing Some of Manhattan’s Cheapest Commercial Space 5. Plan Your Fall Advocacy and Communications Activities: Don’t Get Frozen Out! 6. Keeping the Board Informed: Internal Financial Reporting

NOTABLES

7. Tashawnee Guarriello, Brooklyn Democracy Academy 8. Agency of the Month: #GivingTuesday 10. Fall 2015 Galas & Fundraisers 12. CEO Corner: Nancy Wackstein, UNH 13. CEO Corner: Margaret Crotty, Partnership with Children 14. NYN Presents: 2015 40 Under 40 Rising Stars

NEWS

17. Nonprofit Disclosure Bill DOA 18. Experts Say Stringer’s Rejection of Homeless Shelter Contracts Is ‘Illegal’ 20. Few Benefit From Millions Spent On AntiEviction Lawyers 21. Housing Overcrowding Is Worsening, Advocates Say

PERSPECTIVES

22. Paula Gavin: Heart & Hammer 23. Allison Sesso: Antiquated View of a Modernized Sector

CAREERS

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

EVENTS

27. Featured nonprofit events throughout New York State

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Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

TRADE TIPS

GO SOUTH, NONPROFITS: A GUIDE TO GRABBING SOME OF MANHATTAN’S CHEAPEST COMMERCIAL SPACE

By ANDREW STEIN AND JANE BRODY

A

s the costs for commercial real estate in New York City approach and in some cases eclipse the highs of 2007, nonprofits looking to take additional space or renew leases are often dumbstruck with sticker shock and unsure what to do. If you signed a lease ten years ago at $18 per square foot and your landlord is telling you a renewal will

are: where should we be and what will it cost? And the answer is: if you’re a nonprofit in Manhattan and you are not south of Chambers Street, you should be. There are of course a few good reasons to be north of Chambers Street, but not many.

Downtown Manhattan, also known as the “Financial District” or “Insurance District,” is located east of

IF YOU ’RE A NONPROFIT IN MANHAT TAN AND YOU ARE NOT SOU TH OF CHAMBERS STREET, YOU SHOULD BE. run you $50 or more, you need some Advil and some answers. We can help with the latter.

Nonprofits always have to create a balanced office environment that is nice (in line with the needs of the employees and donors) but not so nice that it appears lavish. Ultimately, everything is driven by the mission and an extra dollar in rent means one less dollar for programming. So, with respect to office space, the first questions any nonprofit should ask itself

4

Broad Street. It is where you will find the cheapest rents in Manhattan. Currently rents in this area are in the $3045 per square foot range. In addition, there are a host of incentive programs specific to downtown that provide an additional $10 per square foot of cost savings over a five year term.

Economically, there is no cheaper place to go in Manhattan than downtown. But it's not just about dollars and cents, or else we’d all be in Jersey.

The question is, do you want to spend

your days downtown? We say yes.

Culturally, downtown is on the rise.

The mix of tenants choosing downtown has become more dynamic than ever, with companies in media, technology and other industries that have traditionally shunned this area going there for the cheaper rents, water views and old buildings with great bones. And with young, hip companies calling downtown home, the quality and variety of retail and food options is getting better and better. Add to this great transportation options and it’s hard to argue with downtown as the destination of choice for nonprofits.

Ok, so maybe you’re sold on downtown, what’s next? In planning a move it’s important to give yourself enough time. How long does it take? For most, plan for at least six to nine months. It’s going to take about a month to find space and negotiate basic business terms. Then it’s going to take a month or two to negotiate the lease document. And finally it will take four to six months to build space, should the space need to be built from scratch, or a month or two if the scope of construction is paint, carpet and move a few walls.

If you have a space you like and just want to renew your lease, you still want to start discussions a year or so

before your lease expires. You don’t want to be caught in a position where you realize you didn’t get the deal you wanted and now you don’t have enough time to move.

What else should you know? Depending on the financial strength of the nonprofit, it is likely that you will have to post the equivalent of four to six months rent as a security deposit.

It should be possible to have some of this “burned down” over the course of the lease. Typically we expect to have a month of security returned after two to four years of steady rent payments and perhaps another month returned after another year or two.

What about real estate taxes? Unfortunately, nonprofits leasing space are typically responsible for their portion of a building’s increases in real estate taxes. This means that if the taxes this year, for example, are $1000 for the building and they go up $100 in the next year, you will only be responsible for your portion of the increase. So if you have 10% of the building, you’ll pay 10% of the increase, or $10 in real estate taxes in year two of your lease. The only time a nonprofit does not pay real estate taxes is if you own your property or you’re in a building with all nonprofit tenants, but at this point, there are very few buildings that meet this second criteria.

Now if you are lucky enough to own your own space, you may want to consider a sale-lease back deal or a straight out sale of the real estate and move into a leased option. The Girl Scouts did this recently and converted millions of dollars of equity into working capital.

Though Manhattan is far from cheap, it remains a great place to work. If approached the right way, with a broker who knows what they’re doing, nonprofits will continue to thrive in New York City – particularly south of Chambers Street.

Jane Brody is the head of Vicus Partners’ Nonprofit Division. She has also done consulted for Ben & Jerry’s, UNICEF, the American Red Cross, Coca-Cola and the Special Olympics. Andrew Stein is a founding principal at Vicus Partners, where he has negotiated on behalf of Mount Sinai Hospital, The Leukemia and Lymphoma Society, the World Lung Foundation Children’s Defense Fund and many others in the New York Metro area.

NYNmedia.com

November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

TRADE TIPS

PLAN YOUR FALL ADVOCACY AND COMMUNICATIONS ACTIVITIES: DON’T GET FROZEN OUT!

BY ANAT GERSTEIN

W

hen it comes to advocating on behalf of your organization’s priorities, there is never a down time. The fall is full of activities, including the development of the governor’s budget, the start of discussions on bills that may be introduced or reintroduced in the Legislature, and new legislation and proposed policy changes at the city level.

The fall is also the time to develop a formal plan for your future advocacy campaigns. This one comprehensive plan should contain clear timelines, identify responsible parties and include target government audiences, coalition members and other supporters as well as winning messages and supporting data, staffing, and other resources and communications tactics and timelines.

Here is our list of the top six things you should be doing right now:

• Pay attention to the priorities of the governor, your target state legislators, the mayor, and your target City Council members. Through persuasive messages, connect your issue to their priorities.

• Develop and distribute impactful one-pagers, fact sheets and postcards on your cause. Include personal stories to humanize your issue (HatchforGood.org has a free suite of tools).

• Generate media coverage for your issue. Hold a press conference, set up interviews with reporters and write a letter to the editor or an op-ed. The Livery Roundtable recently wrote and placed an op-ed in City and State (this outlet’s sister publication) timed to coincide with a series of roundtables held by the State Legislature on topics relevant to their cause.

• Invite your target policy makers to learn more about your issue area by giv-

ing them a tour of your program (take a photo for your newsletter, post about the visit on social media and consider inviting the press). Or, find another creative way to engage them with the people you serve. AARP-NY recently held a Tele Town Hall with New York City Public Advocate Letitia James, and 9,000 AARP members joined in to discuss housing, transportation and financial security issues. Similar events were held with the mayor and the city comptroller.

• Keep an eye out for hearings that may be pertinent to your issue area, including those at City Hall or the Capitol and in-district hearings, town halls and Participatory Budget meetings. Remember: out of sight, out of mind – so make a point to be heard and seen by decision-makers.

• Build and engage your coalition. Give members something they can do with

relative ease, but that will still have an impact on your campaign like signing on to a letter, emailing a targeted policy maker, being active on social media, or showing up to a press conference or rally. The Jails Action Coalition recently engaged its broad membership and recruited new supporters in an effort to change proposed Department of Correction regulations. Their efforts included a widely-covered press conference, a rally, a series of letters sent to the administration (signed by a wide and growing coalition), a Thunderclap campaign, and other social media engagement. They successfully secured the attention of key decision makers.

Invest the time now – before the frost arrives – to do some of these activities, and you will not be frozen out come the New Year.

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January 12, 2016 breakFast 8:30 aM -9:00 aM Presentation & networking 9:00 aM – 11: 00 aM to register for this event Please call: Jessica reveri (212) 502-4191 ext. 230 or email: Jreveri@npccny.org location: MetliFe building 1095 avenue oF aMericas, 23rd Floor new york, ny 10036

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5

Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

TRADE TIPS

KEEPING THE BOARD INFORMED: INTERNAL FINANCIAL REPORTING

BY SIBI THOMAS

SIBI THOMAS

A

s recent events have made abundantly clear, a nonprofit organization can live or die based on how seriously it takes fiscal responsibility. Given the highly publicized risks of failure in this arena, it is imperative that organizations have systematic and methodical practices in place to ensure their lasting fiscal health. This means making sure that an organization’s board is as educated and informed as possible.

For most charitable organizations, fiscal responsibility is enacted through a collaborative effort that involves its Board of Directors – generally through a finance committee chartered by the Board – the Executive Director and its Chief Financial Officer. In the latter’s case, title is not as important as function; organizations assign their day-to-day accounting duties to a controller, chief operating officer or business manager. Regardless, the buck stops with the board, which must ensure appropriate oversight.

If a board is going to adequately exercise its oversight function, it

must be fully informed and fully engaged with the organization’s operations. One of the essential elements to properly overseeing accounting and financial reporting is establishing a framework that will enable timely and accurate internal financial reporting from management staff to the board.

Ultimately, the board is charged with the governance of an organization, and the board will not be able to discharge its fiduciary responsibilities without proper financial information. In order to carry out this charge, the key elements of a successful internal financial reporting framework must be in place so that accurate information can be reported to the Board in a timely manner.

Accuracy of the internal financial reporting to the board may be measured on a consistent basis by comparing the internal financial information management presents to the board by management against the year-end audited financial statements certified by an independent CPA. This requires reconciling the income reported internally by management with the actual audited income reported in the audited financial statements. Surprisingly, this kind of reconciliation is not often prepared or presented to the board.

A financial reporting timeline is also critical for any organization, with the clear objective being that essential information must be presented to its board as quickly as possible.

The board can only make timely decisions if it is working with relevant and complete data. The best practice is to prepare internal financial statements on a monthly basis, and review the data with management and the treasurer at a quarterly or

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bi-monthly meeting. Following this practice will allow the board to review the operational results regularly and completely.

But above all, it is the actual content of what is reported to the board that makes the reporting relevant.

Obviously, accuracy and timeliness will serve no purpose if the content is not meaningful, so the basic financial statements must include a statement of financial position (the balance sheet), the statement of activities (the income statement) and the cash flow statement. When all of this information is presented, it should include current year-to-date information and previous year-todate information (for comparison purposes). Also, a separate report should be included to show the bud-

tual variance reports and profit and loss by program statements, with minimal edits done outside of the accounting system. It is important to keep in mind that outdated accounting systems can result in poor internal reporting, leading to poor decision-making and even the failure of an organization.

Finally, an organization’s board needs to be trained to understand the financial information that is presented to it so that it can ask relevant questions and hold management accountable.

This also raises an important question: Does the board include a member who is an accounting or finance professional, for example a CPA? Including a true financial professional can only strengthen a board’s ability to provide meaningful oversight.

KEEPING THE BOARD INFORMED REALLY IS THE RESPONSIBILITY OF MANAGEMENT, WHO OFTEN WONDER HOW MUCH INFORMATION IS TOO MUCH...

UNFORTUNATELY THERE IS NO ONE SIZE FITS ALL. get versus actual information in an effort to monitor the revenue and expenses throughout the year.

Another important but often overlooked tool is presenting the operations of an organization by program. This division is often referred to as “profit and loss by program” and depicts income and expenses for each major program. This type of reporting is key in identifying the programs that are consistently generating losses and may be affecting the financial strength of the organization as a whole. An important note: this type of reporting is especially useful for social service sector organizations that receive government funding to operate various programs. However, an organization that receives a substantial portion of its revenue through public contributions might consider it irrelevant.

