September Edition 2004 - New York Nonprofit Press

New York Nonprofit Press
September 2004 . Volume 3 . Issue 8 . www.nynp.biz serving people who serve people
JOBS JOBS JOBS
Employment
Opportunities
Start on Page 21
New Faces
at the Top
FREE
NEWS
Leadership Changes
at NYANA
Page 7
FOUNDATIONS
NY Women’s Foundation
Seeks Grant Proposals
Page 15
FINANCE
A Ten Point Check List
Page 18
During the first half of this year,
several executives have taken over the
top leadership spots at some leading local
nonprofit organizations. Three are
relatively new either to the area, nonprofits,
or the human service sector in
particular.
Jack Lund (pictured above right)
traveled the longest geographic distance
to take the helm as
President/CEO of the YMCA of Greater
New York. A life-long nonprofit professional,
Lund previously served as CEO
of the Milwaukee YMCA and had been
Chief Operating Officer for the “Y” in
Chicago. He is confident that his 30-
year history with the “Y” and experience
in building partnerships with local
community leaders will serve him well
in his new role.
Patrick Foye (pictured above left)
made the seemingly perilous transition
from one world to another when he became
President/CEO of United Way of
Long Island. An attorney who grew up
in Queens and has lived his adult life
on Long Island, Foye comes from the
for profit sector where he has served as
mergers and acquisitions partner for a
top law firm and Executive Vice President
of a New York Stock Exchangelisted
real estate investment trust.
Luckily, Foye’s experience as head of
his firm’s Brussels, Budapest and
Moscow offices has already trained him
in the art of crossing broad cultural divides.
Theresa A. Bischoff (above center)
only traveled across town and slightly
north to take over as Chief Executive
Officer at the American Red Cross in
Greater New York. Bischoff previously
served as President at NYU Medical
Center, a position she held for the past
16 years. While no newcomer to the
nonprofit sector, Bischoff’s role at the
Red Cross should still offer a whole
new set of challenges for someone just
getting out of the hospital.
All three of these new CEOs have
taken over well established organizations
with important roles in the community
and long histories of accomplishment.
Like most nonprofits,
however, they also face their own particular
challenges. Now that they have
settled into their new positions,
Bischoff, Foye and Lund were kind
enough to share their thoughts with
NYNP on what they’ve learned and
what the see as their most important
agenda items. The three interviews begin
on page 8.
(Photo Credit: Theresa Bischoff’s picture was taken by
Lou Manna .)
AGENCY OF
THE MONTH
Big Brothers Big Sisters
of New York City
New York Nonprofit Press
P.O Box 338
Chatham, NY 12037
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New York Nonprofit Press
serving people who serve people
September 2004
Calendar of
Nonprofit
Events
September 9, 10, 11 – Self-Advocacy Association
of New York State presents its 13th Annual
Conference at the Albany Marriott Hotel, 189 Wolf Road,
Albany. For information call 518-382-1454 or 1-866-
42SHARE or email: sanys@capital.net.
ON THE COVER
New Faces at the Top 1
CALENDAR 3
POINT OF VIEW
New York City’s Budget Process 5
NEWS 6
AGENCY OF THE MONTH
Big Brothers Big Sisters of NYC 12
FOUNDATIONS 15
New York Women’s Foundation Seeks
Grant Proposals
FINANCE 16
A Ten Point Check List
PEOPLE 17
EVENTS 20
Interboro Foundation
CLASSIFIEDS 21
September 10 - The Federation of Organizations
will host its 23rd Annual Long Island Community
Mental Health Awards Luncheon featuring Patricia E.
Deegan from 12:00 noon to 3:00 p.m. at the Huntington
Hilton. For information call 631-669-5355 or visit www.fedoforg.org.
September 14 - Suffolk Community Council's
Educational Seminar Series - Pursuing New
Revenue Sources for Your Agency, featuring Weyman
Jones, Dick Oehmler & Charlotte Lee of the National
Executive Service Corps. 9:00AM - 11:00AM at Suffolk
Community College Brentwood Campus, Captree
Commons Bldg, Room C114. $25 fee includes a light breakfast.
Visa/MasterCard accepted. To register at (631) 434-
9277.
September 14 – Turning the Tables on AIDS will
feature Chef Marc Weiss and benefit the Long Island
Association for AIDS Care. For information visit
www.liaac.org.
September 20 – United Hospice of Rockland will
hold its 4th Annual Golf and Tennis Classic at
Dellwood Country Club in New City. For information contact
CJ Miller or Connie Grunfeld at 845-634-4974 or visit
www.hospiceofrockland.org.
September 22 – So Help Me God: Substance
Abuse, Religion and Spirituality, a special CASA CON-
CALENDAR OF EVENTS continued on page 23
Program
Announcement
Child and Adult Care
Food Program
The Citizens Advice Bureau Family Childcare Network is
pleased to announce the sponsorship of the Child and
Adult Care Food Program (CACFP). Under this program
all children in attendance will be offered the same meals
at no separate charge, with no physical segregation of, or
other discriminatory action against, any child because of
race, color, age, national origin, sex or disability.
If you want more information regarding the inception of
this important program please call CAB at (718) 742-1402.
New York Nonprofit Press
FRED SCAGLIONE, Editor
MARCIA RODMAN KAMMERER, Art Director
ROBERT LONG, Publisher
editor@nynp.biz
art@nynp.biz
publisher@nynp.biz
SUSAN AXELROD, BRUCE A. HURWITZ, PH.D. Contributing Writers
MARY JASCH, VALERIE L. MERAHN
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Vol. 3, No.8
Editor Fax: 518-392-8327 www.nynp.biz Publisher Fax: 845-876-5288

4 New York Nonprofit Press www.nynp.biz September 2004
The Dead Horse Just Twitched
EDITORIAL
For the past several months, we have been
using this editorial space to beat the dead horse
of our State government’s absolute fiscal irresponsibility
in failing to pass a budget. Every day
establishes a new record for failure as our leaders
ignore their governance responsibility to
agree upon and fund the services which will be
provided to New York’s citizens. The effects of
this ongoing travesty on nonprofit human service
agencies -- and the vulnerable clients they serve
– are easy to see. They are the bloody spot
where that rock keeps hitting the hard place.
On August 12th, the Senate and Assembly
followed a course similar to last year’s when they
joined to pass their own legislative budget without
input or agreement from the Governor. The legislative
budget, which exceeded the Governor’s
original proposal by over $1.8 billion, was largely
seen as a positive by the nonprofit community in
that it restored many of his original program cuts.
It even added a few new initiatives, like a Tuitition
Forgiveness Program for social workers and funding
to support higher congregate care rates for
NYC foster care providers.
Advocates, however, were far from ecstatic
since it seemed clear that the Governor would
merely veto large portions of the legislative submission.
The legislature’s action might best be seen as
throwing you know what on the wall which stands in
the way of good government. Sure, it was a nice
gesture, but the real question is what will stick.
On August 20th, the day before we went to
press, Governor Pataki made good on his
threats and vetoed $1.8 billion in spending
increases and borrowing from the Legislature's
budget. In the end, the budget still wound up
coming in at $101.3 billion, only a few hundred
million below the legislative submission, and
well above his own January proposal of $99.8
billion. Still, the impacts on human service programs
are severe.
The Governor’s nearly 200 line item vetoes
read like a litany of essential services: $12.5
million for the Nursing Home Facility viability
adjustment; $10 million for foster care rates;
$4.5 million for mental health community services;
$1.2 million for Youth Development and
Delinquency Prevention; $1.4 million for
“Settlement House Programs” and on and on
and on.
"The programs that I'm vetoing I love,"
Pataki said in announcing his cuts. "But the reality
has got to set in."
Last year, the legislature simply overrode
the Governor’s vetoes and pushed virtually their
budget into law. This year, that outcome seems
less certain.
As a result, we are now more than one-third
of the way through the fiscal year and no one
knows what services, contracts and programs
are budgeted and what aren’t.
Yes, it would be nice if Albany got real.
Dear Editor,
We wanted to express our appreciation
for your wonderful article on
High 5 in the New York Nonprofit
Press. I thought you might like to
know that we have gotten at least four
new youth group customers from the
article.
A new catalogue with more $5 events
will be ready in mid-September and
Dear Editor,
My advice to your readers is always
read the job classifieds to the end.
With such a bounty of opportunities
for social service professionals,
readers may very well find what
they're looking for in the beginning
or the middle. But don't forget the
end. I'm grateful for that one line at
two TRaC programs are gearing up for
October.
Thank you for promoting our services.
Ada Ciniglio
Executive Director
High 5 Tickets to the Arts
the bottom that caught my eye and
made my day. Thanks,
Carl Blumenthal
Brooklyn, New York

September 2004 New York Nonprofit Press www.nynp.biz 5
Any business person knows that planning
is the key to successful management,
and that budgeting is an indispensable part
of the planning process. Yet, New York
City’s budgeting process routinely prevents
not-for-profit providers of human services
from following these basic principles, wasting
the scarce resources allocated to this vital
support system – a reality that is particularly
ironic given Mayor Bloomberg’s
former role as a highly
effective CEO.
Unlike most other
services funded by
the City, much of the
City financing to support
critical human
services is not included
in the Mayor’s
long-term spending
plan. His proposed
plan automatically
fails to renew or
“baseline” funding
for some services for
seniors, at risk and
abused children,
youth, immigrants,
the mentally ill, the
homeless, the disabled,
and others at
the end of every fiscal
year, leaving both the
providers and recipients
with an unclear
picture of the future.
According to a
spokesperson for
Mayor Bloomberg,
this funding is “not
baselined because the
[City] Council’s priorities
shift year to
year” (Jewish Week,
7/2/04). This statement is baffling to human
services providers not only because
many such programs were actually originated
by the executive branch of City government,
but also because these ongoing
services are critical to the overall health
and safety of the City. Contrary to what the
Mayor’s spokesperson would seemingly
have us believe, the programs he sees fit to
cut were created because of long-term and
deep-seated need.
POINT OF VIEW
NYC's Budget Process Must Protect
- Not Politicize- Human Services
These comments reflect the
point of view of the following
organizations:
• Catholic Charities BK/ QNS
• Child Care Inc.
• Coalition of Voluntary Mental
Health Agencies
• Council of Family and Child Caring
Agencies
• Council on Homeless Policies and
Services
• Council on Senior Centers and
Services
• Day Care Council
• Federation of Protestant Welfare
Agencies
• Human Services Council
• Neighborhood Family Services
Coalition
• NYC Employment and Training
Coalition
• New York Immigration Coalition
• United Jewish Appeals-Federation
• United Neighborhood Houses
The Mayor’s long-term plan, for example,
cuts $9 million dollars for child care
slots. Though the need for child care will
certainly not disappear at the end of the
fiscal year, the City is unwilling to make
support of this program a permanent part
of the City’s budget. Similarly, $7.8 million
for services to prevent children from entering
the foster care system will vanish at the
end of June, despite the fact that these programs
save the City
millions of dollars
by focusing on prevention
rather than
aftercare. In the case
of foster care, a mandated
City responsibility,
$19.4 million
are now automatically
eliminated
from future budget
plans. Other such
on-going citywide
priorities include,
Beacon Schools for
youth, food programs
for seniors,
mental health services,
homeless prevention,
and more.
The exclusion of
these and other programs
from the
City’s budget each
year forces
providers that contract
with the City to
devote precious resources
and time to
advocating City
Council members
during the highly
politicized budgetary
process, pulling
their focus from management, planning,
fundraising, and most importantly, the delivery
of services to the poor and vulnera-
port their clients. Some not-for-profit
providers have had to layoff staff, restrict
access to services, or even close their doors
because of the budgetary uncertainties they
face each Spring. Over the last three years
alone more than 600 families in the child
welfare preventive system have been
forced to change providers or stopped receiving
services for some period of time because
of program closures resulting from
unstable City funding.
While campaigning for office, Mayor
Bloomberg recognized the insensible nature
and harmful effects of this process and
promised not to engage in it. Further, after
taking office, Mayor Bloomberg claimed that
any necessary reductions in the City budget
would be made equitably across City government.
This year, however, cuts will fall,
once again, disproportionately on human
services. Providers of human services are
alarmed because approximately $180 million
in human services funding is already missing
from the Fiscal 2006 budget and there is
a projected deficit of some $3 billion. Services
to the poor and vulnerable are then,
more clearly at risk of elimination than those
services that have been baselined.
The human services sector has united
to highlight the impractical nature of this
ble. This process severely hampers
providers’ ability to develop the strategic
budgetary and programmatic plans needed
to direct their scarce resources to best
meet client needs. Each Spring providers
spend countless hours meeting with elected
officials to ensure that their funding is
renewed so that they may continue to supaspect
of the City’s budgeting process and
is urging the Mayor to permanently include
this sector’s critical programming in
his Financial Plan. This effort will be challenging,
in part because of the lack of public
awareness about these damaging cuts.
Last year, for example, the preliminary
budget was presented (and reported on) as
a “good news” budget despite the glaring
absence of funding for several vital human
services. The media did not understand
that the practice of not baselining human
service funding actually left many programs
without a guarantee that services
would still be funded.
It is not only bad business practice to
exclude essential human services funding
from the City’s long-term spending plan,
but also profoundly disruptive. Each program
exists to meet a real and often longterm
need. Without these services many
New Yorkers would have nowhere to turn,
swelling the City’s social problems, and
gravely impacting the quality of life enjoyed
by all residents. Just as we need to
maintain roads, fire and police services, we
need to maintain human services. They
are simply too important to be subject to
the yearly political battles that rage each
Spring on the steps of City Hall. We respectfully
ask Mayor Bloomberg to put all
human service funding streams included
in the City’s adopted Fiscal Year 2005 Budget
in his Fiscal Year 2006 January Financial
Plan.
Let NYNP
Tell Your Story
Call
NYNP
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Publishing
888-933-6967
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6 New York Nonprofit Press www.nynp.biz September 2004
NEWS
VESID to Hold Town Meetings
to Plan Service Delivery System
The New York State Office of Vocational and
Educational Services for Individuals with Disabilities
(VESID) will hold nine town meetings and a virtual
town meeting. As part of the State Plan development,
VESID will seek public comment on a proposed
process for designing a future vocational
rehabilitation service delivery system that will:
- meet VESID's quality standards while
ensuring fiscal accountability;
- foster collaboration among State and community
partners; and
- support personnel planning that allows for
creative use of staff skills and regional partnerships.
VESID staff will facilitate the discussion and
collect public comment on the State Plan.
Individual oral comment will not be scheduled.
Until November 12, 2004, a Virtual Town
Meeting will be held at http://discus.nysed.gov/discus-vesid/
The other meetings are scheduled as follows:
• September 9 - State Rehabilitation Council
(SRC), Albany Best Western, 1228 Western
Ave. Albany, NY 10:00 a.m. to 11:30 a.m.
• September 10 - Self-Advocacy Association
Conference, Albany Marriott, 189 Wolf Road,
Albany. This town meeting is only open to conference
attendees 9:30 a.m. to 11:15 a.m.
• September 10 - New York State Independent
Living Council (NYSILC) Conference, Holiday
Turf Inn, 205 Wolf Road, Albany, 9:00 a.m. to
10:00 a.m.
• September 20 – Two Sessions at the New York
State Independent Living Council (NYSILC)
Conference, Holiday Turf Inn, 205 Wolf Road
Albany, 9:00 a.m.to 10:15 a.m. and 1:15 p.m.
to 2:45 p.m.
• September 21 - New York State Rehabilitation
Association (NYSRA) Conference, The
Desmond, 660 Albany-Shaker Road, Albany,
3:45 p.m. to 4:45 p.m. [4:45-5:00 Break] 5:00
p.m. to 6:00 p.m.
• Week of October 18, NY Association of
Training and Employment (NYATEP)
Professional Conference, Adam's Mark and
Conference Center, 120 Church Street
Buffalo, Time and date to be announced.
• October 25 - Cerebral Palsy Association of
NYS Conference, The Desmond, 660 Albany-
Shaker Road, Albany, 3:30 p.m. to 5:00 p.m.
• November 8 - NYS Association for Persons in
Supported Employment Conference
(NYAPSE), Lake Placid Hilton, Lake Placid,
2:30 p.m. to 4:30 p.m.
While the VESID town meetings are held this
year in conjunction with professional conferences,
the meetings are open to the public (except where
noted) during the scheduled times listed above.
The public comment period extends from
September 9, 2004 through November 12, 2004.
Individual recommendations can be submitted in
writing to VESID, VR Policy and Partnerships Unit-
Room 1603 (OCP), NYS Education Department,
Albany, NY 12234. Electronic submission can be
sent to VRpolicy@mail.nysed.gov or through the
Virtual Town Meeting,
http://discus.nysed.gov/discus-vesid/.
Interpreters will be provided only
upon request. Copies of materials are
also available upon request in alternate
format. To request accommodations
contact VESID by calling 1-800-
222-5627 (voice or TTY) at least 10
days in advance of the meeting and
referencing "State Plan meeting.
Day Care Workers Greet New
ACS Commissioner on First Day
John Mattingly, the new Commissioner of
the Administration for Children’s Services,
showed up on his first day at work on August
16th only to be greeted at the front door by
day care workers who have been without a
contract since December 2000.
“We wanted the
Commissioner to know that former
Commissioner Bell left
some unfinished business on
his desk,” said Michael Green,
Director of Day Care Head
Start for District Council 1707.
Mattingly reportedly
chatted with the workers
and their union representatives
and indicated a willingness
to listen to their concerns.
The City is offering a
5% increase to cover a 4
Local Providers Receive
Federal Mentoring Grants
Six local nonprofits are among 168
provider organizations throughout the country
to receive $35 million in federal grants supporting
mentoring programs for the children of prisoners.
The grants are part of a three-year initiative
outlined by President Bush during his
2003 State of the Union Address.
Locally, the grant recipients are:
• Big Brothers Big Sisters of Ulster County,
$417,000;
• New York City Mission Society, $200,000;
• Big Brothers Big Sisters of New York City,
$150,000;
• Phoenix House of New York, Inc.
$124,000;
• Puerto Rican Family Institute, $120,000;
year period during which the cost of living
has gone up over 13%, a union
spokesman stated. DC1707 represents
public Day Care employees who care for
nearly 50,000 children in 350 centers
throughout the City.
• Family Services of Westchester,
Inc.,$90,000.
“It is great,” said Andre Pabon, Director of
the Juvenile Justice Mentoring Project at Big
Brothers Big Sisters of New York City. “We are
now going to be reaching out to more children
whose parents have been incarcerated.”
The grantees were selected from over 500
proposals which were submitted.
In addition, two New York City agencies
funded during last year’s initial round of grants
received their second year grant allocations of
$75,000. These were:
• Edwin Gould Services for Children and
Families; and
• The Osborne Association.
Photo credit:David Buxenbaum

September 2004 New York Nonprofit Press www.nynp.biz 7
BREAKING NEWS
Breaking News
As we went to press, the following stories were unfolding.
For continuing developments on these and other Breaking News stories go to our website at www.nynp.biz.
To receive our regular Email News Updates, simply email us at editor@nynp.biz
Governor Vetoes Budget Submission
Final Outcome Uncertain
On August 20th, Governor Pataki vetoed
$1.8 billion worth of spending increases from the
$101.6 billion State budget for FY2004-2005
which had been passed jointly by the Assembly
and Senate a week earlier. The vetoes reinstated
significant cuts to human services which had been
included in the Governor’s original $99.8 billion
budget proposal.
The Governor’s actions consisted of 195
separate line item vetoes striking down specific
appropriations. Last year, when the Governor
struck down elements of a similar joint legislative
budget submission, the Senate and Assembly
simply overrode the vetoes. This year, a similar
outcome is less certain. Neither the Senate nor
Assembly had indicated what steps they would
take in response to the Governor’s vetoes.
The Governor’s list of vetoes impacted
many human services programs. Among the
most significant vetoes were:
• Nursing Home Facility Viability Adjustment
$12.5 million
• Foster Care Funding for NYC Congregate Care Rates
10.0 million
• Temporary Assistance Programs
4.4 million
• SSI Increase
3.0 million
• Mental health community services
4.5 million
• VESID Case Services
2.0 million
• Extended Day/School Violence Proram
1.5 million
• Youth Development and Delinquency Prevention
1.2 million
• Settlement House Programs
1.4 million
• Licensed Social Worker Loan Forgiveness
1.0 million
• Family Preservation Centers 560,000
• Independent Living Centers 536,600
• Expanded In-Home Services for the Elderly 528,030
• Education and Assistance Corporation 450,000
• Runaway and Homeless Youth 307,800
• Child Advocacy Centers 307,800
• Elder Abuse Prevention Project 300,000
• Domestic Violence Training Program 135,000
Handelman Leaves NYANA
Mark Handelman resigned his position as
President and CEO of the New York Association
for New Americans (NYANA) on August 13th after
leading the organization for more than 25 years.
Handelman “decided to leave NYANA in order to
start his own consulting firm to assist non-profits in
the area of management, strategic planning, and
fundraising,” the agency reported in a statement
issued on August 20th. “Mark is particularly interested
in working with organizations that serve children
with disabilities and special needs.”
Jose Valencia, formerly NYANA’s Chief
Operating Officer and Chief Financial Officer, has
replaced Handelman as President and CEO.
NYANA, which had resettled 250,000 Jewish
refugees from the former Soviet Union, had seen
a sharp decline in this program in recent years as
a result of tightened federal refugee policies following
September 11th. An August 20th article
published by The Jewish Week, a newspaper
serving the Jewish community, tied Handelman’s
resignation to this decline and resulting financial
and organizational pressures on the agency. The
article went on to state that “Handelman’s sudden
resignation is said to have caused consternation
among some staffers, who fear that NYANA, a
venerable social service agency founded in the
aftermath of World War II to resettle Holocaust
survivors, may not survive much longer.”
Handelman refuted the article’s assertions in
a written response to The Jewish Week editor.
“The article would lead the reader to believe that I
left due to frustration with the organization and that
the agency’s future is doubtful. Nothing could be
further from the truth,” he stated. “Despite a dramatic
downturn in refugee arrivals, NYANA annually
provides important culturally sensitive social
services to over 8000 immigrants, many of them
former resettlement clients from the Soviet Jewish
émigré community. After being at the helm of this
wonderful organization for twenty-five years, I simply
felt that it was the right time to seek new professional
challenges for myself and thus decided
to separate from the agency.”
Valencia stated that NYANA had significantly
expanded the range of services it offers to its
existing refugee client base. “The target
popoulaiton has remained the same but this is a
multi-service agency now,” he said. “We have two
clinics – a substance abuse clinic and a mental
health clinic. We have ESL, legal services,
domestic violence programs. We have one of the
largest employment services contract with the City
of New York and training programs with the State.”
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8 New York Nonprofit Press www.nynp.biz September 2004
NEW FACES F
AT THE TOP
Theresa A. Bischoff
Chief Executive Officer
American Red Cross in Greater New York
The American Red Cross in Greater New
York is always there at times of crisis. “We
have a history of responding to eight emergencies
or disasters a day here in the New
York area,” says Theresa A. Bischoff who
joined the organization as CEO in January. Yet
the events of September 11th have made the
Red Cross’ mission even more important as
New Yorkers face the need to prepare for
calamities ranging from hurricanes to terrorist
attacks of almost incomprehensible scale.
“After 9/11, there was a lot of listening to
what people felt the needs were and what the
Red Cross had to do,” says Bischoff. “The
‘preparedness’ mission is key.
“We are committed to working with our
government, other nonprofits and corporate
partners to ensure that all 8.5 million people
in our area are prepared for whatever emergency
or disaster might happen. Whether it is
a house fire, a blackout or a terrorist event, we
want people to be prepared. That is a new focus
and challenge for us.”
In late February, ARC-GNY commissioned
a survey to assess the state of readiness
of individuals and small businesses for future
crises. There was good news and bad news.
“Over 90% of the people we surveyed said
they knew they should be prepared,” says
Bischoff. “About 40% said they had done
something to prepare but only 22% had gotten
fully prepared with a plan and a kit.”
Why aren’t people taking steps to prepare
for potential emergencies when they
know how important it can be?
“They told us they didn’t know what
they were preparing for,” explains Bischoff.
“We can help them with that. Preparing is
something we can do for a whole range of
things that might happen to us, anything
from a single family fire or a water main
break to a larger scale event like a blackout or
a terrorist event. We can help them get over
that barrier.”
Bischoff stresses that fear of terrorism isn’t
the only reason to plan ahead. “We got
wonderful letters after the blackout from people
who were prepared – people who had water,
flashlights and comfortable shoes in their
offices so they could walk home that night.
They had taken our preparedness course in
response to 9/11 but it was so helpful to them
in dealing with the blackout.”
The Red Cross survey also showed that
people wanted hands on training to take
them through the process of emergency planning.
Since October of 2001, ARC-GNY has
taught “Preparing for the Unexpected”, a free
Photo Credit: Lou Manna
60-minute class which teaches families what
steps to take prior to and during an emergency,
how to develop a plan and put together
a disaster kit.
“We offer it every week here at our headquarters
and at our chapter locations,” says
Bischoff. “We offered it to the City Council, to
our State government supporters and we are
participating with other groups to get the
word out. We are probably offering it
through every route you can imagine.
“We are now partnering with corporations
to offer it as ‘lunch and learn’ programs
so their employees will have opportunities to
get prepared,” Bischoff continues. “We are
doing more and more of that.”
ARC-NYC is also working closely with
government organizations in its preparedness
campaign. “We partner with OEM (New
York City’s Office of Emergency Management)
in finding opportunities,” says
Bischoff. “In September, as part of the Preparedness
Month, we will be doing eight
evenings of ‘Ready New York’ around the
five boroughs, bringing all the programs we
talk about -- making a plan, preparing a kit,
getting trained in things like CPR, volunteering
and giving blood.”
In order to accommodate its enhanced
disaster preparedness training effort, ARC-
GNY’s has refined its organizational focus, divesting
some programs less central to this
new mandate. Until FY2003, homelessness
shelters and programs accounted for approximately
25% of ARC-GNY’s programmatic
expenditures. “Over the past year, we have
transitioned our homeless programs to other
organizations,” says Bischoff. “So, we were
able to assure that those programs got transferred
as whole vital programs while allowing
us to focus on our core mission.” While
the strategic decision to divest these programs
came prior to Bischoff’s arrival, she is
fully supportive of the move. “Clearly, our
new focus was going to take a lot of organizational
energy. I think these were very good
decisions.”
Bischoff believes that ARC-GNY’s $30
million annual budget fails to convey the true
scope of the organization’s activity. “What
you don’t see in that budget is the thousands
and thousands of hours of volunteer time and
in kind support we get,” she explains. “This
organization is quite unique and extraordinary
in the role that volunteers
play. We have 7,000 volunteers,
many of them highly trained and
many of them who actually go
out and do the core work of the
organization. When we have a
fire, it is very often only volunteers
who, after very significant training, go
out to provide the services that people expect
from the Red Cross.”
Bischoff is also confident that the work of
these volunteers and the relief they provide to
New Yorkers in crisis connects with potential
donors. “The stories really are compelling,”
says Bischoff. “On Father’s Day, we had a
large fire in northern Manhattan and suddenly
30 families were out on the street watching
their building burn. Within minutes, the Red
Cross was there making sure that people had
blankets and clothes to put on and starting
the process of thinking about how they would
recover after losing their home and possessions.
When you arrive on the scene of these
disasters, wearing that Red Cross jacket, those
we are there to help feel the sense of relief that
help has arrived.”
Now, Bischoff wants to get the word out.
“Next year is our 100th birthday so it gives us
an opportunity to re-acquaint ourselves with
a lot of the audiences in New York who recognize
the symbol but may not be as familiar
with the work that we are doing today,” she
says.
And, she maintains, ARC-GNY needs
that support. “We are able to do our work
only because of the generosity and contributions
of our donors,” she says. And, the
fundraising environment has become more
challenging. “What we saw substantially
across all nonprofit organizations after 9/11
was donor exhaustion and then, of course, the
economic slowdown. I think we experienced
that in a way that was consistent with other
nonprofits. We are looking forward to the economic
recovery and seeing more opportunities
to fundraise.”
Bischoff, who came to ARC-GNY after
serving as President of NYU Medical Center,
also wants to ramp up the organization’s
own fundraising efforts. “In the past,
a substantial amount of our funding had
come through the United Way campaign.
They have made some changes so we need
to have that direct connection to our communities
so they can provide us with the
support we need.
“We are looking forward to our centennial
year as an opportunity to both share our
work and engage corporations, individuals
and government in supporting us in our mission
to help all New Yorkers.”

September 2004 New York Nonprofit Press www.nynp.biz 9
NEW FACES F
AT THE TOP
Patrick Foye
President/CEO
United Way of Long Island
Five months into his new position as
President/CEO of United Way of Long Island,
Patrick Foye admits that he is having
fun. “It has been a real learning experience
for me given that I come out of the legal and
corporate worlds. This is a terrific organization.
United Way of Long Island has been at
this for 40 years and it has been doing terrific
things for all that time. I think we are at the
point of taking it to the next level.”
Despite UWLI’s record of accomplishment,
Foye was recruited to help energize an
organization experiencing tough times. The
Long Island Campaign, UWLI’s own local
fundraising effort, had produced declining
revenues since 2000. “It has been a challenging
period for United Way of Long Island and
for United Way of America generally,” says
Foye. “That was exacerbated by 9/11 which
had an effect on a lot of charities, both here
and in the tri-state area. The trends are down
for a number of years. I think my predecessor
worked hard and effectively through that and
I think we have some momentum.”
In fact, UWLI may well have turned the
corner already by stemming the tide of declining
local campaign contributions. “We
think this will be the first time in a number of
years that the LI Campaign will be up,” Foye
explains, based on preliminary results for the
2003-2004 campaign which ended earlier this
summer. “I have had very little to do with
that. It is really due to the work of Mike
Cooney, Senior Vice President of Resource Development,
and his team. Hopefully this will
be a platform for growth in the future. We are
looking for double digit growth in the 2004-05
Campaign which we are just beginning. That
is ambitious, but I think doable.”
Expanding UWLI’s base of contributions
is Job One for Foye, who recognizes the difficulties
faced by Long Island’s nonprofit community.
“Since I have been here, four or five
of our agencies have gone out of business,” he
says. “It is very challenging time. There have
been funding cutbacks at all levels and the
only reasonable expectation is that those cutbacks
are not likely to be reversed. If anything
they are likely to continue at the State and local
level.” As a result, UWLI’s member agencies
are looking more and more towards private
sources of funding. “It is incumbent on
us to do whatever we can to increase our revenue
base.”
Workplace payroll campaigns are the key
to UWLI’s fundraising efforts and, like United
Way organizations everywhere, UWLI has
struggled in recent years with both declining
enrollments and increasing donor designations
of their gifts to nonprofits of their own
choosing.
In response, UWLI stresses two key messages
as part of its campaign. “One is that, despite
the perceived affluence, there are very
significant health and welfare issues here on
Long Island,” says Foye. “There are some
very significant pockets of poverty and homelessness.
Forty thousand children go to bed
hungry every night. Donors need to think
about investing their money in what matters
here on Long Island.—how we can change
people’s lives for the better”
Secondly, Foye wants to emphasize that
donations to UWLI are a smart, philanthropic
investment. “We deliver value and we will
help, together with our community impact
partners, to address these issues.”
In this context, UWLI, like United Ways
across the country, is considering a transition to
a Community Impact model for its own grant
allocations. The basic strategy targets United
Way funding to selected “Community Impact”
projects where it hopes to achieve specific and
measurable outcomes. As a result, United
Ways hope to attract increased
donations based
on a proven ability to
make a difference. (See
“A New Way at United
Way,” NYNP, March
2003.)
“This is something
that has been talked
about here since before I
joined,” says Foye. “My
predecessor, Willie Edlow
had introduced the
concept and it has been
germinating for some
time.” (See “On Long
Island: Building a Consensus
for Change,”
NYNP, March 2003.)
“Exactly what
Community Impact
means on Long Island and for UWLI is unclear.
We are still at an early stage in the
process. I think it is likely that there will be
four or five focus areas of which Community
Health Issues will probably be one. Early
Childhood Education will probably be
another. There has been a Success by Six
United Way initiative that I think we can
take to the next level. We are also looking at
programs for families of Long Island-based
reservists who have been called off to service
in Iraq or Afghanistan. Those families
are suffering temporary financial pressure
or other issues as a result of that and we are
trying to figure out how we can be helpful
in that arena. We are looking at a couple of
other areas that are consistent with the mission
of UWLI and United Way generally for
the past 40 years.”
What a transition to Community
Impact will mean for UWLI’s 170 member
agencies who traditionally receive
basic grants to support their efforts in a
wide range of programmatic areas is also
unclear. A full-fledged Community Impact
model does away with the basic
membership grant and can leave many
nonprofits hanging if they fall outside
the funding focus.
“One of the things we are seriously
considering is some hybrid model in which
we continue to have relationships with our
member agencies -- including funding relationships
-- but also focus on these four or
five community impact areas,” says Foye
who goes on to emphasize that “We are not
about to get into the direct service delivery
business. It is not what we are. It is not what
we are good at. It is not a core competency.”
Foye expects the process of defining
how UWLI will adapt Community Impact
to the needs of Long Island to play out over
the next six to nine months. “We have developed
a task force of representatives from
FOYE continued on page 10