Once a proper framework is established, an organization must make sure it has an accounting system that is capable of generating reports that are meaningful for its users. Any nonprofit accounting system must be able to generate basic financial statements, budget to ac-

But in the end, keeping the board informed really is the responsibility of management, who often wonder how much information is too much and how much is too little. The answer: it depends on the size, complexity and nature of an organization. Unfortunately there is no one size fits all.

While the specifics are not replicable, the method most definitely is.

And with limited resources and increasing demand for services, nonprofits absolutely must find efficiencies when managing their resources and be well informed when budgeting, monitoring and making strategic decisions that will sustain and grow their organization. Without a proper internal financial reporting framework, an organization simply cannot successfully manage its resources – and by extension – achieve its mission.

Sibi Thomas, CPA, CFE, is a Senior Manager at Marks Paneth LLP and an Adjunct Faculty at NYU. Sibi specializes in audit, advisory and tax services for nonprofits in New York and neighboring states.

NYNmedia.com

November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

COUNSELOR 'HAS COME FULL CIRCLE'

By THOMAS SEUBERT

Front-line Hero TASHAW NEE GUARRIELLO, Advocate Counselor at Brooklyn Democracy Academy

F

or most of her high school career at Bedford Academy High School, a pilot institution started by Mayor Michael Bloomberg, Tashawnee Guarriello didn’t view education as a priority.

She went to class only because she was “supposed to.” Now she works as

an advocate counselor at the Brooklyn Democracy Academy and feels her life has come full circle.

“I was inspired by some of my teachers and mentors and want to do for other students what they did for me,” said Guarriello. She has since gone on to college and established a career for herself in youth development, eventually finding a home working at the Brooklyn Democracy Academy.

Unlike most high schools in New York City, the Brooklyn Democracy Academy exists as a last resort for teenagers who have failed out of other high schools in the city. Students are mostly from the Brownsville area, are considered to be underserved and live in broken or unstable homes.

Working with such a student population requires staff who can give extra attention to youth when needed and exercise degrees of flexibility. That is why the school employs advocate counselors like Guarriello, who step into a variety of roles throughout the day.

“My day-to-day responsibilities are more like moment-to-moment responsibilities,” Guarriello joked.

Being an advocate counselor differs from being a guidance counselor in that it is a much more hands-on role. From town crier to cop to cheerleader, Guarriello is whomever her students need her to be. In the morning, she gives some of the 35 students she works with wake-up calls to remind them they’re expected to come to school. During the school day, she walks the halls, badgering students – who may be taking too long to get to class – to get to class. And in one-onone meetings with students, she discusses their long-term and short-term goals and dreams, coming up with individualized game plans for success.

For Guarriello, at the heart of being an advocate counselor is the need to be the mentor many of her students never had. Many students at the Brooklyn Democracy Academy, for one reason or another, come from homes lacking strong parental influences and live in the Brownsville area, where access and resources are limited and crime is high.

“Sometimes I find myself faced with kids from rival gangs walking

in the same halls or a student who is feeling like she wants to give up,” Guarriello said.

Yet she is hopeful that the Brownsville community will resurge if more teenagers are nurtured into successful young adults.

The challenges Guarriello faces on a daily basis can seem insurmountable. One of the students Guarriello worked with had two children by the age of 16 and even had a short stay in prison.

“She would come in days to school really down and overwhelmed with her life and the situation she found herself in.“ Guarriello said.

But the rewards can also be great.

Guarriello eventually saw that student she mentored graduate high school, get hired for her first job and go on to college.

Guarriello finds a way to stay positive and to keep herself motivated. It is often just a matter of cherishing the little things. “Sometimes there's a student who’s maybe a little rude and he stops and yells, “Hi Ms. Shawnee.’

Everyday I get a little reward.”

New York NoNprofit Media’s aNNual spoNsorships NOW AVAILABLE

Each year, New York Nonprofit Media offers sponsorship packages that last throughout the calendar year.

The participating nonprofits of New York get discounted opportunities on the following: • Print employment ads (only 12 ads printed in each issue) • Web site employment ads • Featured weekly e-newsletter employment ads (only 3 ads listed each week) • Featured weekly e-newsletter event promotions (only 4 listed each week) • Recognition in each print issue and logo listed on web site (with link) • Coverage of events and galas • Coverage of board member appointments • Q&A opportunities with editorial Annual sponsorship for 2016 are available now. Whether you are renewing your membership or would like to try this for the first time, please call Lissa Blake at 646 517 2741 or email lblake@cityandstateny.com.

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Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

AS GIVING TUESDAY EVOLVES, NONPROFITS ADAPT

PARRIS WHITTINGHAM

By THOMAS SEUBERT

Participants at GIVNYC's 2015 Giving Tuesday event.

F

rom an altruistic ideation of the 92nd Street Y and the United Nations Foundation back in 2012, the Tuesday following Thanksgiving has matured into a resolute foil to the consumerism of Black Friday and Cyber Monday. Giving Tuesday, as it’s now widely known, is responsible for a 470 percent increase in online charitable donations on that particular day of the year. But as more and more nonprofits in the New York area look to capitalize on the #GivingTuesday movement, it seems substantial online exposure is requiring an already savvy sector to react in some inventive ways.

Since the first Giving Tuesday, which involved corporations and donors making donations and promoting worthy causes on social media, the movement has garnered over 15 billion social media impressions with over 32 million impressions on Twitter alone, thanks, in part, to the 30,000 partners of the 92nd Street Y from around the world.

Big-name corporations, like Google and Microsoft, have even tacked onto the day of charity by donating and sponsoring volunteer days. In 2013, on the second ever Giving Tuesday, Bill Gates wrote on his blog, “Giving Tuesday is part of a larger trend that I find very encouraging: Technology is creating the opportunity to make philanthropy both more efficient and more effective.” Gates also went on to say that donors, inundated with information about numerous worthy causes, need to do their own research to determine the most impactful use of their money.

In New York City, where this all started and where there’s a high concentration of local nonprofits – not to mention national and international nonprofits – donors have been especially burdened with information overload. As a result, nonprofits in New York have pursued strategies to make themselves stand out and to, more importantly, keep donors active in their organizations.

“When you think about the history of online giving and e-commerce

8

and how it intersects with nonprofits, nonprofits still haven’t figured out the right way to do it, because technology was inserted into a place with a more organic feel,” said co-founder and CEO of Givkwik, Jason Rosado.

According to Rosado, whose software company connects companies, causes and communities to help simplify and amplify corporate giving, there’s room for local nonprofits to expand their online donor outreach, especially on Giving Tuesday.

For the third year running and for the second time in New York City, Givkwik will be hosting an event that allows attendees and viewers to vote to award a grant to a small-to-medium sized New York City nonprofit.

Thus far, 50 nonprofits have completed the free registration process for the GivNYC2015 event. Online voting will whittle these registrants down to the top ten with the most votes. These finalists will then have the opportunity to pitch their nonprofits at the live event on Giving Tuesday. The grant is funded with money from corporate donors. One of the benefits of GivNYC is that it multiplies the impact of many smaller nonprofits’ Giving Tuesday social media efforts and helps to build community by gathering various New York City nonprofits in one room for an opportunity to network and build relationships.

Matt Ronen, founder of last year’s winning nonprofit, Service Year, said that diving into Giving Tuesday was a “powerful move.” Service Year, only a few years old, partners with corporations to select, train and empower top college graduates to make an immediate social impact by securely deferring their positions at leading private-sector companies for one year of service. Since winning GivNYC2014, the nonprofit has signed contracts with CitiBank and GE. When it comes to raising revenue through donations, Ronen said going to the Internet shouldn’t be the first move for nonprofits, even if it is Giving Tuesday.

“Step one is making a connection with an individual,” Ronen said.

Most nonprofits realize that pub-

lishing a few tweets or bulk sending emails aren’t effective means of getting donors’ attention. Some additional element or elements need to be added to their marketing mix.

For Dress for Success, a nonprofit that provides disadvantaged women with professional attire, this means turning #GivingTuesday into #GivingShoesDay, a day to donate professional footwear at a Dress for Success location. Because of the attachment people have to clothing, especially shoes, says Katie Murphy, director of media relations at Dress for Success Worldwide, the nonprofit hopes to catch donors’ attention, bringing them back throughout the rest of the year. “Giving Tuesday is the first step in relations building with our donors,” she added.

Other nonprofits have come up with innovative ways to find new donors, inspire repeat donors and encourage donor engagement online.

The Food Bank for New York created an online virtual food drive where donors can make a $10 contribution to support the purchase of three gallons

of milk for a Thanksgiving meal. And, like Dress for Success, the food bank merges various giving options and channels to engage all types of donors by offering volunteer opportunities to repack donated food or purchase one of their holiday cards.

For Friends of Karen, a nonprofit working with critically ill children and their families, “segmenting” helps maximize fundraising opportunities. Through this method, Friends of Karen targets members of their donating community deliberately based on known interests. If a donor is drawn to services for siblings of critically ill children or to helping families pay medical bills, then the nonprofit will keep the donor updated on efforts and needs in those particular areas.

Lisa Dashman, strategic marketing and development director for Friends of Karen, believes donors want to have a connection that goes beyond simply writing a check, and that is something online outreach alone cannot do.

“Fundraising should never get to a point where it’s homogenized,” Dashman said.

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November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

MPG Consulting Presents Culturally & Racially Attuned Continuing Education Units (CEUs) for Individuals and Organizations

MPG Consulting has a special commitment to ensuring that individuals and agencies serving populations of color are prepared to provide clients with transformative culturally and racially attuned clinical, programmatic, and administrative services. We are grounded in the analysis and common language of The People’s Institute’s Undoing Racism® Workshop and we use that perspective to understand and present the intersection of gender bias, LGBTQ bias, and gender non-­‐conforming bias with racism.

Individuals MPG Consulting CEU training workshops are especially geared to those who are working with diverse urban populations. Workshops can be arranged onsite at your organization.

Organizations Workshops can be arranged onsite at your organization. MPG Consulting provides CEU training and professional development to small and mid-­‐size social service organizations that either do not have training departments or sufficient access to strong staff training services.

For more information and complete course offerings, please visit marypendergreene.com. For questions, please contact Lynn Mercredi at 646-­‐807-­‐5265.

Sample Course List

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Assessing and Managing Depression in African Americans: Clinical and Community Strategies Can We Talk About Sex? The When, Why and How of Doing So With Our Clients COLORBLIND: Achieving Racial Equity in a Colorblind Society Diagnosing Depression in Adolescents of Color – Inspired by the Work of Terri M. Williams Holistic Approaches to Addressing Client Stress and Burnout Financial Management for Nonprofit Organizations Motivational Interviewing in Clinical Social Work Practice Supervision in Child Welfare Understanding Trauma and Families of Color

MPG Consulting LCSW, PLLC, SW CPE is recognized by the New York State Education Department's State Board for Social Work as an approved provider of continuing education for licensed social workers #0119.

Mary Pender Greene, LCSW-R, CGP President & CEO

SPONSORED CONTENT:

Q&A WITH MAIDSTONE FOUNDATION

S

ince 2007, the CrossMentoring Initiative has been bringing nonprofit executives together for a unique brand of group consulting and problem solving. A project of the Maidstone Foundation, a nonprofit organization dedicated to providing technical assistance to nonprofits that specialize in social justice work, the CrossMentoring Initiative has facilitated meaningful online and face-to-face interactions where leaders get to talk about challenging organizational issues – from fundraising to board development and HR issues – in a supportive, confidential environment.

WHY DOES MAIDSTONE THINK IT’S IMPORTANT TO CONNECT AND SHARE IDEAS? It’s lonely at the top. The chief executive of a small nonprofit organization can’t necessarily share their concerns and worries about their organizations with the board because that’s their boss. They can’t share issues with staff because it’s their

NYNmedia.com

role to be the leader and have all the answers. Talking to other nonprofit leaders is an extraordinarily beneficial process, helping all CrossMentoring participants who are dealing with the same issues.