10 New York Nonprofit Press www.nynp.biz September 2004
NEW FACES F
AT THE TOP
FOYE continued from page 9
the board. We are going to have input from
the Agency Executive Council which includes
representatives of member agencies.
We are going to be reaching out to public officials
in both counties and talking to our
member agencies directly.”
UWLI is already taking steps to incorporate
Community Impact principles in some
of its existing grant programs. In the past,
UWLI’s Targeted Care Grant program was a
pool of approximately $300,000 which was
allocated into small grants for a large number
of member agencies. “Starting in the fall,
we will be making 12 or so grants of about
$25,000 each,” says Foye. “The grants will be
much more focused. This is a way for us to
dip our toe in the Community Impact pool
while we are still developing the strategy
overall.”
Foye also intends to broaden the ways
in which UWLI reaches out to potential
donors. One step was the recent recruitment
of Sean Phillips as Senior Vice President of
Major Gifts. Phillips comes to UWLI from
Family and Children’s Association where he
served in a similar capacity. “Sean’s joining
us gives us another leg to the stool,” says
Foye. “He is a major presence on Long Island
in the major gifts and planned giving areas.
He has a tremendous amount of experience
and credibility as well as relationships with
major players in the philanthropic world on
Long Island.”
In addition, Foye hopes to ramp up
UWLI’s special events fundraising. “Except
for the Long Island insurance event, which is
celebrating its 10th anniversary, we haven’t
had a major presence in special events and
we are looking to change that on a selective
basis,” he says. “We are doing a special gala
celebration of our 40th anniversary in October.
Attorney General Spitzer is the keynote
speaker and John Durso, President of Local
338 of the Retail Wholesale Department Store
Union/United Food Commercial Workers
on Long Island, is the honoree. That is another
arrow in our quiver.”
Community Impact also means increased
coordination in terms of grant making
and service delivery. “One of the things
that have struck me as a newcomer to this
world is how fragmented it is,” says Foye.
“We want to figure out an appropriate way
to coordinate our activities, which is an easy
thing to say but not an easy thing to accomplish.”
He cites the existing work of the
Long Island Funders’ Exchange in this area
and looks forward to expanding partnerships
with key grant makers including the
Long Island Community Foundation, the
Rauch Foundation and others. One possibility,
he explains, might be an effort by the
philanthropic community to “adopt” selected
villages or towns in Nassau and Suffolk
for targeted grant-making projects.
UWLI’s new President/CEO acknowledges
his status as a relative novice in the
nonprofit arena. “Frankly everybody in this
world has more experience and knowledge
than I do,” he says.
However, Foye brings valuable corporate
experience and business contacts to his
new position. He has been Executive Vice
President of Apartment Investment and
Management Company, a New York Stock
Exchange-listed multi-family real estate investment
trust. Previously, he was a Mergers
and Acquisitions Partner at Skadden, Arps,
Slate, Meagher & Flom and Managing Partner
of the firm’s Brussels, Budapest and
Moscow offices.
“I am a Long Islander,” says Foye. “I
have spent my entire life in New York City or
Long Island, except for three years when I
was exiled to Europe by my law firm. I
know the community and I know the business
community. I am Vice Chairman of the
Long Island Power Authority and I think
that has been helpful in exposing me to opinion
leaders on Long Island. I am hopeful that
these business strengths will outweigh my
weaknesses as I get up to speed on the health
and human service world”
So far, Foye feels that he has received a
warm reception from a community eager to
see the UWLI re-energize its fundraising efforts.
“The Nonprofit community has a stake
in the success of UWLI. They recognize it
and we recognize it. I think it is our job to
work together to be more effective.”
Jack Lund
President/CEO
YMCA of Greater New York
Jack Lund may have been new to the
region when he took over as the YMCA of
Greater New York’s President on April 1st,
but he is certainly not new to the field.
“I have been a nonprofit professional
for almost 35 years,” he says.
Nor does the size and scope of the
New York “Y”, with 4,500 employees and a
total budget of $115 million, scare him. “I
have run some pretty large and diverse organizations
before,” says Lund who was
Chief Operating Officer for the Chicago
YMCA and most recently CEO in Milwaukee,
which had 17 branches, only two shy
of New York’s total of 19. “Each time I enter
a city, I take a pretty similar approach --
the full immersion strategy,” says Lund. “I
get out and connect with people, learn
about the organization and how we are
seen, who the leaders are. Certainly in
New York, that is challenging because the
leadership network is wider and deeper.
Right now, I am doing a 100 day listening
tour.
“I also have the comfort of knowing
how YMCAs work,” he explains. “Having
done this for about 30 years, I can walk into
a “Y” and instantly tell you whether things
are good or not -- and why.”
So far, Lund likes what he sees.

September 2004 New York Nonprofit Press www.nynp.biz 11
NEW FACES F
AT THE TOP
“The YMCA of Greater New York has a
lot of strengths and a very good foundation
of financial resources, people and properties,”
says Lund.
“Our branch staff is very proud of
what we do, particularly the work we do
with kids which was a real hallmark of the
last president and the last administration.”
Lund has heard a desire for greater emphasis
on staff development. “Helping people
to build their careers and get the appropriate
academics and other kinds of support,”
he explains. “Since that is a priority for
them, it is a priority for me.”
“With our board, we have a great
group of people that are very passionate
about our work,” he continues. Nevertheless,
he says that there is a consensus
among its members that the board can go
from “good” to “great”. With several existing
board vacancies, “we want to be strategic
about developing the board,” says
Lund. “We want to really begin to think
about leadership succession planning. That
will be a priority.”
“One of the other things the board feels
very good about is the success we have had
with corporate and foundation fundraising,
but they acknowledge that there is still lots
of upside. There are still a lot of untapped
resources and the fact that we have such an
enormous appetite for serving kids -- and
serving kids in programs that are almost
100% subsidized -- means that we have to
find a continual renewable source of funds.
“We have a very diverse and somewhat
fragile funding mix that works for
us,” says Lund, “a combination of earned
revenue, contributed income, support from
the public sector and some endowment
earning. Some of our branches generate
revenues over expense and share resources
with those branches that, by design, do not
generate revenue over expense.”
Looking forward, Lund sees three major
issues on the horizon.
“One is that we continue to focus on
our work with kids. We want to reach
everybody, but we particularly want to emphasize
our work with kids. We want to
continually find more ways to reach kids
and reach them in more effective ways.
“Second, during the last several years,
this organization has begun what can be
called the first true strategic comprehensive
recapitalization program in 100 years.
When we opened up McBurney, it is my
understanding that that is the first new “Y”
we have opened up in 50 years. So, we are
somewhat behind the trends in the country
in terms of having contemporary capital assets.
Continuing that process of renewing
our facilities and making sure they are up
to date will be a priority for us.
“The final thing is, as we look out over
a map of the city, what are the neighborhoods
where the “Y” should really have a
presence and at this time doesn’t. I am particularly
interested in partnering with organizations
and having a presence in the
South Bronx, Washington Heights and a
couple of neighborhoods in Brooklyn.”
Lund has experience expanding the
“Y’s” presence. “While I was in Milwaukee,
we opened seven new YMCAs in low
income neighborhoods,” he says. “Philosophically,
we have a mission to serve
everybody. That is saying a lot, but I don’t
know any other organization that has a
presence in as many diverse communities
as we do in New York City. We are in those
neighborhoods by design. The things we
do will vary from neighborhood to neighborhood
because the needs are very different.
What comes along with that is a financial
formula that allows us to generate
revenue in one neighborhood and have it
available to be consumed in another neighborhood.
That will continue to be fundamental
to the success of the “Y” in New
York City.”
For Lund, talk of new branches and programs
doesn’t only mean added bricks and
mortar. “We have 19 branches but we are in
340 locations,” he says. “We operate out of
several hundred schools. There is a duality of
our geography. I don’t ever see us not being
a branch and facility-based organization, because
it is a model that continues to work for
us, but I think the really great “Ys” are the
ones that are willing to get outside their walls
and find other ways to serve.”
Lund also has some thoughts about
program areas he sees the YMCA exploring.
“We are very well positioned to have a
more positive impact on kids’ health than
we are currently,” he says. “At a time
when kids’ health numbers – obesity, diseases
of childhood -- are just collapsing,
what can we do to begin to turn some of
those around?
A lot of resources that had traditionally
been available just aren’t there. I am
thinking about health programs and gym
class. Is there a role for the “Y” to
play, either as the ‘gym teacher’ for
New York City schools or as a place
the schools can take advantage of
by using our expertise and facilities?”
In Milwaukee, Lund developed a charter
school as a partnership between the “Y”
and a small academic institution. “We
brought the administrative strength; they
brought the academic strengths,” he says.
“We already are very much in an educational
support role through our after-school
programs and some other things we do.
We want to continue figuring out how we
can support not only public education, but
education broadly defined.”
YMCA membership is something
Lund wants to make available for all New
York City children. “One of the things we
have done in other cities is to create a Youth
City Membership. For $5, a kid can become
a member of the Y,” he explains, noting that
they were usually willing to waive the $5
fee. “The amazing thing to me was that all
these kids got membership cards with their
picture on them. For kids living in low income
communities, that was the first thing
they ever had in their possession that said
they were important and they were connected
to something. We didn’t know that
was going to happen but it was wonderful
experience and we kept doing it. Maybe
we should do that here.”
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12 New York Nonprofit Press www.nynp.biz September 2004
AGENCY OF THE MONTH
Big Brothers Big Sisters of NYC
A Hundred Years Young
“Mentoring has become one of the
‘in’ buzzwords in social services,” says
Allan Luks, Executive Director of Big
Brothers/Big Sisters of New York City
(BBBS). “Bush talked about mentoring
in his State of the Union address. Clinton
had a giant meeting on mentoring
when he was president. Right now, we
are ‘in’, but who knows for how long.”
That is OK. BBBS has been involved
with mentoring since before it was ‘in’.
In fact, BBBS established the movement
100 years ago when its founder, Ernest
K. Coulter, a clerk in New York Children's
Court, called upon a local men’s
club to work with the youngsters he
saw every day. Over the intervening
century, Big Brothers/Big Sisters has
become synonymous with mentoring –
a brand name like Coca Cola or Xerox
which effectively defined this specific
form of youth development program.
Today, BBBS directly connects 3,000
children from low income, single parent
homes with carefully-screened adult
companions. It also serves as a vanguard
for research and advocacy on
mentoring issues as well as providing
technical assistance and training for
other mentoring programs. “We like to
think of ourselves as a ‘training hospital’,”
says Luks.
The Big Brother/Big Sister service
model is remarkably straight forward.
“Bigs” commit to spend several hours
with their Little Brothers or Sisters at
least twice a month for a minimum of
one year. The pairs go to ball games and
museums, go bowling, spend time at
the park, and talk. In the process, the
Bigs offer a simple, yet powerful combination
of friendship, guidance, support.
Every relationship is monitored and
supported by a social worker.
This relatively straightforward program
also has proven to be surprisingly
successful. An independent and randomized
1992 national study of the Big
Brother/Big Sister movement found
that it reduced first time drug use by 46
percent, cut school absenteeism by 52
percent, and lowered violent behavior
by 33 percent. And, this sample population
was no collection of cream puffs.
Over 80 percent of the kids came from
impoverished families, and almost all
were being raised by a single parent.
Approximately 40 percent were from
homes with a history of drug or alcohol
abuse and nearly 30 percent came from
families with a record of domestic violence.
In fact, the simpler the form of the
relationship, the more valuable is the
experience. Another long term study
found that those “Bigs” who merely offered
friendship and support -- rather
than those trying to “straighten kids
out” -- were far more likely to gain the
trust necessary to create a positive influence.
For most of its hundred year history,
BBBS has offered its “traditional”
program. Parents, typically low-income
single moms or dads, learned
about Big Brothers/Big Sisters through
TV, subway ads or roadside billboards.
The parents call and then come in to enroll
their kids.
Volunteers learn about the program
the same way – through a broad-based
advertising campaign as well as word
of mouth from other volunteers. They
attend general orientation meetings
which are held regularly and, if still interested,
go through an in-depth interview
with a BBBS social worker. “It
takes about an hour and a half,” says
Vidhya R. Kelly, M.S.W., Director of
BBBS’ Borough and Special Priority
Programs. “It is a full psycho-social.
We ask the volunteers everything about
their background, their relationship history,
their academic history, their family
history, how they grew up, their occupation,
what they do.”
Volunteers who make it through
the interview must then provide references.
“We ask for three -- at least one
from an academic advisor or work supervisor,”
says Kelly. “We get a national
background check. Then we check
the sex offender list. It is expensive at
the front end.”
Roughly 60% of those who come in
for the orientation go on to the interview,
says Luks. Then about 60% of
those will go on to be accepted. It leaves
us about 36% who go on to become Big
Brothers or Big Sisters. Most of the falloff
results from self selection on the part
of volunteers.
“Usually it is not our rejection,”
says Luks. “They will drop out once
they learn about the level of commitment.
It is four hours every other week.
In a terrible economy when people are
worried about losing their jobs or
falling behind, that is real.
“The biggest thing you worry about
is whether the man or woman is going
to continue the relationship,” he continues.
“These kids all have problems. The
last thing you want is for the Big Brother
or Big Sister to walk away two
months later.”
In fact, while BBBS asks volunteers
and kids for a one year commitment,
the average match currently lasts two
years, six months. “We have alumni
networks where matches have gone on
for 25 and 35 years and they still come
back to different events,” says Kelly.
The screening also is designed to
guard against any risk to the child.
“You are always worried about a pedophile,”
says Luks, who maintains
that BBBS has not experienced any
abuse cases during its 100 year history.
The pairing of Bigs and Littles is
based on a variety of factors and BBBS
social workers, typically MSWs, supervise
the initial meetings when potential
matches are broached to the parents,
the Bigs and the Littles. All parties have
to agree and a Mentoring Agreement
spells out the requirements and responsibilities
of the program. Social Workers
offer lots of up front support to help the
new relationship take root and provide
ongoing oversight throughout the life
of the match. “For the first several
Allan Luks, Executive Director, Big Brothers/Big
Sisters of New York City
months there is involvement by the social
worker on a weekly basis,” says
Luks. “They call the volunteer, call the
kid, call the mother. Then, they may go
to monthly contacts.”
All volunteers take a mandatory
five hour training program on mentoring
skills, and BBBS offers lots of other
events and services to help support volunteers,
kids and parents.
“There are agency events where all
the matches come together,” says Kelly.
“We just had our Annual Picnic with
1,300 people in Central Park. It is a time
to meet other matches so the Bigs don’t
feel all alone and the kids who have
been isolated can see that there are other
kids doing this -- that it’s OK and it’s
cool. We offer events like that all
throughout the year. We also do kids
events separately from the Bigs where
the social worker will take the kids out
by themselves and do things so they
can make connections with other kids
in program.”
BBBS arranges many group trips,
helps volunteers identify inexpensive
and appropriate activities and even
runs groups for parents.
Luks joined BBBS 15 years ago and
has been building a whole new tradition
of innovative programming ever

September 2004 New York Nonprofit Press www.nynp.biz 13
AGENCY OF THE MONTH
Mentoring New Americans
BBBS’ special 9/11 Program brought together
Little Brother Daniel Palombo and Big Brother
Paul Barbara. Both of their fathers were firefighters
who perished on September 11th.
since.
“In the traditional program, the
parents call us and, of course, it is the
parents who are most together who
call,” says Luks. “We want to take on
the kids who are least likely to call us.
We want to reach out to kids from the
most troubled families, families who
themselves do alcohol or drugs or
where the parents have been arrested.
They are not going to call.”
A first step in this new direction
was development of the Juvenile Justice
Mentoring Project (JJMP) which started
in 1992. “It began as a pilot with one
police precinct – the 84th– in Brooklyn,”
says Luks. “We got the Community Affairs
officer and asked them to give our
information to parents when kids were
arrested. Of course they still never
called. Then we got the Precinct to ask
parents if it would be OK if we called
them. That worked.”
Today, JJMP is a City-wide program.
“At this point, we get our referrals
directly from law enforcement officers
and professionals who are working
with these youth,” says Andre Pabon,
Director of the program. “We collaborate
with precincts, judges, probation
officers and other social work professionals
who refer them specifically for
mentoring services.” (See “Juvenile
Justice Mentoring Program Reaches
Kids Who Need it Most,” page 13.)
Since then, BBBS has developed a broad
range of similarly targeted programs
which reach out to underserved groups
of youngsters.
In 2001, BBBS began its New Americans
program which matches Bigs with
children of immigrant families. “It
started in Queens, the most ethnically
diverse county in the nation,” says Kelly,
who developed the project. “Right
now the matches in this program represent
50 different nations. We were finding
that a lot of these kids were feeling
really isolated. There were language
barriers. They looked different. They
sounded different. Their parents were
working 24/7 struggling for a better
life. The kids just weren’t feeling supported.
There were also higher suicide
rates in this population.”
“She tells people that I am her ‘aunt’ which means that I am an older
person who commands respect,” says Maeve Pryce, who actually is a Big
Sister to Dan Dan, a 16 year old Chinese girl living in Queens. “It is very
unusual to see a Chinese child with a non-Chinese adult so other Asian people
always ask her who I am.”
The question of her cultural role is just one of the special issues confronting
Maeve, Dan Dan and the 90 other ‘Big’/ ‘Little’ matches in the New
Americans program offered by Big Brothers Big Sisters of New York City.
The program began in Queens two and a half years ago in an effort to serve
children of immigrant families. Many of these kids struggle with a strong
sense of personal and social isolation.
“She is an only child and her parents are working 27 hours a day,” says
Maeve. “She is not allowed to go anywhere by herself.”
These family stresses are then compounded as youngsters try to adapt
to an entirely new culture.Vidhya Kelly, Director of Borough and Special Programs for BBBS, recalls her own challenges growing up in a
first generation South Asian immigrant family. “I looked different.My parents dressed different. My parents wanted me to have an arranged
marriage.”
Allowing a stranger into their child’s life is not something which comes naturally to most immigrant families. “Most of these families
are very insular,” says Kelly. “They don’t want to go outside to ask for help.You aren’t supposed to tell other people about your problems.”
BBBS reaches out to these immigrant families through a network of community-based partners.Among the groups they have worked
with are SAYA (South Asian Youth Action), Queens Child Guidance Center which has an Asian Outreach Center and the South Asian
Women’s Center.
The New Americans program staff is as diverse as the groups it serves. “We have staff from India, Singapore, China, Ecuador,” says
Kelly. “We rotate. If we are going to a group that is Indian, I will speak because they will feel closer to me. I know how to greet them.
I know their values. Maeve’s social worker, Jennifer Chang, is Chinese. She goes to Chinese organizations and can speak to parents. Senior
Program Coordinator Tamanna Vaswani grew up in Singapore and is fluent in Malay, Hindi and Italian, making it easier for her to connect
and communicate with other groups”
Language barriers are an issue of particular importance for volunteers in the New Americans program. “I have very little contact
with Dan Dan’s parents because they don’t speak any English,” says Maeve, who relays messages through Dan Dan. “I always try to be
very clear about when I will pick her up, what we will be doing and when I will drop her off so there won’t be any misunderstandings.”
BBBS provides its New Americans volunteers with special cultural sensitivity training to help bridge some of these issues.
Maeve also had some initial security about whether she could meet the emotional and cultural needs of a 15-year-old Chinese girl
new to this country. “Her English was good, but it wasn’t great,” she explains. “The first weekend I went home exhausted. I didn’t know
if I could do this. How was I going to translate New York City for this young girl?”
Then, Maeve went back to the BBBS basics. She was there simply to be a friend and supporter. “I relaxed. After two or three
weeks, she just started to talk and she hasn’t stopped since. She is loving New York and her English is getting better every hour.”
Here, too, there is a new focus on
outreach and partnerships with other
human service providers. “For most of
our programs, the families are coming
to us,” says Kelly. “This program is different.
We have been going out to other
social service programs
that already work with these
populations, whether it is in
counseling, recreation or academic
activities. We are
coming in knowing that
there are already some barriers
that have been broken
down because families are
engaging in some kind of
services.” (See “Mentoring
New Americans”, above.)
A similar pilot is BBBS’
Young Mothers program
which focuses on the mentoring
needs of teens who already
find that they themselves
are parents. “It is
untraditional, but it is
great,” says Kelly. “These
are kids who, right after
school, go home to take care
of their kids. Then they are
up all night with them. This
program is different in that
we spend time with the kids
but also time with the babies.
The volunteers act as
kind of an advisor, a resource
on dealing with housing,
child care, job training and education.”
Based in the Bronx, the Young
Mothers program currently has 36
matches.
BBBS also developed specialized
programming for victims of September
BBBS’ New Americans Program matched Big Sister Kazumi
Ogawa, born in Japan and raised in the US, with Sarina Sherpa,
who was born in Nepal and lives in Brooklyn.
11th. “We have one program for kids
who lost a parent and one for kids who
lived or went to school downtown and
saw what happened and, for example,
BIG BROTHER BIG SISTER continued on page 14

14 New York Nonprofit Press www.nynp.biz September 2004
AGENCY OF THE MONTH
BIG BROTHER BIG SISTER continued from page 13
may be fearful about going outside,”
says Kelly. In a particularly moving partnership
with the New York City Fire Department,
BBBS also matches firefighters
and firefighter families with kids who
lost a firefighter father. A total of 400
kids participate in 9/11 programs.
Luks has overseen the expansion of
BBBS programming beyond its traditional
30th Street headquarters on the East
Side of Manhattan. “We found that the
majority of the kids on our wait lists were
coming from the outer boroughs,” says
Kelly. The agency opened a Bronx Office
in 1997 and a Queens office in 1999 to
make the program more accessible. Another
office, focusing on foster care prevention,
is in East New York, Brooklyn.
The agency has also built a new institutional
infrastructure for its matches
through school-based and work-place
programs. The school-based programs,
which began in 2000, bring adult volunteers
to the Littles’ school once a week
during their lunch hour. The program
focuses on children specifically referred
by teachers and school guidance counselors
and several Manhattan schools
are currently participating.
Luks is excited about the Work-
Place Mentoring programs which BBBS
runs in cooperation with 32 local corporations.
The program brings kids to
corporate offices for a few hours twice a
month where they can do homework,
learn about careers and acquire life
skills. Kids benefit from the experience.
And, so do the participating corporations
and their employee volunteers. In
a 2003 study, a great majority of volunteers
reported positive feelings regarding
the program’s effect on their work
life, interaction with co-workers, loyalty
to their corporation and self esteem.
“This is going to be an area of major
growth,” says Luks. “We have to convince
more and more companies that
these statistics are real.” The program,
which is 14 years old, currently serves
600 children. Its staff currently occupies
the major part of BBBS’ new office
space on Fifth Avenue and 28th street.
In addition to running its own mentoring
programs, BBBS has become a
primary source of training and technical
support for other social service
agencies wanting to add mentoring
components.
In 1992, the agency opened its Center
for Training and Professional Development
and began offering one-day
workshops for other agencies interested
in learning more about mentoring.
Over time, interest grew and in 1998
BBBS partnered with Fordham University
School of Social Work to offer a semester-long,
32 hour Mentoring Supervisor
Certificate Program. The
program covers such topics as volunteer
screening, liability and insurance
issues, matching adults and youth, supervision
of volunteers, identifying risk
factors, group work and how to close
out the Big-Little relationship.
“Initially, we had one group of students
each fall and spring,” says Karen
Heindel, Director of the Center. “That
grew into two groups each fall and
spring and then we added a summer
session. We currently run five different
sessions each year training 125 individuals.
Since the fall of 1998, we have
trained 592 individuals, representing
386 agencies.”
BBBS also offers a range of technical
assistance for other mentoring programs
as well. “Once people take the
course, we are available to them for ongoing
TA at no charge if they want us to
sit down and review their recruitment
materials, their interview forms, their
application or help them develop their
curriculum for training their volunteers.”
BBBS will even provide on-site
training for volunteers at other mentoring
agencies.
The agency also operates Borough
Mentoring Networks in each of the boroughs
where staff of mentoring programs
can meet monthly to share
knowledge, skills and resources. A Professional
Development Workshop Series
geared to the needs of professionals
offers sessions on a variety of mentoring-related
topics.
BBBS supports an additional 4,000
volunteer/child matches at other mentoring
agencies through these training
and technical assistance programs, says
Luks.
Juvenile Justice Mentoring Program Reaches Kids Who Need it Most
When Big Brothers Big Sisters of New York City (BBBS) began its
Juvenile Justice Mentoring Program (JJMP) as a pilot project in 1992, it was
something different. Historically, parents reached out to BBBS seeking
supportive adult role models that might help keep their kids out of trouble.
JJMP turned this approach on its head. The new program went out
looking for reluctant parents and kids who already were in trouble.
“The negative thing is that the kids have been in trouble,” says
Andre Pabon, Director of the program. “The positive thing is that they
have been caught. So, we know who we are working with. We are able
to identify and address the problems. Everything is out in the open.”
JJMP serves four separate types of youngsters – kids who are
already involved in the court system and are adjudicated, kids who are
delinquent and acting out, siblings of court-involved youth and children of
incarcerated parents.
“The kids in our program are usually first time offenders,” says
Pabon, “with offenses ranging from robbery and assault to weapons possession.”
Ricardo Torres was referred to JJMP and his Big Brother Jimmy
Crespo after getting into trouble. Ricardo looks to Jimmy
as a positive role-model.
Pabon acknowledges that working one-on-one in an unsupervised situation with a teen who has already been convicted of a
crime might seem pretty intimidating to potential volunteers.
“This program also isn’t right for every kid,” explains Pabon.“These are kids who have been caught up with groups of friends.
They are followers who want to be in the ‘in-crowd’ and don’t know how to say no.We are trying to get them back on the right
path so they don’t get re-arrested.”
JJMP provides extra training for volunteers and lots of additional social work support. “Every social worker has a beeper where
parents, youth and volunteers can contact us at anytime of the day -- 24 hours -- to help deal with issues and problems.” At JJMP,
social workers supervise only 35-40 mentor pairs compared to 55 or 60 in the traditional BBBS program.
“We get a really great cluster of volunteers who feel this is something where they can make a bigger impact in turning a kid’s
life around,” says Pabon. “It is much more of a challenge for some volunteers.
“We joke around that volunteers don’t have to have been arrested themselves to be in this program,” Pabon continues. “It is a
plus if a volunteer has grown up in the inner city and understands what youth are going through. But, if someone just has the capacity
to relate with youth, we will help them with training and support from the social workers and these relationships work just as well.”
Youth are usually somewhat skeptical about an initial referral to JJMP. “Most of the time the youth are reluctant at first,” says
Pabon. “That is something we have come to accept.” JJMP actively sells the program to the youth and families who are referred
by police, judges, and the Departments of Probation and Juvenile Justice. “We do our orientations one on one with the youth and
their parent,” says Pabon.“We take them through it step-by-step and show them what is in it for them.” In the end, Pabon believes
that most kids and parents come to see the program an opportunity.
As with the traditional BBBS programs, participation in JJMP pays off. BBBS reports that rearrest rates for those previouslyarrested
youth who came to JJMP was less than 20% compared to 78% for youth released from state facilities run by the Office of
Children and Family Services.

September 2004 New York Nonprofit Press www.nynp.biz 15
AGENCY OF THE MONTH
FOUNDATIONS
New York Women’s Foundation
Seeks Grant Proposals
Council Member Magarita Lopez (left) with BBBS Board Chair Ed Gardner and Board President Laura
Parsons. celebrate the renaming of 30th Street as Big Brothers Big Sisters of New York City Way
in honor of the organization’s 100th anniversary.
The work with these widely varied
mentoring efforts has lead Luks and
BBBS to be strong advocates for the development
of standards to accredit mentoring
programs and mentoring supervisors.
“This is a field involving intimate relationships
but without standards,” says
Luks. He cites United Way estimates that
there are as many as 25,000 volunteers
working in mentoring relationships
mostly as add-on components to local after-school,
recreational and youth development
programs. “When we ask them
how they match kids and adults, they tell
us that Mr. Jones down the street is a nice
guy and Johnny doesn’t have a father,”
says Kelly.
“When a mother drops her child off
at a program, she should know that the
staff have skills and the volunteer has
had a background check,” says Luks. He
emphasizes his point by noting that outside
research showed 90% of programs
completing the Mentoring Supervisor
Certificate Program go back and change
their method of screening volunteers.
The answer? Training, staff certification
and program accreditation, says
Luks. To this end, BBBS has been a
leading advocate, as part of a 140 member
statewide coalition, for the Safe
Mentoring Act legislation introduced
by State Senator Nicholae Spano (R-
Yonkers) and Assemblywoman Vivian
Cook (D-Queens). The bill would establish
a voluntary certification program
for mentoring supervisors, and
require mentoring programs to conduct
criminal background checks for all potential
mentors. The certification program
would be administered by the Office
of Children and Family Services,
while individual agencies would be responsible
for ensuring that criminal
background checks are conducted.
Despite the growth in mentoring
programming at BBBS and elsewhere,
there is still a strong need for additional
mentoring opportunities. “We support
3,000 matches ourselves and 4,000
through other agencies for a total of
7,000,” says Luks. “In New York City
alone, there are 650,000 kids living in
single parent homes of which 365,000
are below the poverty line.”
For information about Big Brothers
Big Sisters of New York City programs
contact 1-888-BigsNYC or
www.Bigsnyc.org.
The New York Women’s foundation
(NYWF) is accepting applications
for its 2004-2005 grant year. Programs
that help low-income women and girls
and that are focused on community
organizing, economic security, girls’
positive development, health and
reproductive rights, or violence against
women will be considered for grants of
up to $35,000 each.
“The New York Women’s
Foundation funding makes a difference
in the lives of women and girls in New
York City. NYWF’s grants promote
innovate solutions to problems low
income women and girls face—solutions
developed by the women and
girls themselves,” said Angie Wang, the
Foundation’s Program Director.
The deadline to submit an application
is Septembr 21, 2004. More information
is available at NYWF’s website,
www.nywf.org.
The Foundation is frequently the
first institution to offer significant support
to women-led community-based
nonprofits. Last year the Foundation
gave away over $1 million to 40 organizations.
Since its inception, the NYWF
has given away over $8 million.
Advertise with NYNP
It’s Effective, Inexpensive and Fast!