The CrossMentoring curriculum provides current nonprofit best-practices within a collaborative environment that’s specifically geared to nonprofit executives and driven entirely by the needs of the participants.

“We’ve designed the leadership series specifically for nonprofit executives,” said Dr. Mariette Bates, Maidstone’s Vice President, a CUNY Professor in Disabilities Studies and an expert in the field of philanthropy. We’ve found that leaders in our field benefit from this peer-to-peer, CossMentoring support that is facilitated by a BoardSource Certified Governance Trainer.

It’s a unique experience.”

HOW DOES CROSSMENTORING DIFFER FROM TYPICAL PROGRAMS? Traditional mentoring usually consists of just a one-on-one rela-

tionship. Unfortunately, it is extremely rare that leaders get to benefit from connecting with a group of their peers. When mentoring is just one-on-one, organizational leaders miss the richness of sharing ideas as a group, as well as the opportunity to share their own expertise and experience with someone else in the same position.

Also, CrossMentoring differs drastically from the typical – and tired – “sit-and-get” workshops that focus on narrow subjects. In fact, CrossMentoring cohorts choose the topics that are discussed, ensuring that the forums are responsive to the needs of all of the members.

WHAT ARE SOME OF THE COMMON ISSUES THAT COHORT MEMBERS WANT TO TACKLE? It’s an exhaustive and familiar list. They all have issues with fundraising. They have issues trying to strengthen their boards of directors. They discuss staffing, marketing, PR, management, and human

resources issues. They contemplate the impact of state, federal and local regulations. And, on top of it all, many leaders struggle with how to balance the demands of their work life with their familial responsibilities.

Given this often overwhelming laundry list of management challenges, every leader questions themselves at some point. The CrossMentoring Initiative offers an unmatched forum whenever a leader asks herself: “Should I be doing this?”

HOW CAN PEOPLE GET INVOLVED WITH CROSSMENTORING? The application is online at xmentoring.org. In order to apply, prospective participants must be a member of their organization's executive team and be willing to commit to bi-weekly sessions occurring online for nine months. In addition, they must complete the application

by December 15, 2015 for a January 2016 kickoff. Not all who apply will be accepted, as space is limited.

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Issue N°6

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NOTABLES

FALL 2015 GALAS & FUNDRAISERS

I

t is that time of year when we celebrate all of the individuals, community and business partners, sponsors, donors, volunteers and friends who keep New York’s nonprofits running. And to gather up some of the critical flexible dollars that help pay the bills. Take a moment in between adjusting your budgets to forecast or reflect your own (hopefully) highly profitable end-of-year events and browse through this collection of photos from other events held recently around New York. You may see some faces you recognize, or faces you’d like to get to know.

2015 South Asian Youth Action (SAYA!) Gala honorees: Kunal Nayyar (Actor, The Big Bang Theory), Ritu Banga (Co-founder of Zoomdojo), Ajay Banga (CEO MasterCard)

October 29, GO Project shopping event hosted by Vince.

Arnold P. Gold, MD, recipient of the Distinguished Community Service Award. Middle, from left: Roger Ferguson; Stephen Berger, recipient of the Special Tribute; and Howard P. Milstein, recipient of the Health Care Leadership Award. Rear, from left: Jim Tallon and J. Barclay Collins II at The United Hospital Fund Gala, October 5.

Isabella 140th Anniversary Gala on October 15. Photo by Michael & Paule.

The Friends of Firefighters 8th Annual Fall Gala on October 15 at The Well Public House in Brooklyn. Photo by Michael DiBartolomeo.

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Supportive Housing Network of New York Awards Gala, held Oct. 14, at Capitale. Photo by Jane Clausen.

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Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

The Center for Urban Community Services cocktail reception, Homes and Hope: Rebuilding Lives Together, on Oct. 20 at Tarallucci E Vino, New York.

Honoring Ali Velshi, host of Ali Velshi on Target, a nightly program on Al Jazeera America.

Breaking Ground Board Chair & 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 unveiling a digital billboard in Times Square with the organization's new name, Breaking Ground. By Michael Priest Photography

Goddard Riverside Community Center Executive Director Stefan Russo and Scholastic, Inc. Chairman and CEO Dick Robinson share the stage at Goddard Riverside’s Annual Book Fair Gala.

Honoree Steve Orr, Founder of Youth, Inc. at Hour Children's October 21st Gala at the Central Park Boathouse. Photo by Chris Carroll.

From Left: Maria Torres-Springer, Nancy Bowe, Nancy Webster and Mike Bloomberg. Photo

by Julienne Schaer.

Introducing Advocacy Communications Services

Improve Your Nonprofit's Performance Wednesday, Nov. 18 8:30am

Led by Bich Ha Pham, Former Director of Policy, Advocacy and Research, FPWA. Learn more: anatgerstein.com NYNmedia.com

Register: eventbrite.com/e/17953158380

Produced by the Nonprofit Coordinating Committee and Philanthropy New York. Sponsored by WNYC.

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Issue N°6

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NOTABLES

ON MANAGEMENT, POLICY & LEADERSHIP

Q&A with NANCY WACKSTEIN, United Neighborhood Houses

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ew York Nonprofit Media invited Nancy Wackstein, Executive Director of United Neighborhood Houses since 2002, to join us at our offices and reflect on her career in the nonprofit world before she steps down from her position in a few months. United Neighborhood Houses is a membership organization of 38 settlement houses and community centers in New York City. They are multi-service, community based nonprofits serving preschoolers through older adults.

NW: It has been a real privilege for me to lead UNH, because I know how important the work is and how hard the job of leading these organizations is. For 11 years before I was at UNH, I was the Executive Director of one of the agencies, Lenox Hill Neighborhood House on the Upper East Side. So I have extraordinary respect for the job these agencies do in their communities and how difficult it is. These are organizations that are funded typically through a combination of city, state, sometimes federal contracts, private fundraising and sometimes earned income. Putting all those pieces together to have a functioning organization is really hard.

NYN: I WOULD LOVE TO GET YOUR THOUGHTS ABOUT THE PHILANTHROPY AND FOUNDATION SIDE OF THE NONPROFIT WORLD. IT’S A VERY INTERESTING INTERACTION BETWEEN THESE THREE ACTORS IN THIS SPACE. NW: If you talk to our executive directors, the thing that they would say they need the most is general operating support and unrestricted funding, which is very hard to get. Most philanthropic organizations have particular guidelines and priorities, so you often on the nonprofit side have to really pretzel yourself into meeting this year’s priority. Either the government, through its contracting, should support 100% of the cost of providing these services, or

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the philanthropic sector should make up for what the government does not do. And that does not happen.

I am concerned about the nonprofit business model, frankly.

There is a real challenge in making it work, especially if you want to be multi-service and meet the needs of your neighborhood – which are constantly changing – you need flexible funding. Government funding is not flexible and typically philanthropic funding is not flexible, so that is why so many of us have these big dinner dances and galas. That is where your flexible money comes from.

NYN: HOW MUCH OF YOUR ORGANIZATION’S TIME AND RESOURCES ARE DEVOTED TO MEASURING OUTCOMES, JUMPING THROUGH ALL THE REGULATORY HOOPS, AND MEETING ALL THE REQUIREMENTS OF FUNDERS? NW: Let’s say you are an agency and you are 90 percent supported by government contracts. Each of those government contracts has its own fiscal audit, its own program audit, and its own monthly reporting. So there is a lot of work involved in making our multi-service model work.

I mean this is 2015 and you can use your cellphone to do pretty much anything, but you cannot use your cellphone to submit documents to the city government when you are a contractor. That doesn’t make sense in this digital age. So I am hoping that city and state government will continue to look at this.

On the philanthropic side as well, there are high transaction costs. If you get a $10,000 grant from a foundation, you typically have to do a six-month report, and an end-ofthe-year report and proposal. I do not want to sound like an ingrate about it, but it is hard to keep one of these agencies going. One of the things I bristle at most is when people in the corporate world come and tell us what we should be doing and how we should be doing it. Well, you know, we are actually doing a better job than they are with fewer resources. We do not have up-to-date technology and we cannot buy the latest human resources packages, but we manage to do it.

NYN: IT SEEMS LIKE ANOTHER SYSTEMIC PROBLEM IN TERMS OF THE OVERALL BUSINESS MODEL OF TRYING TO KEEP A NONPROFIT AFLOAT IS THE STRUGGLE OF THE UNFUNDED MANDATES. NW: Right, which is why a lot of nonprofits have to supplement their government contracts through private fundraising. One of the really disturbing trends over the last several years has been that if you applied for government funding, there was a private match requirement. Why is that? The common response to that

is if you have a contract with the city to paint a bridge, does the city ask you to put in a private match? Either you want a quality program, or you don’t.

It also helps create the Tale of Two Cities in the nonprofit sector.

The small agency in East New York cannot raise the kind of money that an agency on the Upper West Side or the Upper East Side of Manhattan can. It is really a problem because many of the neediest neighborhoods in the city – East New York, Brownsville, places in the South Bronx – are served by agencies that do not have the ability to raise huge amounts of money. So the poorest people end up with the poorest services, which perpetuates that kind of inequality.

NYN: REFLECTING ON YOUR TIME AS A LEADER AT UNH FOR 13 YEARS, WHAT HAS YOUR LEADERSHIP PHILOSOPHY BEEN, AND WHAT ARE YOUR THOUGHTS ON THE TRANSITION IN LEADERSHIP? NW: I think the most important thing is relationships. For me, it boils

down to respectful relationships with people, doing what you say you are going to do, and building trust. I guess that is the way I have managed my own staff over the years.

Look, I am part of a wave. I am 63 years old. I am a baby boomer. There are a lot of us who got into this business trying to make the world a better place back in the 1970s. There is an exodus going on, as we’ve had several retirements from our small system in the last couple of years.We did our bit, and I want to take my accumulated wisdom and experience and still work to help younger people do this. I am going to go to Hunter School of Social Work and try to help mold the next generation. But I think it is really a positive for the nonprofit field that we are going to have an infusion of new leaders, who will bring new ideas and new energy. I always think it is a mistake when old leaders hang around, lurking in the shadows.

I am going to go off and continue to care about UNH and settlement houses for the rest of my life – it is in my heart.

THE CENTER FOR NONPROFIT STRATEGY AND MANAGEMENT SPA Style Guide Presents a Nonprofit Seminar:

THE NONPROFIT SECTOR IN CHINA & RUSSIA: A COMPARATIVE FORUM Tuesday, November 24, 2015 12:30 pm - 3:30 pm (Lunch provided)

Baruch College, Administrative Building, 3rd Floor, Room 301, 135 East 22th Street (Lexington & 3rd Avenues) New York, NY

  

The governments of Russia and China are actively promoting the expansion of their nonprofit sectors as partners in service delivery and civic participation.

But both are also seeking to put limits on nonprofit operations. This seminar will explore current dynamics by addressing: History and evolution of the nonprofit sectors in Russia and China Opportunities and restrictions for US nonprofits seeking to operate there Government oversight of nonprofits

MODERATOR: John Casey Associate Professor, School of Public Affairs, Baruch College

SPEAKERS: Peng Bo Vice Dean, School of International and Public Affairs, Shanghai Jiao Tong University, Shanghai, China

Gulnara Minnigaleeva Associate Professor, National Research University Higher School of Economics, Moscow, Russia Bin Chen Associate Professor, School of Public Affairs, Baruch College

RSVP: Email: nonprofit.workshops@baruch.cuny.edu - Call: 646-660-6743 Admission is free, Space is limited – RSVP Required

OUR MISSION The mission of the School of Public Affairs and its programs is to enhance the performance of governmental and nonprofit institutions in New York and the nation in the interest of effective and equitable public service and public policy in a diverse society. We place special emphasis on educating responsive and accountable leaders who combine managerial expertise, creative and critical thinking, and rigorous analysis in the formation and execution of public policy.

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November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

SUPPORTING AT-RISK YOUTH

Q&A with MARGARET CROTT Y, PARTNERSHIP WITH CHILDREN

N

YN’s Jeff Stein sat down with Margaret Crotty, executive director of Partnership with Children, a nonprofit organization that serves 17,000 students in all five boroughs, providing critical counseling and intervention services.