16 New York Nonprofit Press www.nynp.biz September 2004
FINANCE
A Ten Point Checklist to Evaluate
Your Financial Management
Unfortunately, it is not uncommon to read about financial
failings at even well known and well established nonprofits. At
these times, a question often arises: how do board members
and executive directors, many of whom do not have financial
backgrounds, determine if their finances are managed well. Finances
are, after all, the life-blood of nonprofits.
I believe that boards and CEOs can quickly assess the
strength of their agency’s financial management by rating the
efficiency of their accounting or finance department. While this
simple checklist may not reveal deep seated financial flaws i.e.
structural deficits or revenue risks, it is based on the truism that
how an accounting or finance department functions determines
how well their finances are managed.
Sanjay Shah
HOW DOES YOUR AGENCY STACK UP?
❑ 1. Does your accounting department give you timely and accurate “bird’s eye view”
reports every month?
These should be 3 or 4 pages long, with the first page comparing monthly
and year-to-date operations with budget targets, followed by “drilleddown”
reports of either groups of programs or funds and a page of notes
explaining the “variances.”
❑ 2. Are these reports automated, coming right out of the accounting system?
In many instances, accounting/finance personnel spend inordinate
amounts of time preparing reports because their accounting systems don’t
or can’t produce them in the format they or their board want. Besides the
time savings, reports coming right from accounting systems help to assure
the integrity of the numbers.
❑ 3. Does your accounting department prepare monthly reports within 10 days after
a month ends?
Unless there is a specific and compelling reason for delays, your accounting/finance
department should be able to give “timely” reports. Regular
delays of more than 10 days may be due to problems with basic “processing”
functions i.e. payroll, accounts payable, etc.
❑ 4. Do the reports prepared by your accounting department give a clear sense of
what’s going on and where the problems lie?
Clarity & brevity, as opposed to volumes of tiny details, are more important,
especially when it comes to reports for the board of directors.
The reports should show overall results (surplus or deficit), where the
problems lie – i.e. Program A caused 71% of deficit because of higher
salaries (39%), rent (11%) & lower revenue (21%) - and what management
intends to do about it. More often, the reports and discussions get
bogged down in questions like “Why is our telephone bill $200 higher
than last month?” and miss the big picture.
❑ 5.
Does your accounting department provide quick answers to your questions?
Ideally, they should anticipate the questions and provide explanations.
However, if they take 2 hours to answer a question like “how did we do
in Program A for July compared with last year?”, then you have a problem
❑ 6. Does the accounting department provide a Statement of Activities (Revenue
& Expense Report) and a Statement of Position (Balance Sheet) at the same time?
A well-run accounting/finance department is up-to-date with all processing
functions, monthly closings, adjustments, bank reconciliations,
etc., essential to producing Statement of Activities & Statement of Position
reports simultaneously. A department that is on top of their financial
statements is also likely to be on top of financial matters concerning
their organization.
❑ 7. Does your accounting department provide you cash flow projections and analyses
of accounts payable and receivable?
Many nonprofits struggle with cash flow and one way of managing it is
to have regularly updated cash flow projections so you can appropriately
manage accounts receivable, accounts payable and working capital
needs. Cash flow projections should be based on historical data and adjusted
for the knowledge about current events.
❑ 8. Can your accounting department complete an external CPA audit in 3 months
after a fiscal year ends and do your final audited numbers differ substantially
from the unaudited numbers?
An independent CPA audit is the ultimate test of your financial reports.
How quickly is your accounting department ready to meet with outside
auditors? Not many nonprofits of any size actually complete a CPA audit
within three months, but a well-functioning department should be
prepared for one at that point. Also, while there is always some variation
between internal financial reports and final audited results, substantial
differences are a sign of trouble.
❑ 9. Does your accounting department provide you with financial projections – for the
current year as well as next year?
An ability to create financial projections, depending on the complexity of
the operations, may require financial modeling and/or advanced
spreadsheet skills. The payoff is an ability to manage your finance
“proactively.”
❑ 10. Does your accounting department follow FASB 116 requirements regarding
unrestricted, temporarily restricted and permanently restricted funds in recording
all receipts?
It is extremely important to delineate unrestricted funds from temporarily
and permanently restricted funds at the transaction level, for the simple
reason that nonprofits have discretion over where, when & how they
can spend these funds and they should correctly record and track these
receipts.
CHECK YOUR RESULTS:
Yes to 5 or less – Needs significant improvements
Yes to 6 or 7 – Needs some improvements
Yes to 8 or more – Needs marginal improvements
What can you expect if you meet all or 8 or more tests? Four major benefits:
a) Good financial management and planning
b) Well-educated decisions to meet your short-term and long-term goals
c) Proactive management to avert impending problems
d) Efficient use of all of your resources – time, people, and money
What do you need to pass these tests? Three things as follows:
• Clearly defined and automated processes with checks and balances
•Well implemented systems to meet your organization’s needs & goals
•Trained staff – both in the processes and the systems, and knowledgeable in financial/accounting
matters
Sanjay Shah is the President of Paragon Management Group. He has worked as CFO and
consultant for many large and small nonprofits. He can be reached at sshah@paragon.mgt.com

September 2004 New York Nonprofit Press www.nynp.biz 17
PEOPLE SERVING PEOPLE
Mattingly New Commissioner at
Administration for Children’s Services
Abbott House Names Meyers
New Executive Director/CEO
John B. Mattingly has been appointed
Commissioner of New York City’s Administration
for Children's Services. Mattingly was
previously Director of Human Service Reforms
at the Annie E. Casey Foundation.
Over the past five years, he has worked closely
with ACS, serving as a member of the New
York City Special Child Welfare Advisory
Panel which has helped to resolve the Marisol
and Wilder federal class action lawsuits.
"John Mattingly is well-known to the
New York City children's services community
of practitioners and advocates, and we are
incredibly fortunate that he has decided to
join our team," said Mayor Bloomberg.
"Knowing from personal experience the
business of child welfare both in New York
and other cities around the country, I have no
illusions that this will be an easy task,” said
Mattingly. “On the other hand, I also have
seen the progress made by Commissioner
Scoppetta and Commissioner Bell in the past
eight years, and I hope to build on that work
in the coming years."
“We have worked with him in the past
and look forward to working with him
again,” said Jim Purcell, Executive Director of
the Council of Family and Child Caring
Agencies (COFCCA). “We are very impressed
with his vision and his knowledge of
the child welfare system.”
"John Mattingly is clearly the right person
for the job, coming to New York City with
a demonstrated record of accomplishments
John Mattingly
and expertise in the field and a long history
of success in national child welfare reform
efforts," said Gail B. Nayowith, Executive
Director, Citizens' Committee for Children
of New York.
At the Annie E. Casey Foundation,
Mattingly designed and managed the
"Family to Family" foster care initiative, and
was also the Foundation's team leader for
child welfare policy. "Family to Family" focuses
on strengthening the network of families
available to care for abused and neglected
children in their own communities;
and tracking outcomes for children and
families. He also mediated a class action
case against the State of Tennessee in 2001.
Claude B. Meyers
Claude B. Meyers has been selected to
be the new Executive Director and CEO of
Abbott House, located in Irvington, New
York. She will succeed Denis Barry who had
announced his intention to retire earlier this
year.
Meyers brings over 35 years of experience
in New York social services to her new
position. She has been both a top administrator
with the Child Welfare Administration
(now ACS) and a senior executive at
two direct service nonprofit agencies.
“I am most grateful to have been selected
by the Board of Directors to succeed Denis,
to continue his splendid and valuable
work and, hopefully, to bring Abbott House
to an even higher level of excellence,” said
Meyers. “It gives me enormous pleasure to
be associated with this caring community.”
“Claude is a wonderful person with
character, experience and leadership skills,”
said Barry.
For the past seven years, Meyers has
served as Associate Executive Director of
Episcopal Social Services of New York
where she oversaw the agency’s operations
and led its expansion into preventive services,
special needs foster boarding homes, early
intervention and federal Early Head Start.
During a 30-year career with New York
City government, Meyers rose to lead the
Child Welfare Administration as Executive
Deputy Commissioner in 1994. Prior to that,
she served as Assistant Deputy Commissioner
for Policy and Planning, Director of
Foster Care Development, Director of
Contract Management and in a variety of
program management and direct service
positions. After leaving CWA in 1995, she
spent approximately two years with
HeartShare Human Services.
Meyers will join Abbott House on October
18th. Barry will retire at the end of
October.
Abbott House provides care for over
1,000 abused, neglected and developmentally-disabled
children and young adults
at its 16-acre campus, a foster boarding
home program and 26 community-based
group homes.
Gutheil Next Executive Director
at Episcopal Social Services
Women’s Foundation Welcomes
Cohen as Executive Director
Robert Gutheil has been selected to
become the next Executive Director of
Episcopal Social Services. Gutheil will begin
work at ESS on September 7 and take
full title on January 1, 2005, when current
Executive Director Stephen J. Chinlund retires
after 16 years of service.
Gutheil has over 30 years of experience
in New York social services, most recently
as Executive Director of The Salvation
Army Social Services for Children.
During his tenure Gutheil oversaw the expansion
of high-quality programs into
group homes for adolescents, residences
for the developmentally disabled, foster
boarding home care and adoption, day
care centers, family preservation programs,
and support services for people
with HIV/AIDS.
“I look forward with enormous enthusiasm
to joining the outstanding Board
and staff leadership team at ESS,” said
Gutheil. “It’s an agency I already know
well and consider one of the best in the
field. We’ll move forward together to even
higher levels of service to the children,
families and individuals of our great city.”
The Salvation Army has honored
Gutheil with its prestigious National
Award for Excellence in Social Work. He
has also been presented with the Leadership
Award by Life Services for the Handicapped
and the Unsung Heroes Award by
the Day Care Council of New York.
Gutheil serves on the Boards of Day
Care Council of New York, United Neighbors
of East Midtown, Life Services for the
Robert Gutheil
Handicapped, The Open Congregation,
and Episcopal Charities. Previously he
has been a member of the National Advisory
Council of Executives for the
Child Welfare League of America and
served on both the Board and Downstate
Steering Committee of the New York
State Council of Family and Child Care
Agencies.
ESS, which traces its history back to
1831, operates 16 separate programs including
foster boarding homes, adoption
services, group homes and foster care
prevention; community residences for
the developmentally disabled, early
head start; early intervention; the Murray
Hill Senior Center and a prison services
network.
The New York Women’s Foundation
has welcomed Hollis Cohen as its new Executive
Director. Cohen comes to the Foundation
with 20 years of experience working
for nationally-recognized organizations
helping underserved populations.
“The Foundation’s work in the communities
of New York City and its in-depth
knowledge of the issues facing low-income
women and girls contribute to its profound
effect upon poverty in this city,” said Cohen.
“I am looking forward to being part of
the Foundation as its position in New York
City grows even stronger.”
Before joining The New York Women's
Foundation (NYWF), Cohen was Lighthouse
International’s Vice President for Development
and later served as their Vice President
for Technology Enterprises and Special Assistant
to the President for Program Development.
At the Lighthouse, she developed
and funded cutting-edge initiatives to ensure
access to new technologies for those who are
blind or visually impaired. Through innovative
partnerships in the public and private
sectors, she developed new resources for efforts
aimed at ensuring equality for disabled
individuals of all ages.
Cohen developed some of the first
“cause-marketing” campaigns, bridging
corporate marketing interests with not-forprofit
goals. She consulted to American Express
on its “Charge Against Hunger” campaign.
For the Association for a Better New
Hollis Cohen
visit our website at www.nynp.biz
York, she developed the first co-op marketing
program to support the City’s cultural
institutions. She began her nonprofit
career at Citymeals-on-Wheels,
where she ultimately served as Executive
Director, developing model programs in
order to provide annual funding to over
100 community organizations across the
city delivering meals and emergency food
supplies to the frail and homebound elderly.
During her tenure, she oversaw the
organization’s move from a program of
the New York City Department of the Aging
to an independent non-profit in “public/private”
partnership with the City.