The following has been edited for content and clarity.

NYN: WHAT DO YOU FIND ARE THE MOST ESSENTIAL SERVICES THAT AT-RISK YOUTH NEED RIGHT NOW? Crotty: We talk about the whole mental health continuum. We’ll go in and we will, through a very organized rubric, figure out the hardest to reach, highest need kids, and we’ll do a combination of individual counseling, case management, and sometimes home visits. If a student is chronically absent, we’ll find them and figure out why.

We also find a need for small group counseling, and depending on the school that can mean peer mediation, conflict resolution, a boys group or girls group. Often times there’s a need for a bereavement group, and we’ll run those as social-emotional learning and socialization groups.

We also do a lot of work with parents. We will often be the provider of the entire parent engagement strategy in a school. We go into schools where parents never show up and principals don’t know why, and we figure out: well, it’s because you speak 28 different languages in this

building and maybe we need immigration services.

We also work with principals and teachers to build systems within the school to do capacity building and to really diffuse crisis on a systemic level. We make sure that a school leadership team knows how to recognize the signs of crisis, knows how to refer a child to us or to other providers, and we find that all sorts of incidents of violence – suspension, expulsion, and other disciplinary issues – go down, and attendance goes up. And all of the other measures of student achievement and social-emotional competency will rise.

NYN: THERE ARE MANY WELL-REPORTED STATISTICS SHOWING HIGHER RATES OF SUSPENSION AND EXPULSION IN LOW-INCOME AND MINORITY COMMUNITIES. WHAT IS PARTNERSHIP WITH CHILDREN DOING TO COMBAT THAT TREND? Crotty: Decreasing suspension rates is a big deal for us. It’s something that we’ve always thought is important because we believe that schools can be the place where you deliver ser-

vices for the kids who need it most. If you suspend those kids, you are cutting them off from the services that could probably help them the most.

We believe that most behavioral issues are not because kids are bad but because they have stress in their lives, and you can actually counteract that stress with appropriate supports and counseling. When you have a school that’s really crisis-driven and classroom disruptions are just out of control, what is a teacher going to do? They’re often left with no choice but to suspend the child.

We go in and identify the kids that cause disruptions, make sure that we give them the support services that they need, and that we also work with teachers to put in place classroom management strategies. Sometimes it means removing the child from the classroom. Sometimes it means having an additional social worker in the classroom with the teacher. But it all stems from a belief that those are the kids that actually need the support services provided at school the most, and if you believe that, then the last thing you’re going to do is kick them out of school.

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N ovember 19 8:30 – 10:30Am LAvo 39 e Ast 58 th s treet , N ew Y ork , NY New York Nonprofit Media, is pleased to announce its inaugural class of 40 Under 40 Rising Stars in the New York nonprofit community. These young professionals have distinguished themselves in the nonprofit field, going above and beyond to lead and generate change.

FEATURED SPEAKERS: Commissioner Steven Banks, New York City Human Resources Administration Gabrielle Fialkoff, Senior Advisor and Director of the Office of Strategic Partnerships, Office of Mayor Bill de Blasio To learn about advertising or sponsorship opportunities to help New York Nonprofit Media celebrate the inaugural class, contact Lblake@cityandstateny.com.

New York NoNprofit mediA’s 40 UNder 40 risiNg stArs 2015: Melkis Alvarez-Baez Director of Programs Nonprofit Coordinating Committee of New York

Lis Goris Chief Financial Officer The Arc of Orange County

Eugena Oh Chief Governance Officer “I Have A Dream” Foundation

Walter Barrientos Long Island Coordinator Make The Road New York and Make The Road Action Fund

Sally Greenspan Program Director Enterprise Community Partner

Gregory Brender Co-Director of Policy and Advocacy United Neighborhood Houses

Jason Grosso Senior Director Jewish Board of Family and Children’s Services

Julianne Pannelli, MSW Program Manager, NYS Disaster Case Management Program for Hurricane Sandy Catholic Charities Community Services, Archdiocese of New York

Moria Cappio Vice President for Early Childhood Programs The Children’s Aid Society

Rachel Herman Founder/Executive Director PAWS NY

Elizabeth Clay Roy Chief Strategy Officer Phipps Neighborhoods

David B. Howard, MSW, Ph.D Senior Vice President - Research, Evaluation & Learning Covenant House

Tara Colton Senior Vice President of Programs Seedco

Michelle Jackson Associate Director and General Counsel Human Services Council of New York

Michael Coughlin Chief Quality Assurance Officer Big Brothers Big Sisters of NYC

Jarrett Lucas Executive Director Stonewall Community Foundation

Mohan Sivaloganathan Chief Development Officer and Senior Vice President Sheltering Arms

Lisa Crook Director of Juvenile Justice Programs Leake & Watts

Josh Mandelbaum Executive Director 826NYC

Sebastian Solomon Director of New York State Policy Legal Action Center

Amy Cruz Chief Operations Officer Breakthrough New York

Dr. Micaela Mercado Senior Research Associate McSilver Institute for Poverty Policy and Research at New York University Silver School of Social Work

Betty Ann Tamaisar-LaPilusa Assistant Department Director BronxWorks

Nicole Cuttino Staff Attorney Lawyers Alliance for New York Jess Dannhauser President & CEO Graham Windham Aria Finger CEO DoSomething.org Elizabeth Galati, MA Director of Strategic Partnerships & Resource Development Federation of Organizations Laura Gale Senior Director of Training and Consulting Coro New York Leadership Center

Emily Miles Director of Policy, Advocacy and Research Federation of Protestant Welfare Agencies Johanna Miller Advocacy Director New York Civil Liberties Union

Louis Pelino New Business Director Catholic Guardian Services Jessica Rosati, M.P.S. Chief Program Officer Long Island Cares, Inc. – The Harry Chapin Food Bank Lia Taylor Schwartz Senior Communications Officer The Children’s Village

Katie Tynes Director of Volunteer Services Win Lauren Weybrew Assistant Public Relations Director U.S. Fund for UNICEF

Annie E. Minguez Director of Community Relations Good Shepherd Services

Kimberly Williams Vice President, Integrated Policy and Program Services MHA-NYC

Wes Moe Senior Director of Programs New York Cares

Mon Yuck Yu Executive Vice President & Chief of Staff Academy of Medical & Public Health Services

Ellen Murphy Vice President of Communications YMCA of Greater New York

November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOTABLES

A SNAPSHOT OF THE WINNERS… In an effort to get to know our esteemed 40 honorees, we asked them to weigh in on a few questions (both serious, and, well, you’ll see…).

WHO DO YOU THINK WILL WILL THE 2016 PRESIDENTIAL ELECTION?

IF YOU COULD MAKE ONE POLICY CHANGE THAT WOULD IMPACT NEW YORK'S NONPROFIT SECTOR, WHAT WOULD IT BE? Campaign Finance Reform.

Raise the minimum wage to match inflation rates.

Fully fund nonprofit city and state contracts to allow for true livable wages for the human services workforce and the financial stability of the organizations they work for.

Allocate resources (money and people) for preventative services for middle and high school students.

Raise the age of criminal responsibility.

Hillary Clinton, 29 votes Not sure, 6 votes Bernie Sanders, 3 votes “The Donald”, 1 vote “Whoever raises the most money and offends the least amount of people”, 1 vote

More (truly) affordable housing.

TOP PICKS FOR YOUR FAVORITE TV SHOW CHARACTER

C.J. Cregg (The West Wing) Lisa Simpson (The Simpsons) Phil Dunphy (Modern Family) Leslie Knope (Parks and Recreation)

NYNmedia.com

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SPONSORED CONTENT:

THE MURPHY INSTITUTE RELEASES A PROFILE OF NEW YORK UNIONS IN 2015

By RUTH MILK MAN AND STEPHANIE LUCE

E

ach Labor Day, the Murphy Institute issues a report on The State of the Unions, analyzing data on union membership in New York City and state, as well as the nation. As our 2015 report shows, organized labor remains strong in New York City and state relative to the United States as a whole. In fact, New York's unions have enjoyed a modest rebound in the last two years, reversing a longstanding pattern of steady erosion.

Fully 25 percent of all wage and salary workers residing in New York City's five boroughs were union members in 2014-15, up from 21.5 percent in 2012 and 23.7 percent in 2013. The unionized share of the workforce was only slightly lower in New York State (24.8 percent) than in the city; indeed, New York ranks first in union density among the fifty states, with a unionization rate more than double the U.S. average of 11.1 percent in 2014-15. In absolute terms, New York State had more union members – over two million – than any state except Cal-

ifornia, which has a far larger population. In 2014-15, there were about 877,000 union members in the five boroughs of New York City, representing 43.6 percent of all union members in the state.

In recent years, losses in U.S. union membership have been disproportionately concentrated in the private sector, a trend that accelerated after 2007 as the Great Recession unfolded. By contrast, in the public sector, union density has been relatively stable. In a striking deviation from this pattern, private-sector density has increased modestly in New York City and state over the past two years, reflecting the gradual recovery of employment in unionized industries hard hit by the recession, like construction and hotels. Meanwhile, public sector density declined slightly in the City and rose slightly over the previous year in the State.

More than half (54.2 percent) of all unionized workers in the nation are in three industry groups: educational services, health care and social assistance, and pubic adminis-

tration. In New York City and state, those three industry groups account for an even greater proportion of all unionized workers (54.7 percent and 58.7 percent, respectively). All three groups are comprised predominantly of public sector jobs (although the health care component of "health care and social assistance" includes many in the private sector), and all three include relatively large numbers of college-educated workers.

Manufacturing accounts for a far smaller share of union membership in New York than nationally, especially in the city, while finance, insurance and real estate, as well as professional and business services, are a larger share of the total than is the case elsewhere in the nation.

Our report also includes a spotlight on black workers, who are more likely to be union members than any other ethnic or racial group. Nearly two out of every five black workers in New York City are union members, compared to just over one out of every five non-black workers. And black immigrant workers have even

higher unionization rates than their U.S.-born counterparts. The black/ non-black union differential is especially large in New York City and State. In the City, the black unionization rate is 186 percent of the non-black rate, and in the State it is 159 percent; while it is a much more modest 121 percent in the nation.

This differential, along with the fact that the city and state's unionization rates are far above the national average, means that a disproportionately large proportion of New York's black workers enjoy the advantages associated with unionism.

Blacks' overrepresentation in public sector jobs helps explain their higher unionization rate, since the public sector is far more unionized than the private sector. But the black private-sector unionization rate is nearly double the non-black rate in New York City and State, whereas the racial gap is much smaller in the nation as a whole.

For the full report, visit the Murphy Institute website.

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November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NEWS

NONPROFIT DISCLOSURE BILL DOA Legislation responding to Queens library scandal stalls in City Council

By JEFF STEIN

N

early a month after an initial hearing in the New York City Council, legislation that would increase the financial disclosure requirements for the city’s nonprofit organizations has stalled, sources tell NYN Media.

“The bill, as currently written, doesn’t get at the problem that it was meant to solve: the corruption at the Queens Public Library,” Stephanie Buhle, a spokesman for City Councilwoman Helen Rosenthal, said in an interview last week.

“It’s clear that there isn’t the sort of oversight that needs to be in place,” Buhle continued. “The question is figuring out a way to implement that kind of oversight while taking into consideration the concerns raised by human services nonprofits, and the current bill doesn’t do that.”

Yet City Councilwoman Elizabeth Crowley, the sponsor, maintained that there is political support for the legislation, and that specifics could be hammered out through the existing framework of the bill.

The bill would require all “persons in leadership positions” – including board members and senior staff members – at nonprofit organizations that receive funding from the city to submit financial disclosure forms, as well as require the disclosure of “any transaction, direct or indirect, between such person and any institution” to the city, in an effort to prevent conflicts of interest and corruption.

The bill comes in the wake of a recent scandal involving senior management of the Queens Public Library, an organization that relies heavily on city funding.