18 New York Nonprofit Press www.nynp.biz September 2004
PEOPLE SERVING PEOPLE
Rosenberg Replaces Josephson
as Head of Charities Bureau
Gerry Rosenberg is taking over as Chief
of the Charities Bureau of the New York
State Department of Law, replacing William
Josephson who has held the position since
1999.
Rosenberg is a long-time partner at the
New York law firm, KMZ Rosenman, where
he specialized in litigation, trusts and estates,
non-profit corporation law and tax
law. Before joining the law firm, Rosenberg
was an Assistant United States Attorney in
the Southern District of New York. Rosenberg,
a graduate of Yale College and Harvard
Law School, is a member of the American
Law Institute, New York Lawyers for
the Public Interest, the Parks Council and
the Central Park Conservancy. He is founding
director of the Non-Profit Coordinating
Committee of New York and a director of
the Lawyers Committee for Civil Rights Under
Law.
"He is person of impeccable credentials
and integrity,” said Attorney General Eliot
Spitzer of Rosenberg when announcing the
appointment in June. “I am confident that
he will continue and enhance the office's
reputation as a national leader in the field of
not-for-profit regulation."
Josephson, a pioneer in the development
of the Peace Corps and other federal
programs, was long-time partner at Fried,
Frank, Harris, Shriver & Jacobsen prior to
joining the Attorney General's office. He
United Way of Long Island Names
Phillips Senior Vice President
Sean J. Phillips has joined United Way
of Long Island as Senior Vice President of
Major Gifts. Phillips comes to UWLI from
Family and Children’s Association where
he served for seven years as Vice President
and Director of Resource Development and
Public Relations. At Family and Children’s,
Phillips was responsible for all fundraising
activities and public relations. During his
time with Family and Children’s, he successfully
completed a $6 million
Capital/Endowment campaign and
achieved an annual $2 million fundraising
goal. Prior to his work at Family and Children’s,
Phillips was Development Director
at Catholic Medical Center, a 1400-bed multi-hospital
system, for seven years. Phillips
has found time for pro bono work with the
Hagedorn Cleft Palate Institute at
Northshore/LIJ Healthcare System and
Long Island Council on Alcoholism and
Drug Dependence.
“I am excited to have the opportunity to
help advance the mission of United Way of
Long Island through major, endowed and
planned gifts,” said Phillips. “With greater
generosity from the community, greater results
can be achieved, positively changing
Tell Us About YOUR People
email editor@nynp.biz
Tell Us About YOUR People
was widely regarded for his work in representing
public and private foundations.
He is a well-known author of articles on
tax exempt organizations, legal ethics and
other issues. He served as counsel to leading
public agencies and was a member of
numerous civic groups.
"Over the past five years, the Charities
Bureau has brought precedent-setting
enforcement actions and undertaken significant
legislative and policy initiatives.
Bill Josephson, as the leader of those efforts,
has served the people of New York
with vigor and distinction," Spitzer said.
Gerry Rosenberg
the lives of many Long Islanders.”
“We're delighted to have Sean join
United Way of Long Island as we enhance
our ability to make a greater impact in solving
some of Long Island's pressing social issues,”
said Patrick Foye, UWLI’s President
and CEO. “Sean's track record of success in
mobilizing people and resources will enable
us to do more to help Long Islanders
help those in need."
Sean J. Phillips
email editor@nynp.biz
Tell Us About YOUR People
email editor@nynp.biz
LESC Appoints Sullivan
Executive Vice President
Judith Cohen has joined UCP Suffolk
as Assistant Executive Director for Development.
The new position has been created
to enhance the agency’s development
programs. Cohen will be
responsible for major and special gifts;
foundation and planned giving; major
donor development and recognition;
board development and stewardship and
foundation and corporate and government
grants.
Cohen has spent the past 11 years with
UJA Federation of New York, most recently
in the position of Co-Campaign Director.
Cohen has also been a UCP Suffolk board
member for the past 12 years. During that
period, she has served as Vice President of
Government Activities and Advocacy and
has been a long-time member of the Yearbook
Committee.
Dr. Martha Adams Sullivan
Dr. Martha Adams Sullivan has assumed
the new position of Executive Vice
President of Program Services at LESC. Previously,
Sullivan was with the NYC Department
of Health and Mental Hygiene where
she served as deputy commissioner of the
Bureau of Community Liaison and Training.
“Martha’s diverse professional experience
will enhance our ability to accomplish
the LESC vision expressed in our 2004-2005
Strategic Plan,” said Alan Mathis, President
and CEO of LESC. “Additionally, Dr. Sullivan’s
tenure as director, Department of Behavioral
Health at Gouverneur Diagnostic
and Treatment Center, where she had oversight
responsibilities for mental health and
substance abuse, has built her understanding
of the varied needs of LESC clients.”
Sullivan has published many articles
on family systems theory, mental health and
alcoholism, social workers and the chemically
dependent, developing family oriented
mental health programs, and the mental
health of people of color, women and the
elderly.
She has also been the recipient of numerous
social awards for her contributions
to social justice, and her service to the elderly
and the community.
Sullivan earned her doctorate of social
welfare in 1991 from the City University
of New York, and a master of social
work in 1976 from Hunter College. In addition
to her academic work, she has also
earned a Clinical Fellow from the Council
on Social Work Education, and an Advanced
Certificate in Family Therapy/Supervision
from Minuchin Center for the
Family.
Cohen Joins UCP Suffolk as
Assistant Executive Director
DeRidder Promoted to Clinic Director
Nelly De Ridder, PhD, of White Plains
has been promoted to Clinic Director for the
Family Mental Health Clinics operated by
Westchester Jewish Community Services
(WJCS) in New Rochelle and Mamaroneck.
Dr. DeRidder has been with WJCS since
1990 first working as a clinician in the AIDS
Satellite Program at ARCS and then at the
Mt. Vernon Family Mental Health Clinic.
Most recently she was a counselor in the
WJCS Treatment Center for Trauma &
Abuse in Hartsdale.
Dr. DeRidder earned an BS from Mercy
College and an MSW and PhD in Clinical
Social Work from New York University.
Judith Cohen
Cohen has a BA in special education
from Boston University.
Nelly De Ridder, PhD

September 2004 New York Nonprofit Press www.nynp.biz 19
PEOPLE SERVING PEOPLE
New Chief Operating Officer at
Neighborhood Housing Services
Bernell Grier has been appointed the new
Chief Operating Officer for NHS. Grier brings
more than 30 years of banking experience to
her new post. Her career includes service
with CHASE and NatWest USA. She most recently
served as an Executive Vice President
at Fleet.
“Her evident passion for NHS’ mission
will assist us in further improving our programs
to meet the needs of the underserved,” said
Sarah Gerecke, NHS’ Chief Executive Officer.
Grier currently serves as the chair of the
Harlem YMCA Board of Directors and is a
member of the board of Harlem Congregations
for Community Improvement, Neighborhood
Restore and Operation HOPE. A graduate of
the City University of New York, Grier received
The Network Journal Top 25 Women of
Influence Award, the New York Women’s
Agenda STAR Award, among others.
Grier coordinated the training of 100 loan
officer trainees when managing NatWest’s
Loan Officer Development Program. She was
a Senior Vice President and Director of Community
Development for Fleet where she
Bernell Grier
achieved outstanding CRA ratings for the
bank and managed the Metro New York,
New Jersey and Florida Community Development
Unit. While at Fleet, Ms. Grier successfully
started up a 67-branch Fleet Community
Bank network.
Covenant House New York Names
Egan Director of Development
Mary Egan has been named the Director
of Development for Covenant House
New York, and is now responsible for
fundraising and donor relations for the organization.
Egan's non-profit experience includes
six years at the United Way of Greater Toronto,
where she served as Senior Manager of
Promotion and Special Events from 1994-
2000. She moved to New York in November
2000 to join the New York branch of the United
Way as a Senior Director of Marketing.
Egan helped to develop and organize the
United Way September 11th Fund program,
which raised over $10 million to assist victims
of the World Trade Center Attacks.
Felix Lopez has been named General
Counsel of Safe Horizon. An outspoken advocate
for the under-represented throughout
his career, Lopez will lead Safe Horizon's signature
legal assistance programs for people
experiencing crime, torture, and abuse and
direct corporate and government affairs.
Mr. Lopez was most recently the Executive
Director of the National Latino Council
on Alcohol and Tobacco Prevention in
Washington, DC. Previously, he served as
Director of the Puerto Rico Federal Affairs
Administration, New York Region. Lopez
was also Director of the Arthur Liman Policy
Institute of the Legal Action Center in
New York City, where he was a vocal proponent
for people with HIV, those in recovery,
and ex-offenders.
Lopez received his Juris Doctor from
the Yale Law School in 1991, where he was
appointed the J. Skelly Wright Fellow and
Visiting Lecturer in Law in 2001. His undergraduate
studies were completed at the
Egan has also worked as a personal
marketing consultant to various
non-profit organizations and businesses,
including the Canadian
Prostate Cancer Research Foundation.
She also worked at George Brown College
in Toronto, Ontario, Rogers Cantel
Inc. in Vancouver, British Columbia
and Baker Lovick Advertising in
Calgary, Alberta.
Covenant House New York assists
over 9,000 runaway, at-risk and homeless
young people between the ages of 18-21,
24 hours a day, through its Crisis Center
and community outreach programs located
in all five boroughs.
Safe Horizon Selects Lopez
to be General Counsel
Felix Lopez
University of Michigan.
Safe Horizon is a leading non-profit
victim services organization which assists
350,000 New Yorkers each year.
Long Island Head Start Appoints
Fiorentino Director of Operations
JoAnn C. Fiorentino has been named
Director of Operations for Long Island
Child & Family Development Services –
Long Island Head Start. Fiorentino previously
served as Senior Vice President of
Marketing and Communications at United
Way of Long Island which she joined in
2001.
Fiorentino will be responsible for
Marketing, Building and Grounds, Finance,
Human Resources and MIS at the
Patchouge-based agency which operates
Head Start programs at 14 sites in Suffolk
County.
Prior to United Way of Long Island,
Fiorentino worked for Allstate Insurance
Company, where she rose through a series
of management positions and was named
to the newly created position of Community
Affairs Manager in 1992.
She served as a chairperson for the
Allstate Foundation of New York State.
She is the former chairperson for Suffolk
County Crime Stoppers and currently
serves on their Board of Directors. She
was also the former chairperson of the
Long Island Insurance Services Committee
for CDC of Long Island.
She is a graduate of St. Joseph’s college
with dual certification in elementary
and special education.
Janet Palazzolo has been appointed
Administrator of Residential Services
at the Wartburg Adult Care Community.
Palazzolo had previously worked
at Wartburg from 1996 through 1998 as
a social work case manager. Since then,
JoAnn C. Fiorentino
Fiorentino was awarded the Women
of Distinction Award by State Senator
Caesar Trunzo in 2000. She has worked
as a volunteer with Suffolk County
Emergency Medical Council, Long Island
Network for Community Support,
Friends Assisting Nassau Seniors, New
York Coalition for Transportation Safety,
Mothers Against Drunk Driving and
Suffolk County Anti-Graffiti Task Force.
She was also the former chairperson of
the Long Island Insurance Services Committee
for CDC of Long Island.
Palazzolo New Administrator of
Residential Services at Wartburg
Lisa Fulgoni, RN, has been appointed
assistant director of admissions
at Sarah Neuman Center for Healthcare
and Rehabilitation. She is responsible
for supervising patient review instruments,
managing nurses in the field,
maintaining census, conducting tours
and meeting with families.
Fulgoni joined the staff in January
2001 and previously served as registered
nurse coordinator and supervisor
of the Admissions Department at the
300-bed nursing home and rehabilitation
center, the Westchester Division of
The Jewish Home and Hospital Lifecare
System.
Ms. Fulgoni earned her bachelor of
science in nursing at the College of
New Rochelle and previously worked
she has been Director of Career Development
and a Counselor at Concordia
College in Bronxville.
She received her MSW form
Fordham University and a BSW from
Concordia where she graduated
Magna Cum Laude.
Assistant Director of Admissions
at Sarah Neuman Center
Tell Us About YOUR People
Lisa Fulgoni
at New York Hospital in New York
City.
email editor@nynp.biz

20 New York Nonprofit Press www.nynp.biz September 2004
PEOPLE SERVING PEOPLE
Emerging Social Entrepreneurs
Honored by Echoing Green
Five leaders of three regional nonprofits
have been honored as the world’s “Best
Emerging Social Entrepreneurs” based
upon their innovative efforts to use entrepreneurial
practices to create lasting social
change. The groups were among nine organizations
selected to receive 2004 Echoing
Green Fellowships. The local honorees are:
• Furman Brown of Generation Schools in
Brooklyn;
• Patricia Kakalec and Daniel Werner of
the Workers’ Rights Law Center of New
York (WRLC) in Kingston; and
• Tameka Robinson and Risë Wilson of The
Laundromat Project (TLP), Brooklyn, NY
The Fellows, which were chosen from
nearly 700 applicants in 37 countries, receive
grants of $60,000 for individuals or
$90,000 for partners. All fellows receive
technical support, an invitation to fellowship
conferences and consulting assistance
as they launch their nonprofit organizations.
Founded in 1987 with the support of
General Atlantic Partners (GAP), a private
Got News?
equity firm, and The Atlantic Philanthropies
(USA), Inc., Echoing Green has
invested $22 million to help more than
380 leaders create positive change in 30
countries.
Generation Schools is planning to pioneer
a new primary school model that
offers a 6-to-1 student-teacher ratio by
partnering veteran lead teachers with nationally
recruited new teacher fellows
WRLC is a workplace justice project
for low-income and immigrant workers
which includes an innovative Small
Claims Court project and increased immigrant
worker involvement in unions.
The Laundromat Project is establishing
a laundromat-based arts center in the
working class neighborhood of Bedford-
Stuyvesant in Brooklyn.
“The 2004 recipients represent a new
type of community leader that uses entrepreneurial
practices to transform communities.”
said Dr. Cheryl Dorsey, Echoing
Green’s President.
Email editor@nynp.biz
UWNYC Nonprofit Leadership
Development Institute Names
Junior Fellows
The United Way of New York City’s
Nonprofit Leadership Development Institute
(NLDI) has announced its first class of
Junior Fellows. The Fellows will participate
in a 10-week seminar series starting in September
and covering such topics as Mission,
Strategy and Management, Budgets and Accounting,
Boards and Governance, Human
Resources, Performance Evaluation, etc.
The 25 Junior Fellows are:
• Ms. Kristy Apostolides, Program Coordinator,
Just Foods;
• Ms. Tinisha L. Beckles, Marketing and
Customer Service Manager, Neighbors
Helping Neighbors, Inc.;
• Ms. Kathleen Bielsa, Deputy Executive
Director, Northfield Community Development
Corp. of Staten Island;
• Ms. Meggan Jayne Christman, Policy Advocate,
Coalition of Voluntary Mental
Health Agencies;
• Ms. Colleen M. Devery, Director of Special
Events, Girls Incorporated;
• Ms. Jessyca D. Feliciano, Assistant Director
of Childcare Services and Outreach
Coordinator, Committee for Hispanic
Children and Families;
• Mr. Julio C. Grajales, Finance Associate,
Doctors Without Borders/Medecins Sans
Frontieres;
• Ms. Annie P. Huang, Associate Program
Director, Queens, The Bridge Fund of
New York City;
• Ms. Steffie Kinglake, Director of Operations,
Project FAIR;
• Ms. Ilana Rae Miller, Communications
Coordinator, Independent Press Association
of New York;
• Ms. Nancy Miranda, Director of Quality
Assurance; Damon House of New
York, Inc.;
• Ms. Rolinda Ordonez, Residence Director,
YWCA of Brooklyn;
• Ms. Kathleen A.M. McTigue, The City
Farms Program Coordinator, Just
Food;
• Ms. Anne Rascon, Director of Training,
Nontraditional Employment for
Women;
• Ms. Michele Rattien, Director of Programs,
Catholic Big Brothers for Boys
and Girls;
• Ms. Jacqueline L. Redd, Human Resources
Specialist, Steinway Child and
Family Services, Inc.;
• Ms. Alison L. Ross, Board Relations,
Volunteer Services and Special Projects
Associate, City Harvest, Inc.
• Ms. Amanda V. Sabicer, Senior Project
Manager, Brooklyn Workforce Innovations;
• Ms. Erica C. Shipstead, Development
Assistant, inMotion, Inc.;
• Mr. Mark L. Thiry, Assistant Administrator,
Project Renewal, Inc.;
• Ms. Jill A. Vertes, Program Manager,
American-Italian Cancer Foundation;
• Mr. Marcus F. Walton, Program Manager,
Highbridge Community Life
Center;
• Ms. Ursula M. Watson, Social Worker,
Cobble Hill Health Center;
• Mr. Stephen D. Weyer, Director of Outreach
Ministry, St. Francis Xavier Mission;
• Ms. Alia D. Winters, Assistant to the
President/Board Relations, Community
Service Society of New York.
EVENTS
Interboro Foundation
Raises Money for College
Photo credit: Steve Butera
On August 16th “Interboro at the Apollo” featured performing artists Ashford &
Simpson, Deborah A. Cox, Meli’sa Morgan, Stephanie Mills and George Faison in a
benefit concert for the Interboro Foundation to support “Making College a Reality
for Everyone.”