Thomas Galante, the library’s former chief executive officer, along with other members of senior leadership, spent over $300,000 in prohibited expenses, according to an investigative report released by City Comptroller Scott Stringer in July.

Galante also received payment as a “part-time consultant” for another employer, the Elmont Union Free School District, at the same time that he was receiving a full-time salary at the library. None of the spending or additional income was disclosed.

Crowley says that increasing the disclosure requirements for board members and senior leadership of nonprofit organizations can help prevent misuse of city funds.

“We absolutely have a problem with the amount of disclosure we’re getting from charitable organizations,” Crowley said. “The services they provide are often sorely needed and done in good faith, but we have to make sure that our city’s funds are NYNmedia.com

Thomas Galante, the former chief executive officer of the Queens Public Library. not being stolen. All that we are asking for is a greater level of transparency.”

The bill garnered support from some advocacy and good-government groups, including Common Cause New York and Citizens Union of the City of New York, which praised efforts to increase oversight of city spending by nonprofit organizations.

“We do not see compliance with this request as burdensome, particularly in light of unfortunate past problems of self-dealing and fraudulent conduct involving charities in New York City,” Prudence Katze, research and policy manager at Common Cause New York, said at the City Council hearing held in late September.

However, despite the bill’s goal of creating more transparency at city-funded nonprofit organizations and preventing future scandals, many in the human services and arts nonprofit sectors are arguing that the amendment is both impractical and redundant.

Testifying at the hearing, Michelle Jackson, associate director and general counsel of the Human Services Council, called the amendment “an unfunded, unworkable mandate that would compound the already high administrative and financial burdens on nonprofit organizations.”

Jackson cited the many reporting requirements that already exist for New York’s nonprofit organizations, including audits on every city contract, reporting to the IRS and state attorney general’s Charities Bureau and VENDEX questionnaires, a filing requirement for vendors with more

than $100,000 in business with the city. She also argued that requiring government approval of every related-party transaction would “grind the work of nonprofits to a halt.”

“There is no funding to support the expansion of these requirements,” Jackson added.

Laura Abel, senior policy counsel of the Lawyers Alliance for New York, testified that the vast majority of the disclosures that the city desires are already included in federal tax disclosures, as well as reporting required by the state. Abel also argued that in addition to presenting an undue burden to the city’s nonprofits, no infrastructure exists within city government to carry out the additional oversight.

“More than 2,100 nonprofits receive city funding,” Abel said. “Without an enormous infusion of resources, city personnel will not have the time to assess and approve appropriate transactions with each one in a timely manner.”

The legislation also faces opposition from within city government.

Almost immediately, the de Blasio administration questioned whether the bill would effectively realize increased oversight. “We do not believe this bill is the right approach to our shared goal of ensuring transparency for nonprofits and look forward to working with the council on determining the best way to achieve this goal,” a spokesman for the administration said in a statement after the hearing.

Rosenthal, chairwoman of the Contracts Committee, to which the legislation was presented, also voiced

her concern.

Some nonprofit groups have suggested alternative approaches.

Jackson, for example, said that the responsibility rests with the city to invest in enforcement, which would cover all entities that receive government funding.

“Rather than adding forms to the hodgepodge of existing reporting requirements and imposing additional approval requirements on nonprofits, the city should develop a robust enforcement framework that puts both nonprofit leaders and government officials on notice that there will be meaningful consequences for unethical or illicit behavior,” Jackson said.

Crowley told NYN Media that one question that can be resolved is where to place the increased oversight.

“Should it be an extension of the Department of Investigations? Ultimately, tens of millions of dollars are being given out, and we do not have the same oversight over that money that we do over various city agencies,” she said. “That needs to change.

We need to know that all of our city spending is ethical.”

Though she expressed confidence that concerns could be adequately addressed by tweaks made through the natural legislative process, Crowley declined to specify a timeline for that process.

“We haven’t had a chance to meet with the administration yet; we haven’t yet met with the interested parties who testified at the hearing,” she said. “Nothing is perfect in the beginning, and that’s why we have the democratic process.”

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Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NEWS

THE STING OF REJECTION Experts say comptroller’s rejection of shelter contracts is ‘illegal’

By JEFF STEIN

G

iuliani vs.

Hevesi.

Bloomberg vs. Thompson.

Bloomberg vs. Liu. Given the historic – and often litigious – disagreements between New York City’s mayors and comptrollers, the current standoff between Bill de Blasio and Scott Stringer over the registration of homeless shelter contracts is far from shocking.

However, as dozens of shelter contracts remain in limbo, some legal experts are suggesting that the comptroller has exceeded his authority in rejecting, or “kicking back,” contracts. And nonprofit leaders say the ongoing dispute is hurting their ability to provide services to homeless New Yorkers.

“Late payments and delays in contract registration don’t just cause headaches, they hinder organizations and impact service delivery,” said Michelle Jackson, associate director and general counsel for the Human Services Council, which advocates on behalf of many of the city’s homeless shelter providers.

“Nonprofit workers on these contracts are placed in limbo, working in temporary spaces and starting programs without necessary documents and funding,” Jackson continued.

“And ultimately it’s the clients who suffer – the delays divert limited resources away from programs, impact staff morale, and make it difficult for nonprofits to plan and invest in programs at the outset.”

Registration of contracts for cityrun homeless shelters has been an ongoing point of contention between the mayor and the comptroller, especially since a damning Department of Investigation report in March cat-

existing violations that make life unsafe for its children and family residents.”

The report also highlighted that many city-funded homeless shelters have been operating without contracts on an emergency, per diem basis, making them both costlier and harder to hold accountable.

“With no contracts, providers and landlords are not subject to competition, and are not held to enforceable contract terms that could, in theory, require them to maintain their build-

THE CHARTER MAKES THE COMPTROLLER A WARNING LIGHT, NOT A BRAKE. THE MAYOR IS THE DRIVER, AND ALL THE COMPTROLLER CAN DO IS CRY FOUL, NOT STOP THE CAR. alogued the unsafe and squalid conditions of many shelter sites.

The report was unforgiving in its assessment of the Department of Homeless Services’ oversight of 25 sites, saying, “DHS should, but does not, enforce building maintenance or ensure violations are resolved. It should, but does not, force repairs or regularly do its own repairs, nor does it seek assistance from other agencies in getting repairs made. As a result, many shelters operate with

18

ings or make needed repairs, or else be subject to penalties such as rent reductions or fines,” the report said.

In response, DHS has led an intensified effort to improve conditions at city-run sites and establish contracts for sites that have been operating outside of the contracting system.

According to a spokesperson, DHS’ Shelter Repair Squad has completed more than 2,000 inspections over the past several months, clearing more than 7,000 violations and completing

almost 3,000 repairs. The spokesperson also said 83 percent of the violations cited in the DOI report have been cleared.

However, according to the comptroller’s office, these efforts have been insufficient in ensuring the safety of many sites that the city has attempted to bring under contract.

Over the past 20 months, Stringer’s office has rejected 33 homeless shelter contracts, saying 18 have open violations, and 21 contracts are missing a routine site review inspection, which DHS uses to evaluate safety at the sites.

City officials say the rejected contracts represent tens of millions of dollars in outstanding payments to nonprofits, which provide a total of nearly 2,000 beds for single adults and nearly 900 family units.

Some of the rejected contracts are with nonprofit organizations, such as Samaritan Village, that the city has partnered with for decades.

Samaritan Village’s contract for operating a shelter at the former Pan American Hotel in Elmhurst – which initially opened as an emergency site – has been rejected three times over the past several months, with the comptroller citing numerous health and safety concerns.

Despite the cost to providers – some of which have accepted bridge loans to keep their operations going – the comptroller has insisted that his office should not – and cannot – register contracts without documentation showing that sites have either corrected violations or have a con-

crete plan to do so.

His office also says that in many instances, DHS has been unresponsive to requests for several months.

“The Department of Homeless Services should get its act together, make sure shelters are safe and provide the very basic materials required for us to register these contracts,” said John McKay, the comptroller’s communications director. “The fact that they have not done so, despite our offers to help them navigate this process, speaks to a lack of professionalism and an inability to handle the details necessary to run this city.”

But some legal experts say the comptroller’s refusal to register contracts is an overreach of authority.

Roderick Hills, a New York University School of Law professor who specializes in local government law, cited Section 328 of the city charter, which states that the comptroller must register a contract unless there is not enough funding for the contract to be paid, the Mayor’s Office of Contract Services has not certified the contract, or there is reason to suspect corruption.

Given that none of the homeless shelter contracts have been rejected on those grounds, Hills said the comptroller is operating outside of his office’s authority.

“For the comptroller to slow down or stop the mayor’s contracting policy is frankly illegal,” Hills said. “The charter makes the comptroller a warning light, not a brake. The mayor is the driver, and all the comptroller can do is cry foul, not stop the car.

NYNmedia.com

November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

It’s up to the mayor to decide whether to listen.”

The comptroller’s office, meanwhile, says it is justified in rejecting contracts and sending them back to DHS with requests for additional documentation, citing a Procurement Policy Board rule that lays out which documents should be included in all contracts and allows the comptroller and the head of the Mayor’s Office of Contract Services to agree upon additional requests.

But legal experts have suggested that the Procurement Policy Board rule is not sufficient grounds for delaying the registration of a contract, and that such delays deprive nonprofit providers of the funds they need to make the very improvements cited in the contract rejections.

“The PPB rule doesn't override the charter and it doesn't let the comptroller do the very things the courts have repeatedly said not to do,” said Marla Simpson, a nonprofit executive who was the head of the Mayor’s Office of Contract Services from 2003 to 2012. “Nonprofits are lifelines for New Yorkers who need services. When a well-known community-based group steps in and agrees to provide much-needed programs, if the goal is to improve conditions for clients, the last thing we ought to do is to prevent the city from paying for the work.”

McKay, however, says the comptroller is simply providing the oversight needed to ensure the safety of New Yorkers while acting as a check

on the mayor’s authority, which is in the spirit of the charter.

“The charter has a separation of powers for a reason – it’s to protect the integrity of the contracting process,” McKay said. “These are huge contracts, worth millions of dollars.

We’re not asking for perfection here, we’re asking them to get complete contract filings to us. That shouldn’t be so hard.”

But Simpson argues that the comptroller should hold city agencies and nonprofits accountable in ways that recognize the realities – and legal limitations – of the current system.

“City agencies are slow at getting contracts done. Many programs pay less than our services actually cost, and nonprofits are not always perfect,” Simpson said. “Of course the comptroller should hold city officials and nonprofits accountable. There’s huge room for improvement and there’s lots of ways to draw attention to that. But it’s not OK to stop paying for services because a city agency screws up the paperwork “And even if there are some more substantive issues,” Simpson continued, “it's unfair and illogical to think that taking funding away will make anything better. For the sake of the nonprofits trying to do this work, it’s important for the comptroller and the mayor to figure it out. Contracts should be registered on time, or deemed as registered, and providers should be paid on time.”

The dispute between the two offices may be exacerbated by the city’s

payment system, which, according to a knowledgeable source who spoke on the condition of anonymity, does not accurately reflect the offices’ roles as defined in the charter.

“To pay anybody for anything, the city has to use a database system called the Financial Management System, or FMS,” the source explained. “When they built this system in about 1999, the city didn’t specifically build in an override option so the mayor could push the button when the comptroller chooses not to register a contract, although that override power exists in the charter. Only the comptroller can push the button so that payments can be made.”

Despite the differences in legal interpretation and the complex lo-

gistics of the city’s contracting system, city officials have pledged to keep services for the homeless moving forward.

“Ensuring homeless families in need are housed and receive the services they need is our first and foremost priority, and we won’t let any paperwork issues impede that,” said First Deputy Mayor Anthony Shorris.

“We’ve been aggressively repairing shelters to ensure they’re safe for homeless families and individuals.

We’ve also consistently provided the comptroller’s office the information and paperwork they request, but these nonprofits provide critical services to New Yorkers in need and are owed funding – we have to remedy this situation.”

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eeo

19

Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NEWS

FEW BENEFIT FROM MILLIONS SPENT ON ANTI-EVICTION LAWYERS

By FR ANK G. RU N YEON

I

n an effort to combat homelessness, New York City Mayor Bill de Blasio has spent nearly $20 million over two years to provide lawyers for low-income tenants fighting evictions in Housing Court.

But the funds aid only 12 percent of those tenants, according to calculations by City & State.

The city estimates it will provide legal counsel to 10,100 low-income tenants this year, and aims to raise that number to 32,700 by 2017. But even if it reaches that goal, the effort will only supply attorneys to roughly a third of low-income New Yorkers facing eviction, if current trends continue. Over 200,000 tenants have eviction proceedings filed against them every year, and 50 to 60 percent of them are low-income, according to estimates used by the city Independent Budget Office.

A spokesman for the city explained that the funding is aimed at helping low-income tenants in neighborhoods where research shows evicted tenants would be more likely to end up homeless.

Millions of dollars more are also being spent on other programs to help keep tenants in their apartments.

Tenants have long lacked legal representation in Housing Court.

Unlike defendants in criminal court, people contesting their eviction are not guaranteed access to legal counsel. As a result, very few tenants have lawyers.

“About 99 to 98 percent (of tenants in Housing Court) are unrepresented,” said Deputy Chief Administrative Judge Fern Fisher, who oversees the day-to-day operations of trial-level courts in New York City. Meanwhile, Fisher said, 85 to 90 percent of landlords do have law-

20

yers representing them in court.

David Neustadt, a spokesman for the Human Resources Administration, the city agency overseeing the mayor’s initiative, doubted Fisher’s statistics, saying he knew of no formal study that had been done on the subject. But he agreed that “far too many people in Housing Court don’t have representation, and that affects the outcome.”

Many studies, however, highlight the plight of this vulnerable population. According to one conducted in 2001 by tenant advocates, low-income tenants are four times more likely to be evicted if they do not have a lawyer.

“Landlords have big-money attorneys working for them,” said Delsenia Glover, campaign manager at the Alliance for Tenant Power.

“The tenant walks into court without any representation, they don’t stand much of a chance.”

Glover says that whatever funding is available to help tenants will make a big difference.

“This will be a really terrific tool in helping tenants to navigate the legal system when it comes to landlords,” she said.

Early last year, City Councilman Mark Levine introduced a proposal to fully fund legal representation for low-income New Yorkers in Housing Court. According to the Independent Budget Office, the effort would cost the city $173 million to $276 million a year.

The legislation remains in committee.

The mayor’s funding initiative, meanwhile, is part of an effort to stem the tide of homelessness by reducing the number of evicted New Yorkers who end up in shelters or on

the street.

Studies show that homelessness in New York City has increased over the last six years – and a rising proportion of New Yorkers entering the shelter system say they are homeless because they were evicted.

Nearly 27,000 New York City tenants were evicted from their homes last year.

Judith Goldiner, attorney-in-charge of civil law reform at the Legal Aid Society, said legal advice is indispensable to people facing eviction.

“Often, what we find is that tenants have no idea what their rights are,” Goldiner said. But even if a tenant is aware of their rights, it’s very difficult for them to express their case without the benefit of legal training, she said, especially when their landlord has a lawyer.

Goldiner’s organization is one of the principal legal service providers receiving city funds to represent low-income tenants.

Landlord advocates argue that additional funding for tenant lawyers will not solve the deeper problems that cause evictions and homelessness.

“What’s really remarkable is the silence of tenant advocates and the silence of supposedly pro-tenant legislators in the City Council and elsewhere who are more than happy to foist this issue onto landlords or to create this bogus issue of representation in Housing Court," said Mitch Posilkin, general counsel for the Rent Stabilization Association.

“What they should be doing is supporting or thinking about creating meaningful rental subsidies for low-income tenants.”

But Jenny Laurie, executive director of the nonprofit Housing Court Answers, says she and her employees regularly witness tenants being taken advantage of without legal counsel to help them.

“Since most tenants are not represented, they are settling their eviction case in the hallway with the landlord’s attorney – unsupervised by any court personnel,” Laurie said. This dynamic leaves tenants vulnerable to shrewd landlord attorneys, and they often end up getting a raw deal, advocates say.

“I’m not condoning it,” Posilkin said of the hallway deals. “But it’s the current and long-standing dynamic of the courts.” Everyone in Housing Court should be represented, he added.

Still, he takes a dim view of tenant advocates’ long-standing calls for legal representation.

“They regurgitate that year in and year out, but at the end of the day all that is going to do is beef up their rolls of staff attorneys,” Posilkin said. “It’s just easier to repeat the mantras of the past, and that’s what they’re doing, instead of really trying to solve this.”

But Laurie contends that more tenant attorneys will make a difference, even if some low-income tenants who want a lawyer can’t get one.

“In the future, there are going to be a lot more tenant attorneys in the halls, witnessing (the hallway deals) and calming the waters, so tenants aren’t taken advantage of at the same rate,” Laurie said. “It will change the culture – or we hope it will change the culture – in the hallways and in the courtroom.”

NYNmedia.com

November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NEWS

HOUSING OVERCROWDING IS WORSENING, ADVOCATES SAY

By FR ANK G. RU N YEON

D

ata released this year warns of a growing problem with crowded housing in New York City, but advocates for immigrants and the homeless, as well as field researchers, say the numbers alone don’t do justice to the magnitude of the problem.

A recent report by the comptroller’s office titled “Hidden Households,” declared that the city was “in the midst of a protracted housing emergency,” with nearly 1.5 million New Yorkers living in crowded conditions. Nearly nine percent of city dwellings were crowded – more than 2.5 times the national average.

Severe crowding – defined as more than 1.5 people per room – climbed nearly 45 percent between 2005 and 2013. A particularly dramatic statistic showed that the proportion of studio apartments with three or more tenants rose by 365 percent during the same time period.

“When you get too many people in one place, you're going to have problems,” said Ms. K, a homeless advocate with Picture The Homeless who witheld her surname due to a desire to remain anonymous. She described living in a doubled-up apartment last year. “It's just abusive emotionally.

You're living in this dirty place, you're out on the street and then you've got to go back in so that you don't freeze at night. So this crowding situation is a rough one.”

Ms. K said she nearly ended up on the street after she agreed to sublet a small apartment from a stranger.

He said she would have the space to herself, but after she moved in, he stayed. Then, he moved another person into the space.

“But where am I going to leave to?” she asked. “I'm trying to make arrangements so that when I do leave, I leave to go somewhere else and not in the street.”

The link between crowding and homelessness is well established, explained Dr. Susan Saegert, Professor of Environmental Psychology at The Graduate Center at the City University of New York.

“All studies on homelessness find that crowding, doubling up, is the step before homelessness, very frequently,” Saegert said. “Hidden Households” is consistent with her past research on crowding, but showed a worsening trend. “I did find it pretty alarming,” she said.

Crowding erodes a person’s ability to handle stress, social situations or even critical thinking exercises, says Saegert. “It means you can never just do things, it’s a more complicated calculation to figure out anything.

Who gets to use the bathroom?”

Stress from the constant human contact builds up and can erode peoNYNmedia.com

ple’s ability to care for one another.

“Over time (crowding) leads to less social support among people in the same dwelling and it can lead to more conflicts,” she said.

"It's probably not the same as life in turn-of-the-century New York in the Lower East Side, but it is still pretty high,” Saegert said. “It's actually pretty hard to figure this out, because for immigrant households there is a lot of illegal housing – and that can just be amazingly crowded."

Javier Valdés, co-executive director of Make the Road New York, described crowding as a common situation for the poor and working-class latino and asian families that make up their constituency. He sees immigrants packing into apartments in Brooklyn and Queens.

“Families are renting rooms – whole families,” said Valdés. “So, a family of four or five rents one room and then another family is in another room and they share the common space together. So that dynamic plays out often and that has a lot of impact.”

"New York City’s population is supposed to increase by a million people moving forward,” Valdés said, citing a projection by the Bloomberg administration. “Where are we going to house all those people? It's an infrastructure problem that we have to address.”

It can also be a health risk. Valdés sees medical issues arise from crowded housing in Bushwick, Jackson Heights, and Corona.

"We do see a high level of asthma,” Valdés said. Overcrowded housing in those neighborhoods, he said, leads to conditions allowing mold, rat droppings and cockroaches to flourish – all known to cause or trigger

asthma symptoms.

The comptroller’s report showed that 70 percent of crowded dwellings and a similar percentage of severely crowded dwellings in the city had a foreign-born head of household. The majority were immigrants from Latin America and Asia.

“Everything about this is so easy to understand if you use common sense,” Saegert said. As an illustration of a common scenario, she offered, “The daughter has a child, so she moves in with the mother – who may still have a teenager. Then grandmother has a stroke, so she moves in. Now you have caregiver burden, as well as low-income, as well as crowding.”

Family crowding is common in Washington Heights, according to Luis Tejada, executive director of the Mirabal Sisters Cultural and Community Center.

"From my point of view, this is something to be concerned about,” Tejada said. Especially, he explained, when families have to double up with strangers. “When you have to live with another couple, you don't know what's going to happen.” Tejada noted that aside from differing schedules, tolerances for mess, and other unpleasantness, living in close quarters can lead to safety concerns arising from alcohol, arguments and unwanted guests.

Rising rents are to blame for overcrowding in Washington Heights, Tejada said. “Young people don’t have the income to have an apartment, because the rent is too high now.” If they tried to live on their own, Tejada said, they would likely be paying around 75 percent of their income.

“Their neighborhood is really get-

ting hammered,” said Tom Waters, a housing policy analyst with the Community Service Society of New York.

“Rents are rising especially fast there because of gentrification. Rents are rising everywhere.”

Decreased housing affordability is among the two reasons given in the comptroller’s report for the increase in crowding. The other reason was “the effect of the city’s multiculturalism.”

Researchers caution against making the logical leap that some immigrants may wish to live in more crowded conditions, because they come from less individualistic cultures.

"I'm still somewhat skeptical of the cultural explanation, because nobody wants to be crowded. They just might be more willing to accept crowding to get something else,” Waters said. “What is unclear is what some immigrant groups are getting in exchange for the crowded conditions they endure,” Waters explained.

If the link between crowding and culture is in question, advocates and researchers agree that the link is much clearer between crowding and homelessness.

But while some may see a crowded home as a step up from homelessness. Ms. K believes the line between them is a blurry one. The stories she’s heard in her work for Picture The Homeless, depict a miserable existence for those desperate New Yorkers who pack into small spaces.

One man, Ms. K says, paid $200 in cash every month to live in a crowded house. "And that was for a couch, I want to tell you,” she said. “This is how people are living so they don't have to deal with the street.”

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Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

PERSPECTIVES

HEART AND HAMMER: MISSION, VISION AND STRATEGIC PLANNING

By PAULA GAVIN

I

n 1990 I became the President of the YMCA of Greater New York and quickly experienced the power of matching my personal mission with my professional mission.

For the last 25 years, I have had the honor of working within nonprofts in the public service sector. Now I work in New York City government.

This experience has helped me hone a deeply felt personal mission: to enable all individuals, especially young people, to fulfill their potential and live a productive and happy life.

Similarly, I believe that nonprofits can improve their ability to fulfill their potential by maintaining an unwavering focus on mission, vision and strategic planning. In fact, I want to be a very loud voice proclaiming that to be an outstanding nonprofit, you must have a mission, vision and strategic plan that is updated every three years and is embraced by all of your partners: staff, volunteers, the board, clients, your private/public partners and the community at large. This principle is the basis for my formula for nonprofit success spelled out in my booklet: Heart and Hammer (Powerful and Effective Leadership for Nonprofits).

The heart of a strategic plan is the mission (with all of its passion) and the vision (with its powerful forward-looking promise). The hammer of a strategic plan comes down to the way those elements are measured and implemented.