September 2004 New York Nonprofit Press www.nynp.biz 21
JOBS
JOBS
JOBS
MSWs
Leake and Watts Residential Treatment Center seeks the following:
SOCIAL WORKER
You will work with a multidisciplinary treatment team,
serving as primary therapist and case manager for emotionally
disturbed adolescents and their families.
These opportunites require basic computer knowledge.
Our southern Westchester campus is conveniently
located to New York City. We offer a competitive salary
and benefits. Please send resume indicating position of
interest to:
Mr. John Albert Rivera,
Recruitment Mgr.
Leake and Watts Services, Inc.
463 Hawthorne Ave.
Yonkers, NY 10705
Fax: 914-375-8901
Email: jrivera@leakeandwatts.org
Project Hospitality, a growing nonprofit serving the
homeless and HIV+ populations on Staten Island,
NY, located near the ferry, is expanding our administrative
infrastructure and seeks committed professionals
for the following positions:
DEPUTY EXECUTIVE DIRECTOR
PROGRAM AND CONTRACT
MANAGEMENT
New opportunity for highly skilled full time administrator, CSW or related
Master's with at least twelve years of management experience, preferably in
homeless and housing services. Looking for multi-talented manager with
progressively greater responsibilities in program supervision, contract and
fiscal management, quality improvement and program evaluation. Must
have background with multiple federal, state, city, government funding
streams. Fast paced environment requiring excellent written skills as well
as decision making and negotiation capabilities. Self directed professional
capable of motivating others toward program and clinical excellence as part
of a team. Position is part of the executive management structure of the
agency. Send cover letter with salary requirements and resume.
DIRECTOR OF PLANNING
AND EVALUATION
We seek a Psy.D/Ph.D OR Ph.D candidate for an exciting management
opportunity to establish outcome measures/benchmarks and audit program
services to enhance our quality of care. Experience in statistical
testing/analyses required. Experience working with mentally ill, chemically
dependent and HIV/AIDS pops. Success with health/mental health care outcome
projects important. Computer literacy a must. Salary to $70-80K
based on experience.
We offer a comprehensive benefits package. Send resume to Fax #
718-720-5476 Email Judeutsch@Projecthospitality.org or mail to Project
Hospitality HR Director, 100 Park Avenue, Staten Island, NY 10302,
EOE M/F/V/H.
COMMUNITY WORKER
F/T – NYC OFFICE
Experienced in child welfare and community services. Must have a BA/BS
degree. Bi-lingual a plus. Must have valid NYS drivers license. Some
weekends required.
YOUTH COUNSELORS
FULL TIME DAYS P/T WEEKEND SHIFTS
Experienced in residential setting.
TRAINER – P/T FOR HR DEPARTMENT
Flexible Hours – Duties include staff development and training – Prior
experience required.
NURSE COORDINATOR – F/T
Health Center – 2 yrs. Nurse management. Experience including directing
and developing staff. RN/BSN required. Must be able to promote a
positive professional attitude.
Forward resume w/salary requirements to
Human Resources,
P.O. Box 600, Lincolndale, NY 10540
Fax 914-248-6193
or e-mail Mkrzos@lincolnhall.org
LINCOLN HALL
Registered
Nurses
(P/T & F/T)
Various positions available
in our Group Homes for
Teens on S.I., Manhattan,
& Bronx. Low caseloads and clinical
team approach. Candidate possess
NYS RN license & valid driver’s license.
Competitive salary for all positions,
excellent benefits for F/T. Send
resume: Ed Higgins, Director of
Human Resources, Catholic Guardian
Society, 1011 First Ave, NY, NY 10022,
Fax: 212-421-1709 or email: ehigg@
catholicguard.org
Equal Opportunity Employer
The Children’s Village, a nationally renowned Childcare Agency, has the
following position available:
TRAINING SPECIALIST
The Training Specialist supports the Director of Training and Staff
Development in the design and delivery of key training programs. The
specialist will help design, facilitate and have accountability for training
programs, communicate training activities and deliver assigned in-house
training sessions (e.g. CVOT, TCI, etc). The Training Specialist will be the
lead TCI instructor and will facilitate other trainings as required by the needs
of the agency, while under the direct guidance and support of the Director
of Training.
Bachelor’s Degree in Communications, Psychology, Educ, Org Dev or other
rel field. Min1-2 years exp in adult training, group facilitation, and instructional
design, or a Master’s degree and some exp. Residential treatment exp and
certification in Therapeutic Crisis Intervention highly preferred. Other certifications
(CPR, defensive driving instruction etc.) desirable.
Excel benefits, (medical effective 1st of month following employment),
on-site day care, excel training. Bilingual (Spanish) a plus. Please send res
w/salary req to:
HR, TCV, Dobbs Ferry, NY 10522.
Fax: 914-674-4512
email: recruiter@childrensvillage.org.
Visit our website: www.childrenvillage.org.
EOE. Encouraging a diverse workforce.
Agency: THE MENTAL HEALTH
ASSOCIATION OF NYC
Position:
JOB DEVELOPER
Program/Locations: Bronx and
Manhattan
Description:
MHA of NYC seeks experienced,
committed, consumer-centered vocational
rehabilitation professional with
excellent interpersonal skills for an
award winning individualized placement
and support (IPS) model program
and a new VESID supported
employment initiative.
Market supported employment programs/participants
to the business
community. Develop individualized
job placements for adults in recovery
from psychiatric and/or co-occurring
disabilities. Must be able to develop
jobs through cold calling if needed.
BA/S strongly preferred, ability to
function as part of a team necessary.
Knowledge of psychiatric rehabilitation
and ability to lead employment
skills groups required. Bi-lingual a
plus. Having current referral/job bank
strongly preferred.
Email/Fax/Mail cover letter/resume to:
SDudasik@mhaofnyc.org
Fax: (212) 964- 7302
Mailing Address: 157 Chambers
Street, 9th floor, NY, 10007
c/o Steve Dudasik
MHA OF NYC IS AN EO EMPLOYER
Adver
ertise with NYNP It Works! W
23 PEOPLE NEEDED
IMMEDIATELY !
Work from your home ONLINE.
flexible schedule. Great pay.
$1500 - $7800 per month.
PT/FT
Email me @ tcruz246@aol.com
EDUCATIONAL
DIRECTOR
The Montessori Day School of
Brooklyn provides high-quality early
education and nurturing care to over
100 children, aged 8 months to 6
years.
Responsibilities include: Developing
curriculum with teachers, coordinating
staff schedules, supervising
teachers, organizing in-service training/staff
development and steering
the school through NAEYC accreditation.
Qualifications: MA in Early
Childhood Education, NYS certification,
four years preschool teaching
experience, demonstrated leadership
qualities, and ability to work with
a diverse mix of staff and families.
Send resume, cover letter and
salary requirements to:
Mike Fagan, Executive Director,
MDS of Brooklyn, 30 Third
Avenue, POB 170556, Brooklyn,
NY 11217. mikef@mentalhelp.net
CHILDREN’S CENTER GROUP TEACHER
Chelsea-based multi-service organization seeks a Group Teacher in our
Early Childhood Program for participants ages 2-5. Must have a Master’s
Degree in Early Childhood Education, N-6 NYS certification and experience
working with children ages 2-5. Salary based on education and
experience.
MSW GROUP SERVICES COORDINATOR
Hudson Guild, a not-for-profit settlement house located in Manhattan’s
Chelsea community, seeks an experienced, creative and motivated candidate
for group services coordination responsibilities at its Adult Services
Program. This unique job will provide an opportunity to impact the lives of
hundreds of older adults (55+). Position responsibilities include developing/facilitating
groups, increasing roster of enrichment activities and conducting
outreach for participation, especially among residents of public
housing. Bilingual English/Spanish preferred. Salary commensurate with
experience.
ASSOCIATE DIRECTOR OF EXTERNAL
RELATIONS (F/T)
Hudson Guild, a non-profit social service agency in the Chelsea section of
Manhattan, seeks Associate Director of External Relations to be fully
responsible for day-to-day running of the department; coordinate fundraising;
manage staff and consultants. Build strong relationships with donors;
create and manage Annual Fund appeal, including trustee solicitations
and direct mail appeals; create and oversee all special events. Must have
5-7 years experience in fundraising with specific experience in individual
cultivation, institutional gift solicitation, communications, volunteer programming
and special events. Excellent writing/verbal skills and strong
management capacity. Salary commensurate with experience.
IAC/HUDSON GUILD
VOLUNTEER COORDINATOR
Hudson Guild, a New York City settlement house serving more than
11,000 individuals in Chelsea, and IAC/InterActiveCorp (IAC), a leading
multi-brand interactive commerce company with future corporate headquarters
in Chelsea, seek an individual to develop and run a volunteer
program for Hudson Guild. Design and implement specific IAC volunteer
program activities for the benefit of Hudson Guild, as well as the Guild’s
ongoing volunteer program. Help develop goals, objectives and policies
for volunteer program. Interview, screen and assign individual volunteers.
Develop and implement strategies for volunteer recruitment on corporate
and individual basis; develop resources for volunteer programs; serve as
liaison between agency and community to promote volunteerism. B.A.
degree; 3 years+ related experience in a not-for-profit community service
based setting, must be able to handle multiple projects, work both independently
and flexibly as part of a team and meet deadlines. Good interpersonal
and communications skills required. Experience in coordinating
volunteer-related events a plus. Should have Word and Excel skills.
Competitive salary and full benefits. Only qualified individuals will be contacted.
Please include salary requirements.
DEVELOPMENT ASSOCIATE SPECIAL
EVENTS, ANNUAL FUND APPEAL
AND COMMUNICATIONS
Hudson Guild, a New York City settlement house in Chelsea, seeks creative
Development Associate to coordinate Special Events, Annual Fund
Appeal and Communications within busy 6-person development team.
Work with Director of Development to plan and coordinate agency’s special
events, coordinate production of internal and external agency communications,
including agency newsletters, promotional materials for special
events, fundraising letters, and other items. Update Web site copy, produce
appeal mailings and handle daily administrative tasks. B.A. degree,
demonstrated ability to coordinate a range of special events, write clearly
and persuasively. Must be able to handle multiple projects, work both
independently and flexibly as part of a team and meet deadlines. Minimum
of 2 years related experience in community service non-profit setting.
Should be skilled in Word, Excel and Outlook, knowledge of Publisher and
HTML a plus. Competitive salary and full benefits. Only qualified individuals
will be contacted. Please include salary requirements.
Send cover letter and resume to:
jobs2004@nyc.rr.com or fax: 212-924-6872
UNITED WAY is seeking an I & R DATABASE MANAGER
to build and maintain a 7-county regional database of health and
human service organizations for use by I&R professionals. Position
will also be responsible for identifying emerging service needs
based on trends analysis. BS in Health and Human Svcs and/or
Libríy Sciences with 3+ yrs relíd exper. Windows & Microsoft Off.
applications, to include Access required, w/working knowledge of
REFER a +. Send res w/ salary requirements to UWWP, Attn. HR-
DM, 336 Central Avenue, White Plains, 10606. Fax 914-949-6438.
E/O/E
orks! CALL 866-336-6967
"