The mission of a nonprofit is its reason for being, the product it brings into the world and the difference it strives to make in the lives of other people. The mission of a nonprofit should be its pulse as well as its spirit. It unites staff, volunteers, participants, donors, government personnel and the general public. It is the heart and soul of the institution.

Every person within the family of a nonprofit should be able to match their personal mission and purpose with their organization’s mission and cause.

Much has been written about the importance of developing a mission for a nonprofit organization. Indeed,

22

the mission is critical as a unifying force that reflects the values, the product and the "bottom line" of the nonprofit. Ultimately, the mission statement should be a rallying message of purpose – short, exciting and memorable: WHAT the organization does, WHOM the nonprofit serves, WHERE it does its work and HOW it impacts the world.

I like to think of a mission statement as like a great song or painting: it should linger in your mind as a reminder of the good that is happening for others in the world because the organization exists. As a leader at a nonprofit, your mission should emanate from the heart and be repeated often with the reverence of a prayer, the hope of a great future and an absolute determination to make it happen.

The hammer of a mission statement is the organization’s commitment to base its actions on its mission, make its decisions based on its mission, live the values incorporated in the mission and test itself continuously on the fulfillment of the mission.

I introduce you to my hypothetical nonprofit: "Heart and Hammer NYC” Our mission: to offer teenagers in all five boroughs of New York City life-skills training and coaching to inspire and impact their expectations, confidence level and personal accountability for life success.

While the mission of a nonprofit defines its purpose for today, its vision is tomorrow's promise. The vision propels an organization forward while protecting its heritage.

It translates the mission into future accomplishments by defining the quantitative and qualitative impact the mission will have on society.

Necessarily, a great vision is grounded in a theory of change that defines the improvement you will make in society and identifies the evidence of the mission’s impact.

"Heart and Hammer NYC" will serve 1 in 10 NYC teens by 2020 with a life coach and 100 percent of these teens will graduate from high school with college or career plans.

And to achieve the mission and vision of an organization, a strategic plan must be developed that provides a roadmap of goals, strategies and measures of success. Nonprofits cannot reach their destination without a roadmap, as well as a set of actions that will build a path that overcomes bumps and twists. Internal and external analyses, including an honest SWOT analysis (Strengths, Weakness, Opportunities and Threats) are also an essential step in the strategic plan.

My experience as a leader, manager, volunteer and teacher in the nonprofit world confirms without question that a strategic plan can be developed and implemented in every nonprofit within a defined period of time. It is simply a question of the skill and will of an organization's staff and board leadership. Together, a nonprofit staff and board leadership can define mission, vi-

sion, values, theory of change, goals, strategies, financial pro forma and measures of success. With all of these pieces in place, an organization's strategic plan can unify its mission, vision and programs for all stakeholders in the nonprofit's community.

Today in New York City, nonprofits are a critical engine of service for its 8.4 million residents. In fact, 15 percent of all New Yorkers work for a nonprofit. These organizations serve nearly all New Yorkers in some capacity, especially those in greatest need. As champions of the nonprofit sector, it is both our great opportunity and responsibility to ensure the heart and hammer of a powerful mission, vision and strategic plan in every organization.

Paula Gavin is New York City's Chief Service Officer, responsible for NYC Service. NYC Service is the city agency which promotes, engages and supports volunteer service in New York City and connects volunteers to the city's greatest needs. She also spent many years in the nonprofit world, as Executive Director of New York City’s Fund for Public Advocacy and President and CEO of YMCA of Greater New York.

MISSION *Plans

DEVELOPMENT *Staff *Volunteers

COMMUNICATIONS *External: Donors, Government, Public *Internal: Staff & Volunteers

COMMITMENT *Results

NYNmedia.com

November 2015

Issue N°6 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

PERSPECTIVES

ANTIQUATED VIEW OF A MODERNIZED SECTOR

By ALLISON SESSO

A

llison Sesso, executive director of the Human Services Council, wrote in to NYN in response to a City & State Opinion piece penned by The Manhattan Institute’s Steven Malanga.

The conclusions Steven Malanga reaches in his piece “Charities on the Dole,” demonstrate a real lack of appreciation for the history and complex relationship between government and mission-driven social service organizations. The mere fact that he uses the outdated term “charities” to refer to these multifaceted organizations offers insight into his limited understanding of how these groups have evolved and operate in the 21st century.

Since the early 20th century, the human services sector has matured in size, scope and sophistication, and government has increasingly turned to these organizations for the delivery of services in communities.

While many organizations contracting with government today have long histories steeped in philanthropy, spending on social services has grown well beyond the capacity of philanthropic giving. This is mostly due to the growing recognition that

social programs are important ingredients to a prosperous society.

This arrangement allows government to leverage the expertise and community connections nonprofit groups offer while providing services on the cheap. While collective spending has grown as public policies aimed at addressing social problems have expanded, individual programs are chronically underfunded, with as few as 14 percent of nonprofits reporting sufficient government reimbursement rates. Mission-driven organizations tend to take on government contracts that don't pay the full cost because they can leverage private supplemental dollars. Government and taxpayers do well in this arrangement getting discounted services that would cost government a tremendous amount of money to perform on their own. Pension costs alone would gobble up significant tax dollars.

But this arrangement is taking its toll. Today, nonprofit human services agencies operate on the margins because the discounted rates they agree to are rarely adjusted over time, allowing the combination of inflation and rising costs to systematically undermine quality programming, weaken-

ing our ability to have the social impacts desired.

For example, let’s say you operate a homeless shelter, and you know it costs you $110 per night to house an individual; your government contract might reimburse you $100. As a mission-focused nonprofit, you agree to this rate with the intent to privately fundraise to make up the rest. But five years later, your costs have gone up – food prices are higher, but specific nutritional regulations rightfully prevent you from serving cheaper meals so you delay roof repairs to make up the difference; employee health insurance rates increase drastically, so you institute a higher employee contribution rate; your rent is raised, so you downsize staff, increasing the workload each remaining employee must bear, and, at the same time, you are struggling to convince your best employees to stay despite the lack of raises that you can’t afford. And the budget pressures grow as the years go on, yet your government reimbursement rates remain stagnant. This is not a system lending itself to the quality programming we need to make a difference in communities.

So let's do something about this.

Not by pushing government away, but by re-imagining the nonprofit / government partnership. Are there sister systems such as health care and education we can better leverage to help transform and support human services? Should we adopt policies and approaches that incentivize government led support for the long term financial health of the nonprofit entities providing services? Can we develop and incentivize partnerships with businesses to bring non-government resources, technology systems and infrastructure to the table?

Malanga asserts, wrongfully, that we must “choose between the lure of government money and fidelity to their stated mission,” as if the two are fundamentally at odds. Government and nonprofits partner to create dynamic and critical programs, and the two groups should work in deeper collaboration, not part ways. We – government, nonprofits and philanthropy – need to think strategically about what outcomes we want, and design a system accordingly. The mission-driven social service nonprofit / government partnership is a good thing; it just needs to be reworked a bit.

We are Reliable Office Solutions. Our company has been an authorized canon dealer for the last 40 years and has served the nonprofit community the whole time. As technology has evolved in the nonprofit workspace so has our commitment to providing Print, Copy, Scan and Fax solutions.

Partnered with Canon we offer credits for nonprofit and 501c3 organizations that help secure deeper discounts on equipment. Through canons lease forgiveness program, we can pay the remaining payments on an existing lease upgrade to newer canon equipment and lower cost overall.

For a complete analysis at no cost please contact Ed Scott at 212-792-6099 Ext. 201 or edward.scott@reliableoffice.com

NYNmedia.com

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New York NoNprofit Media would like to thaNk its 2015 aNNual spoNsors for all of their support: AABR, Inc. - Abbott House - Acacia Network - Anderson Center for Autism – ANDRUS - Astor Services for Children and Families - The Bridge - Brooklyn Community Services – CAMBA – CASES - Center for Children's Initiatives - Child Care Council of Suffolk, Inc. - Child Development Support Corp. - Children's Aid Society - Children's Home of Poughkeepsie - Children's Village - The Coalition of Behavioral Health Agencies,Inc. – COFCCA – Communilife - Community Mediation Services, Inc. - Concern for Independent Living - The Day Care Council of New York, Inc. - The Doe Fund, Inc. - EAC Network - East Side House - Epic Long Island - Episcopal Social Services -Family and Children's Association – FedCap - Federation for Protestant Welfare Agencies – Forestdale - Good Shepherd Services - Graham Windham Services for Families and Children - Green Chimneys - Harlem RBI - Health and Welfare Council of Long Island - Heartshare Human Services of New York - Henry St. Settlement - Hope House - Hour Children - Human Services Council - Independence Residences, Inc. - Institute for Community Living - Institute of Applied Human Dynamics - InterAgency Council of Developmental Disabilities - Jawonio, Inc. - JCC of Greater Coney Island – JCCA - Jewish Board of Family and Children's Services - The Keon Center – LaSalle - Leake & Watts Services, Inc - Lenox Hill Neigborhood House - LESC K Life's WORC - Long Island Adolescent & Family Services, Inc. - Mercy Haven - Mercy Home for Children – MercyFirst - New Alternatives for Children - New York Asian Women's Center - New York Common Pantry - The New York Foundling - Northside Center for Chld Development, Inc. - Ohel Children's Home & Family Services – PSCH - Public Health Solutions – QSAC - Richmond Community Services - Rockland Independent Living Center - Saratoga Bridges - SCAN- NY - SCO Family of Services, Inc. - Seaman's Society for Children & Families - Special Citizen's Futures Unlimited, Inc. - St. Catherine's Center for Children - St. Christopher's Inc. - St. Dominic's Home - St. Francis Friends of the Poor - Stanley M. Isaacs Neighborhood Center - Staten Island Mental Health Society – SUS - United Cerebral Palsy of NYC - United Neighborhood Houses of NY - University Settlement/The Door - Vanderheyden Hall - Visions/Services for the Blind Westchester Family Services - William F. Ryan Community Health Center - Women In Need, Inc.

we

look forward to workiNg with You agaiN iN

froM the NYN Media teaM

2016!

November 2015

Issue N°6

CAREERS

CAREER BOARD

MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

FIELD INSPECTOR The InterAgency Council of Developmental Disabilities Agencies is seeking a highly qualified field inspector to inspect and evaluate vehicles, equipment and bus staff (qualifications/certifications) and general safety procedures. The Field Inspector will investigate vehicle accidents, equipment failures and compliance issues, and investigate and evaluate the complaints from service providing agencies, guardians, residential facilities and transportation companies. Must have a valid NYS Driver’s License.

Send resume and cover letter to mjbfp@ yahoo.com.

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

New Alternatives for Children, Inc., a health and social services agency in NYC with 30+ years of experience serving children with special medical needs and their families, is seeking a Director to provide clinical and administrative oversight of NAC’s Aftercare Programs, which provide post-preventive, post-adoption, kinship support and family resource services. Qualifications: MSW and LCSW; minimum of 6-10 years postgraduate work experience with increasing levels of responsibility; minimum of 5 years supervisory experience in child welfare; proficiency in Spanish is desirable. Visit www.nackidscan.org for full job description.

Submit cover letter with “Director of Aftercare Programs” in the subject line to hr@nackidscan.org.

MANAGING DIRECTOR OF EDUCATION AND COLLEGE ACCESS (ELEMENTARY AND MIDDLE SCHOOLS) Phipps Neighborhoods, which helps children, youth, and families in low-income communities in the South Bronx rise above poverty, is seeking a Managing Director. In total, the Managing Director will be responsible for serving over 1,000 children across five schools and two community centers located in the Bronx and Manhattan and oversee a staff of directors and coordinators charged with leading each of those programs.

The candidate must have a Baccalaureate degree (master’s preferred), excellent management, administrative and communication skills, and have a strong background in program development and strategic planning.

Forward your resume, cover letter, and salary requirements to PNLCJ@ Phippsny.org

LICENSED SOCIAL WORKER OR PSYCHOLOGIST FOR ASSISTANT DIRECTOR The Staten Island Mental Health Society, a nonprofit children’s services agency servicing Staten Island, seeks a Licensed Social Worker or Psychologist for Assistant Director. Candidate must be NYS licensed LCSW, Ph.D., or Psy.D with a minimum of four years of acceptable post-graduate clinical experience and two years of progressively responsible programmatic experience. Candidate will assist in directing, coordinating and supervising the operation of the Day Treatment Center and its staff, including the integration of clinical and educational services, program planning, monitoring and evaluation.

Send resume to hr@simhs.org.

NEUROLOGIST

Jawonio is the premiere provider of lifespan services in the Hudson Valley of NYS for individuals with developmental disabilities, behavioral health challenges and chronic medical conditions. The mission of Jawonio is to advance the independence, well-being and equality of people with disabilities or special needs. Career Opportunities in Rockland and Westchester Counties include: CASAC Certified Mental Health Counselor; Residential Manager; RN Supervisor; LPN; Residential Manager; Direct Support Professionals; Employment Counselors; Junior Accountant; Billing Specialist.

DIRECTOR OF FUNDRAISING

United Cerebral Palsy of New York City, the leading nonprofit agency in New York City providing direct services to children and adults with cerebral palsy and other developmental disabilities, has a challenging opportunity available for a Neurologist. The Neurologist is responsible for providing medical care services to patients in agency clinics and/or programs.

Applicants must be graduates of approved medical schools, have at least three years of prior general practitioner experience and must have a valid NY State Physician’s license.

IAHD is seeking a Director of Fundraising which will be responsible for the direction of all fundraising, marketing and institutional development efforts of the agency. The Director of Fundraising will work closely with the President of the Executive Director and Board of Directors in all fundraising activities. Educational requirements are a Bachelor degree in human services or business related field with at least five years of related experience.

Send your resume with cover letter to careers@ucpnyc.org.

Fax your resume to 914-873-0512 or email Alicia Williams at AWilliams@ IAHDNY.ORG

OPPORTUNITIES WITH JAWONIO

To view all of our exciting openings go to www.jawonio.org/careers.

NYNmedia.com

DIRECTOR OF AFTERSCHOOL PROGRAMS

RESIDENTIAL MANAGER – ROCKLAND COUNTY, NY Summary: Directs and manages residential programs for Developmentally Disabled. Ensures consumers are provided with qualitative, person-centered services. Oversee all direct care, program activities residential services. Ensures implementation of guidelines prescribed by OPWDD to guarantee compliance.

Excellent Benefits, Paid Time Off and Education Assistance.

To apply for this position or to view all of our exciting openings go to www.jawonio.org/careers.

REGISTERED NURSE United Cerebral Palsy of New York City is seeking a Registered Nurse to provide evaluation, diagnosis and therapeutic intervention in accordance with UCP of NYC policies, the requirements of applicable agencies, and the standards of the profession.

Applicants must be graduates of accredited programs of professional nursing, have at least one year of experience in the delivery of community-based health services to individuals with developmental disabilities, and have a license and current registration as a Registered Nurse in the State of New York.

Please send your resume with cover letter to careers@ucpnyc.org.

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Issue N°6

November 2015 MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

DAY SERVICES POSITIONS Arc of Westchester has various leadership positions in our Day Services Program. Currently looking for: Community Day Services Director to monitor and supervise Day Habilitation Services provided to adults with I/DD; and Treatment Coordinators to develop, coordinate pre-vocational and independent living services for adults with I/DD. Require BS in Human Services field, Master’s preferred, experience working with individuals with disabilities, supervisory experience and NYS driver’s license. positions@westchesterarc.org; Fax: 914-428-2504. EOE. www.westchesterarc.org.

OPPORTUNITIES WITH ANDRUS ANDRUS nurtures social and emotional well-being in children and their families by delivering a broad range of vital services and by providing research, training and innovative program models that promote standards of excellence for professional performance in and beyond our service community. Available positions: Director of Clinical Training and Supervision, White Plains, NY: Ph.d or Psy.D Bilingual Staff Psychotherapist, Yonkers, NY (1 opening) & White Plains, NY (3 openings): LMSW/ LMHC or with limited practice permit and fluent in Spanish Supervising Psychotherapist, Yonkers, NY: LCSW or PhD or Psy.D Send a cover letter and resume to HR-JP Department at 1156 North Broadway, Yonkers, NY 10701 or email andrusjobs@jdam.org or fax 914-965-3883.

PROGRAM ASSISTANT Society of St. Vincent de Paul of Long Island is seeking a Program Assistant for our transitional housing programs for men located in Roosevelt. Responsibilities include helping clients achieve goals leading to self-sufficiency.

These programs have a spiritual dimension, providing a supportive environment. Necessary qualifications include a clean/valid drivers license, occasional overnight availability and real interest in working in a ministry. Prior experience a plus. This full time position includes a comprehensive benefits package and salary commensurate with experience.

Submit resume and cover letter to info@svdpli.org or fax to 516-8222728.

SUPPORT SERVICES DIRECTOR Transportation Alternatives is hiring its first full-time staff member for Families for Safe Streets, a campaign led by New Yorkers who have been injured or lost a loved one in a traffic crash. The Support Services Director will play a critical role in supporting existing FSS members, reaching other New Yorkers impacted by traffic violence and coordinating new support service activities. This will involve overseeing FSS support programs, including its Helpline, Peer Support Network and Peerled support groups.

OPPORTUNITIES WITH MERCYFIRST

RESOURCE & REFERRAL PARENT COUNSELOR

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.

MSW or related degree. 1+ years’ work related experience.

VP of Health Care Management Services: Responsibility for the start up of all Care Management Services focusing on improving the health outcomes for eligible children through coordinated networks of medical, psychiatric, behavioral health and social service providers. Appropriate professional license required.

Child Care Council of Suffolk, Inc. seeks a counselor to provide high quality consultation, support and education to parents in identifying, location and evaluating quality child care, early childhood education programs and resources, school age programs, and resources for special needs children. Provide information pertaining to financial assistance in paying for child care.

Offer support to child care providers. Participate in activities to promote education about quality childcare and early childhood education programs to the community. Required: Bachelor’s or Associate’s Degree in early childhood or related field, experience with direct service with children, or ability to demonstrate proficiency in the required functions of the job.

Apply online at www.mercyfirst.org.

MULTIPLE OPPORTUNITIES Concern for Independent Living, Inc. is a non-profit agency committed to helping individuals and families to live in the community with dignity and enhanced opportunities through the provision of housing and support services.

We are one of the largest housing agencies of this kind in New York State, currently serving approximately 850 individuals and families in over 220 locations. Concern offers a variety of housing options with individualized support services designed to support personal growth and independence.

We are actively recruiting for many positions, such as: - Mental Health Counselors (Full Time, Part Time & Per Diem) - Case Managers - Recovery Specialists - Maintenance Mechanics To learn more, visit www.concernhousing.org.

For more information, visit www. transalt.org/about/jobs.

DIRECTOR OF DEVELOPMENTAL DISABILITIES SERVICES Greystone Programs is seeking a dynamic and innovative leader to oversee our residential and day services programs in the Hudson Valley area. Responsible for implementing the organization’s vision and insuring the delivery of quality services, training and evaluating the program’s management team, managing program budgets and working collaboratively with people inside and outside of the organization towards the provision of high quality services. Seeking a bachelor’s degree or higher with a minimum of five years management experience in the field of developmental disabilities.

HumanResources@greystoneprograms.org – 845-452-5772, x138

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Send resume to info@childcaresuffolk.org.

JOBS PLUS PROGRAM DIRECTOR Jobs Plus, a part of Henry Street Settlement’s Education and Employment Services, is a $10 million division providing a continuum of services from early childhood education through adult workforce programs designed to assist individuals in obtaining the skills necessary for lifetime self-sufficiency.

The Jobs Plus Program Director provides thought leadership and hands-on support to a team which includes an assistant director, employment coordinators, a social worker and support staff in order to meet the employment and career advancement needs of the diverse population we serve.

Send resume to jobs@henrystreet.org.

SCHOOL PRINCIPAL/ DIRECTOR OF SCHOOL DEPUTY EXECUTIVE DIRECTOR St. Catherine’s seeks a Deputy Executive Director who will provide planning, direction and oversight to a broad array of existing human service programs. Also responsible for designing and implementing new programs, and ensuring compliance with regulations and performance standards. Serves as member of Executive Management Team. Masters degree in Social Services, Public Administration, Public Policy, or a related field, and a minimum of five years’ experience in related field required. Executive level experience preferred.

To apply, visit www.st-cath.org.

Responsible for day to day operations and overall program development, as well as intermediate and long-range planning for programmatic improvement of the quality of the Saint Dominic’s TORCH Simon Stock program.

Requirements: Master’s in Early Childhood Education, New York State certification in Early Childhood Education, and two years’ classroom experience in Early Childhood. New York State Certification in School Administration.

Bilingual (English/Spanish).

Susan Y. Smith, Director of Labor and Employee Relations, 500 Western Highway, Blauvelt, NY 10913 or email your resume to ssmith@sdomhome.org.

TEACHER ASSISTANT Assists the classroom teacher by providing direct instructional services to students and performing non-teaching support duties under the supervision of the certified teacher. Qualifications and Requirements: High School Diploma; New York State Certification.

Susan Y. Smith, Director of Labor and Employee Relations, 500 Western Highway, Blauvelt, NY 10913 or email your resume to ssmith@sdomhome.org.

NYNmedia.com

November 2015

Issue N°6

EVENTS

CALENDAR

MEDIA - REVIEW - DIGITAL - CAREERS - EVENTS

NOV 11 1:00 PM – 2:00 PM WEBINAR: FINANCIAL ROLES FOR NONFINANCIAL STAFF

Webinar

Effective nonprofit financial management requires collaboration throughout the organization. Learn who needs to collaborate with whom. This webinar will explore the financial role of every person in the organization including the Board of Directors, the Executive Director, program and fundraising staff, clerical staff, the receptionist and volunteers.

Info: https://4good.org/p/102599

DEC 10

8:00 AM - 5:30 PM

NYN MEDIA PRESENTS: TECHCON

New York, NY

On Thursday, December 10th, New York Nonprofit Media will host Nonprofit TechCon, which will bring together technology, IT and executive leadership from nonprofits across New York to discuss the impact technology has had, has today and will have on the nonprofit community.

Info: LBlake@nynmedia.com

DEC 3

6:00 PM – 8:00 PM

GRADUATION INFORMATION SESSION

Manhattan Campus New York, NY

Metropolitan College of New York offers accredited, flexible and accelerated graduate programs to New Yorkers looking to make an immediate impact on their careers and in our community. During the information session, you’ll hear from industry experts in education, emergency management, business, media, health services and government who’ll share their stories of professional success.

Availability is limited, so be sure to RSVP. Info: Jasmin Freeman, JFreeman@cityandstateny.com

DEC 15

12:00 PM - 3:00 PM

CITY & STATE REPORTS: RESPONSIBLE 100 GALA

New York, NY

The Responsible 100 will be honored at a special December 15th luncheon at Hunter College. The event will feature the release of our premier CSR annual report – including highlights from this year’s event series, profiles of top honorees, research and analysis on major trends in CSR, predictions for 2016, op-eds from thought leaders in business and government & more.

Info: LBlake@cityandstateny.com

Ensure Your Event Gets Noticed!

NYN Events features hundreds of nonprofit events throughout New York State.

Make sure your event stands out by working with NYN to feature it across our platforms

NYN Print Publication

Feature your event in our redesigned print publication as 1 of only 9 listings

NYNmedia.com - Homepage listing

Feature your event on the homepage of NYNmedia.com with click-through capabilities for more information and to RSVP

NYN Daily E-Newsletter

Feature your event in the newly redesigned daily e-newsletter, delivered to 20,000 of New York’s nonprofit leaders and staffers with click-through capabilities for more information and to RSVP

Contact Lissa Blake at Lblake@cityandstateny.com to learn more!

NYNmedia.com

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