22 New York Nonprofit Press www.nynp.biz September 2004
JOBS
JOBS
JOBS
SECRETARY
ADMINISTRATIVE
ASSISTANT
Nonprofit psychiatric rehabilitation
program seeks a Secretary/Admin.
For its fund raising team.
Only candidates with relevant professional,
job history assisting executive
level staff will be considered (at least
three years secretarial and administrative
experience). Must be a team
player.
Duties include working closely with
Director of Development; scheduling
and organizing meetings, assisting w.
all fundraising activities and special
events; processing foundation proposals;
heavy contact with Board of
Directors, ect. Draft correspondence,
memos, create spreadsheets, ect.
And secretarial duties. Some managing
of electronic donor records.
Must be mature, detailed oriented,
extremely organized, a self-starter with
excellent grammer – spoken and written;
and a graceful communicator –
tactful, diplomatic and professional at
all times. Must know work processing,
spreadsheets and various softwares.
Excellent Sal and ben. in a thriving,
supportive and energetic work environment.
BA pref’d. Fax or send
resume to:
Hilarie Mahon
FOUNTAIN HOUSE
425 W. 47th St.NY, NY 10036
(212) 977-5396, fax
No phone Calls Please. EOE
PART-TIME
SOCIAL WORKER
Geriatric mental health agency in
Manhattan seeks Clinical Social
Worker 20 hrs/wk for dementia adult
day program. CSW & exp. with elderly
required. Fax resume to 212-787-1230
or e-mail SPOPamyberg@aol.com
QUALITY
CONTROL MANAGER
For-Profit is seeking to add a Quality
Control Manager, with Human
Services background and good
communicaton skills are necessary.
Experience with NYCWAY system
an asset. College backround preferred.
Contact: Tammi Meyers, at
tmeyers@arbornyc.com or fax resume
with coverletter to (212)967-2735.
ACCOUNT EXECUTIVE
Expanding New York City for-Profit
company is seeking an seasoned
Account Excutive. This position is
located in Midtown Manhattan and
offers an opportunity to work with businesses
on assessing their human
resourse needs and matching qualfications
to our customers. Marketing and
Sales backround with good communication
skills, computer skills an asset.
College backround is prefered.
Contact: Nancy Ramos, Director-
Arbor E&T E-mail resume to
nramos@arbornyc.com or Fax resume
with cover letter(646) 733-9191
EDUCATION
DIRECTOR
Year-round Early Education Program
seeks a qualified and motivated educational
leader. The Candidate will possess
a strong foundation in early childhood
education and child development.
Must have a Masters in Education and
New York State Certification N-6. Join a
dynamic and professional team in a recognized
quality early education program
in the Bronx. Bi-lingual a+ please FAX
Resume and Cover Letter to (718) 839-
1187. Salary and benefits competitive.
www.nynp.biz
2004
Human Service Referral
Directory of NYC
Comprehensive Guide to Health and Human Services in NYC
Better Than Ever…
• Thousands of listings arranged by categories
and subcategories
• At-a-glance table of contents makes it easier to locate the
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$6900 + shipping, handling & tax
nynp.biz
Call to Order 866-336-6967
CONTROLLER
The Children’s Village, a nationally renowned Childcare Agency, has an
immediate opening for a Controller. This position is a highly visible accounting
management position reporting to the Vice President Administration and
Finance. Responsibilities include managing the overall accounting activities
of the agency, including ensuring that all accounting transactions are properly
authorized and recorded, that all financial reporting is timely and accurate;
monitoring, reporting, and assisting in cash forecasting, and continuously
reviewing operating and internal control procedures.
The successful candidate will have demonstrated exp with the specifics of
not-for-profit accounting and reporting and child welfare funding. Experience
with Medicaid, foster care, federal, state, and city funding agencies is desirable.
Bachelor’s Degree in accounting with CPA or 5 – 7 years experience.
Excel benefits, (medical effective 1st of month following employment), onsite
day care. Please send res w/salary req to:
HR, TCV, Dobbs Ferry, NY 10522. Fax:
(914) 674-4512,
email: recruiter@childrensvillage.org.
Visit our website:
www.childrensvillage.org .
EOE. Encouraging a diverse workforce.
Social Work Supervisor
Group Home Services (GHS)
QUEENS
Dynamic & highly-involved individual
needed to supervise case-planning of
adolescent males in foster care. Train
& supervise staff. Ensure compliance
w/govt mandates. MSW + 2 yrs post-
MSW paid similarexp req. CSW/LMSW
req. within 1 yr. IL exp & NYS driver’s
lic. pref. Flexible/evening hrs req. In~
volves travel between sites. Generous
benefits pkg incl Medical/Dental/Life
ins + 4 wks vac + personal days & holi~
daysoff, pension, 401(k) & 403(b)plans,
flex-spending plans, & a dedicated,
professional, family environment.
Mail/fax resume to Personnel Director,
ST. VINCENT’S SERVICES
66 Boerum Place, Brooklyn, NY 11201
Fax: (718) 422-2312. EOE M/F/D/V
Diversity is part of our mission.
SOCIAL WORK
ST. VINCENT’S SERVICES
Foster Care Caseworker
Opportunity on Staten Island
Provide casework and permanency
planning to adolescents in foster care
group homes, preparing them for Inde~
pendent Living. Maintain supportive
relationships with youths and natural
families. Assess their needs and make
appropriate referrals. Schedule & com~
plete field visits. Maintain all pert~
inent documentation. BA/BS plus one
year similar paid exp. req’d. MSW
pref’d; salary commensurate w/educa~
tion & exp plus extensive benefits
pkg. Mail resumes to:
Personnel Director
ST. VINCENT’S SERVICES INC.
66 Boerum Place
Brooklyn, NY 11201
(718) 422-2312
M/F/D/V
Diversity is part of our mission.
PSYCHOLOGIST
MR/DD ADULTS -BROOKLYN, NY
Eval/prepare plans for MR/DD adults.
Participate in treatment team meet~
ings & maintain OMRDD-required doc~
umentation. Train direct care staff.
MS in Psychology req, exp w/MR/DD
pref. 21 hours/week. Medical/Dental
benefits + pension. Send resume to:
BOX RP-649, 71 Fifth Avenue
New York, NY 10003
Social Work Supervisor
Group Home Services (GHS)
Social Work Supervisor
Family Foster Services (FFS)
Two dynamic & highly-involved indivi~
dual needed to supervise case-plan~
ning & IL development of adolescents
in foster care. Train & supervise
staff. Ensure compliance w/govt man~
dates. MSW + 2 yrs post-MSW paid
similar exp req. CSW/LMSW req.
within 1 yr. IL exp & NYS driver’s
lic. pref. Flexible/ evening hrs req.
Generous benefits pkg incl Med/Den~
tal/Life ins + 4 wks vac + personal
days & holidays off, pension, 401(k) &
403(b) plans, flex-spending plans, & a
dedicated, professional, family environ~
ment. Mail/fax resume to:
Personnel Director
ST. VINCENT’S SERVICES
66 Boerum Place
Brooklyn, NY 11201
Fax: (718) 422-2312
EOE M/F/D/V
Diversity is part of our mission.
The Visiting Nurse Service of NY (VNSNY) is a nearly $1 billion, not-forprofit
health care organization with 10,000 employees. We are currently
seeking talented individuals for our growing internal consulting unit –
Performance Improvement. Focusing on senior management’s top agenda,
Performance Improvement works on a range of issues that directly impact
VNSNY’s bottom line as well as the quality of service we deliver to our
patients.
INTERNAL CONSULTANTS
Performance Improvement is seeking talented mid- and junior-level consultants.
Responsibilities will encompass research and data collection, financial
analysis, business process analysis, performance measurement and operational
risk/control analysis. You will also handle day-to-day management of
projects, create/track/monitor project work plans, and develop and deliver
presentations. Ideal candidates will have experience in management consulting,
strong analytical skills, and excellent written and verbal communication
skills. Strong proficiency in Word, Excel, and PowerPoint is also
required. MBA, MPA, or graduate degree in a related field preferred
For immediate consideration, please submit your resume to
Attn: G. Gangadeen
With AD Code NYP083004
Online:www.vnsny.org (preferred) E-mail:careers@vnsny.org
Fax: 212-504-7938 Call: 1-866-VNS-TODAY EOE M/F/D/V
DIRECTOR OF GRANTSMANSHIP
The Brooklyn Bureau of Community Service, a 134 year old not-forprofit
providing vital services to families, children and adults with disabilities
in need, seeks fund-raiser to oversee the solicitation of private
and corporate foundations, and governmental entities to raise substantial
revenues for general support and critical private initiatives. Position
will supervise research; write and oversee development of proposals;
prepare annual fundraising strategy; liaise with Board, foundations, government
agencies and collaborative organizations; and hold key role in
program development process, managing a staff of two
writer/researchers. Candidate must posses superior writing, interpersonal,
organization and analytical skills , be an effective collaborator;
be able to meet many deadlines; handle multiple tasks; and cultivate
productive liaisons with a variety of constituencies. B.A., supervisory
experience, success in grantsmanshhip and minimum 5 years development
experience with progressively increasing responsibilities required.
M.A. preferred. Please send resume, salary history and/or requirements
and writing samples to: Norma Martin, BBCS, 285 Schermerhorn
St., Brooklyn, NY 11217. E-mail: nmartin@bbcs.org. EOE
The New York AIDS Coalition
(NYAC) seeks a dynamic and wellorganized
individual to serve as its
Office Coordinator.
This individual must possess stellar
administrative skills and be able to
work in a demanding and fast-paced
environment. This person must be
computer savvy and must be proficient
in Microsoft Excel, Outlook, Word and
should have training in database management.
Should have experience
with special event planning and implementation.
Please direct all resumes
with cover letter to Keith Wayne at
kwayne@nyaidsc.org or via fax to
212-629-8403 no later than Friday,
Sept. 24th. You can also mail info to
NYAC, 231 W. 29th Street, #1002,
New York, NY 10001 attn: K. Wayne.
PHONE CALLS WILL NOT BE
ACCEPTED. Salary: Low $30s.
BOROUGH NETWORK
MANAGER/TRAINING
FACILITATOR
Prominent youth organization seeks
individual to coordinate coalitions of
youth service providers in all 5 boroughs,
coordinate volunteer program
that links volunteers with business
skills to nonprofit organizations, and
facilitate a variety of workshops.
Excellent community organizing,
advocacy, organization, presentation
skills, ability to multi-task, and attention
to detail a must. Experience in
youth services and mentoring helpful.
Master's degree and 2-3+ years experience
preferred. Submit appropriate
cover letter, resume, and salary
requirement to:
K. Heindl,
BIG BROTHERS BIG SISTERS
OF NYC,
245 5th Ave. Suite 702 NY, NY
10016, fax 646-274-6073 or email to
kheindl@bigsnyc.org.
No phone calls please. EOE
VOCATIONAL
REHABILITATION
SPECIALIST
Description: The Mental Health
Association of New York City seeks
an individual to perform educational and
vocational assessments to SPMI/MICA
consumers. Refer consumers to appropriate
educational, vocational, and/or
employment services. Assist with
VESID applications. Maintain stipend
component of Recovery Works. Act as
liaison to MHA’s Work Services
Programs to facilitate inter-agency referrals
and establish communication
between programs.
Qualifications:
Minimum AA degree, BA preferred. 2
years experience in vocational rehabilitation
programs serving persons with
psychiatric, substance abuse, or cooccurring
disabilities. Individual and
group counseling skills, rehabilitation
goal development and planning skills
required. Knowledge of community
resources strongly preferred. Team oriented
with good communication skills
necessary. Basic computer knowledge
(Word) required.
Contact:
Cover letter/Resume to Louise
Lasson, LLasson@mhaofnyc.org
Fax: (212) 860-3658
DIRECTOR OF
FINANCE &
ADMINISTRATION
Leading provider of pro bono business
law services to nonprofits seeks
a Director of Finance & Administration
with 5+ years experience working in
finance and administration in the nonprofit
sector, including supervisory
experience. Please visit the News
section of www.lany.org for details.
Send resume to: SCD, Lawyers
Alliance for New York, 330 Seventh
Avenue, 19th Floor, NYC 10001. Fax:
(212) 941-7458. No phone inquiries.

September 2004 New York Nonprofit Press www.nynp.biz 23
CLASSIFIEDS/RESOURCE CE DIRECTOR
ORY
Social Work
PROGRAM DIRECTOR,
Chemical Dependency Services
St. Vincent’s Services, anestablished &
innovative social services organiza~
tion, is seeking a Program Director for
Chemical Dependency Services. Have
full managerial authority over all as~
pects of rapidly-expanding OASASlicensed
program w/multiple sites in
Brooklyn, Queens & S.I. Oversee pro~
gram operation. Set & implement stan~
dards for treatment provided to clients
w/Alcohol/Sub Abuse issues, & monitor
quality. Maintain treatment policies in
accordance w/OASAS mandates while
maintaining cost-effectiveness. Select,
supervise & evaluate professional
staff. Maintain linkages w/local orgs.
& arrange outreach programming.
Req: CSW and CASAC + 10 yrs. post-
MSW exp, incl. min. 6 yrs mgt exp in
multi-site prgm of similar type & size.
Valid NYS driver’s lic. req’d & fluency
in Spanish pref’d. Salary commensur~
ate w/exp. Very extensive benefits pkg.
Mail/fax resume to Personnel Director,
ST. VINCENT’S SERVICES
66 Boerum Place, Brooklyn, NY 11201
Fax: (718) 422-2312. EOE M/F/D/V
Diversity is part of our mission.
YOUR AD HERE
YOUR AD HERE
YOUR AD HERE
RESOURCE DIRECTORY
REAL ESTATE
MISC.
SOCIAL WORK
Child Advocate in D/V shelter.
BA + experience with children.
Licensed driver with car.
Spanish speaking a must.
Excellent Benefits. FAX: LINDA
@ 516-572-0715. E-mail:
contacts@cadvnc.org
SOCIAL
SERVICES
PROGRAM
MANAGER
Creative MSW to direct services (case
management, counseling, group
work, referrals) and staff in permanent
supportive housing and provide leadership
in multi-program setting. Must
have: MSW or Masters in
Counseling/Psychology; experience
with special needs populations
(homeless, substance abuse,
HIV/AIDS, mentally ill); housing
knowledge; patience; energy; excellent
interpersonal, writing, and case
recording skills; computer literacy;
commitment to diverse work environment.
$65K & benefits. Upper
Manhattan location. Fax resume &
introductory letter highlighting related
experience to: 718-602-9107. EOE
www.nynp.biz
Wanted: Space in Lower Manhattan/Chinatown
3,500 sq feet for evening training classes; need two, secure rooms asap.
Will lease or sublease for 2-3 years. 212-366-6160x100
FINANCE EXECUTIVE
Assignment or Special Projects
CFO/CONTROLLER with 15 years in nonprofit Financial Management.
• Accounting • Audit • Controls • Process Improvements • Reporting
• Forecasts • Budget • Contracts • Software • Cash Flow •
Phone: 212-866-8178
Email:rcharlson@acedsl.com
CPA @ REASONABLE RATES
Audits, Accounting & Bookkeeping/Software, Taxes,
Grant/Contract Management and Budget
SKD Partners LLP
212-868-1175 - rsatyadeo@skdpartners.com
BRUCEHURWITZ.COM
A NON-PROFIT CONSULTANCY
Specializing in...
Fundraising Campaigns and Events • Grantsmanship • Management •
Marketing • Planned Giving • Public Relations • Volunteer/Board
Development • Employment Search Services for Professionals
555 Gorge Road, 5G, Cliffside Park, NJ 07010
Phone/Fax 201-313-7019 Cell: 201-674-8858
E-mail: bh@brucehurwitz.com www.brucehurwitz.com
P/T CHILD
ADVOCATE IN
D/V SHELTER
Spanish speaking a +. 1 weekend
day and 1 weekday. Fax
resume: Linda @ 516-572-0715.
E-mail: contacts@cadvnc.org
SOCIAL SERVICES
RESIDENCE MANAGER
HOME FOR MR/DD ADULTS-BKLYN
Manage home for MR/DD adults. Su~
pervise & coordinate their program~
ming. Supvse staff. BA/BS or QMRP
pref + NYS Driver’s lic. & 2 yrs exp.
Salary commensurate w/educ. & exp.
Medical/Dental benefits + pension.
Send resume to: BOX RP-650, 71Fifth
Avenue, New York, NY 10003
YOUR AD HERE YOUR AD
HERE YOUR AD HERE YOUR
AD HERE YOUR AD HERE
PRINITING
PRINTING
Events Organizers and your Agencies can benefit by receiving timely service,
the highest quality and the best price in the developing and printing of your
events collateral material.
At Wescan, fast turnarounds is our specialty. Call Sam or John at
212-924-3600 to discuss your Journals, Program Books and Invitation printing.
Wescan Color Inc., 175 Varick Street, New York, NY 10014
Tel: 212-924-3600. Fax: 212-924-1080. Email: wescan@aol.com
MAGIC CIRCLE PRINTING
Environmentally
recycled
papers
Responsible
COBRA SITE
MANAGER
Supervise case mgmt staff; monitors
all client services; conducts case
reviews; provides direct client svcs.,
exp working w/HIV infected clients,
strong supervisory & interpersonal
skills. Cobra exp. A +Reqs Master in
Social Work Brooklyn location. If interested
please forward/fax your resume
to the Human Resources Department
at 79 Madison Avenue New York, NY
10016 www.chnnyc.org or fax to (212)
807-0250. (no phone calls please)
Your Ad Here
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Call TOLL FREE
866-336-6967
(NYNP)
For Late Breaking News & The Latest Job Listings
Subscribe for the NYNP Email News Updates
EMAIL:EDITOR@NYNP.BIZ
Stationery
Booklets
Flyers
Newsletters
Business cards
Office: (212) 675.3043
Printshop: (973) 746.5354
89 Walnut Street Montclair, NJ 07042
magiccircleprint@aol.com
CONSULTING SERVICES
Experienced nonprofit executive
available for consultations on
strategic planning, program development,
grant writing, financial
management, rate reviews and
speech writing.
Call 888-933-6967
For Resource Directory Prices Call Toll Free 1-866-336-6967
or email publisher@nynp.biz
CALENDAR OF EVENTS continued from page 3
FERENCE, will be held at CASA's Zena and Michael A.
Wiener Conference Center in New York City. For full
conference and registration information, log on to
www.casacolumbia.org
September 23 – The United Way of Long
Island will benefit from the Long Island Insurance
Community’s 10h Annual Gala, 4:30 at the Bourne
Mansion in Oakdale, NY. Honorees will be Michael D.
Davidson, Vice President and Senior Officer of
Independent Agents Organization from MetLife Auto &
Home and Joseph DiBetta, National Director of Claims
from CNA Specialty Lines. For more information about
this event please call Lois Grant at 631-940-3746 or visit
www.unitedwayli.org
September 28 – The Federation of Protestant
Welfare Agencies Center for Professional
Development will host a Workshop on Beginner
Basics of Proposal Writing. Fee is $65 for members
and $80 for non-members. 9:30 a.m. to 4:30 p.m., 281
Park Avenue South, New York, NY. For information contact
Marie C. Paul at 212-801-1336 or visit
www.fpwa.org.
September 29 - The Suffolk Community
Council will hold a Legislative Reception and
Public Forum with Special Guest Speaker Suffolk
County Executive Steve Levy and Department
Heads.8:00 a.m. to 10:30 a.m. at the Stonebridge
Country Club,N.Veterans Hwy.,Hauppauge.Registration
is $30 for Council members, $40 for non-members and
includes breakfast. Contact the Council office at 631-
434-9277 to register.
Sept. 29-Oct. 3 - The New York Association of
Psychiatric Rehabilitation Services will hold its
22nd Annual Conference, ‘"The Recovery
Revolution: Reformation and Transformation Through
Collaboration" at the Nevele Grand Resort in Ellenville,
NY. For information go to www.nyaprs.org.
October 3 - Support Connection, a not-for-profit
organization that offers free and confidential
support services to people affected by breast and
ovarian cancer, is planning it 10th Annual support-A-
Walk. at FDR State Park, located off the Taconic Parkway
on Route 202 in Yorktown Heights. The Walk will begin
at 10:00 am with pre-Walk activities beginning at 9:00
am.Anyone interested in becoming a Walk sponsor, placing
an advertisement in the Walk Journal, or forming a
team should contact Walk Chairperson Donna Corti at
(914) 962-6402.
October 6-7 - Camp Finance,a two-day retreat for
Executive Directors,Key Fiancial Staff ,Development
Directors and Board Members will be hosted by the
Council of Community Services of New York State at
Mohonk Mountain House. For information contact Traci
Adkins at tadkins@ccsnys.org or call 800-515-501C ext.108.
October 7 - United Way of Long Island’s 40th
Anniversary Celebration will feature Special Guest:
The Honorable Eliot Spitzer, Attorney General State of
New York and honor John R. Durso, President Local 338
Retail Wholesale Department Store Union/United Food
Commercial Workers, 6:00 p.m., Oheka Castle, Cold Spring
Hills. For more information, contact Julie Dade-Howard at
631.940.3750.
To submit calendar items for publication, send information by
mail to: Editor, NYNP, P.O. Box 338, Chatham, NY 12037 or
via email to editor@nynp.biz. Include a contact name and
phone number. For information call 888-933-6967.