February Edition 2007 - New York Nonprofit Press

NYNP New York Nonprofit Pressserving people who serve peopleFebruary 07 . Vol. 6 . Issue 2 www.nynp.bizJOBS JOBS JOBSEmploymentOpportunitiesFREEFACES OF A NEWADMINISTRATIONStart on Page 20POINT OF VIEWBuilding for the FuturePage 5NEWSDoar NewHRA CommissionerPage 6FEATUREComback atSt. Christopher’sPage 10AGENCY OFTHE MONTHNorthern ManhattanPerinatal PartnershipIt has been 12 years sincethe nonprofit communitywatched the unveiling of an entirelynew state government inAlbany. The suspense has beenkilling us. However, startingin late December and throughthe first few weeks of January,Governor Eliot Spitzer beganreleasing the names of senioraides and departmental commissionerswho will be the faceof his administration. The consensusreaction to his selectionsamong advocates and providershas been extremely positive.“The governor has appointedat a very high andknowledgeable level,” saysRon Soloway, Managing Directorof Government and ExternalRelations, UJA-Federation.“We think this is a groupof people with vision who aregoing to move the state forward.”“These are people with solid reputationsin their fields,” says Jack O’Connell, ExecutiveDirector of the Health and Welfare Council ofLong Island. “The appointments demonstratethat the govenor cares about the issues.”Many of the governor’s closest aideshave worked with him for years. Severalother key appointments have served in stategovernment before, particularly during theCuomo administration. Karen Carpenter-Palumbo,the newly nominated Commissionerat the Office of Alcoholism and SubstanceAbuse Services (OASAS), was AssistantSecretary for Human Services to GovernorCuomo. Diana Jones Ritter, the nominee tolead the Office of Mental Retardation andDevelopmental Disabilities, served as AssociateCommissioner for Administration inthat agency during the early 1990s.New York Nonprofi t PressPO Box 338Chatham, NY 12037The Governor has reached out to thenonprofit community for several importantposts. Gladys Carrión, most recently SeniorVice President for Community Investment atUnited Way of New York City, will be Commissionerat the Office of Children and FamilyServices. Patrick Foye, President and CEO atUnited Way of Long Island, was tapped to beDownstate Chair of the New York State UrbanDevelopment Corporation. Dr. Richard F.Daines, President and Chief Executive Officerof St. Luke’s-Roosevelt Hospital Center inNew York City, will be Health Commissioner.The governor reached as far away asOhio to nominate Michael Hogan to be Commissionerof the Office of Mental Health.Hogan, a nationally-recognized reformerwho headed the federal government’s NewFreedom Commission on Mental Health,comes with glowing references from Ohio’sproviders and advocates.Closer to home, the governor’s nomineeto head the Office of Temporary and DisabilityAssistance (OTDA), David Hansell, will virtuallytrade places with outgoing OTDA CommissionerRobert Doar. Doar will head NewYork City’s Human Resources Administrationwhere Hansell had been Chief of Staff.Only two current members of the Patakiadministration have been selected for toplevel positions. Dennis Whalen, the DeputySecretary to the Governor for Health, servedas Executive Deputy Commissioner at theDepartment of Health for the past decade.Robert Macarone, the current Director of theDivision of Probation and Correctional Alternatives,was renominated.For a brief look at some of the faces ofthe new Spitzer administration, go to ourstory on page 8.PRESRT STDUS PostagePAIDPittsfi eld, MA 01201Permit # 137Page 12

4 New York Nonprofit Press www.nynp.biz February 07EDITORIALA New TeamTakes the FieldThe Spitzer administration is taking shapeand members of the nonprofit community arelooking on with a combination of excitement andthe same old ever-present anxiety. Enthusiasmover the Governor’s first round of selections totop positions is real and widespread. Advocatesand agency executives who have been around fora while recognize the makings of a team with experience,vision and talent.In this issue, we offer only the most superficialintroduction at the new administration. Welook forward to following their future progressand accomplishments in greater detailIn the meantime, we offer them our congratulationsand best wishes on a long and successfultime in office.For Late Breaking News & the Latest Job ListingsSubscribe to the NYNP E-Newsletter contactpublisher@nynp.biz.Corrections and Clarifications: Problems at PSCHLast month’s article “Problems at PSCH” has prompted responses from two organizations who believe that clarifications and/or correctionsare appropriate.Trooper Foods has requested that we correct our statement that the company was “headed by Frank Fauci” and has taken issue with otheraspects of our article. Trooper’s letter and our response, including our acknowledgement of this error, are presented in full below.Our article also included mention of a prior food purchasing and bid-rigging scandal at Odyssey House involving Mr. Fauci. While we notedthat these events occurred between 1993 and 1998, we did not give Odyssey House an opportunity to comment on that case or the steps whichthe agency has taken since then to strengthen its administrative and financial controls. We regret that oversight. NYNP never intended to implythat these events should tarnish Odyssey House’s reputation a decade later. For Odyssey House’s full comments see their letter below.Trooper Foods RespondsDear Sir:I am responding to the article inyour January 2006 issue in which Ifeel my company, Trooper Foods, wasslandered. I find it hard to understandhow an article with such obvious misinformationcan be published on yourpaper. You have been victimized bypeople who have their own agendausing the Nonprofit Press as their vehicle.In response, I wish to make thefollowing points clear.First, I, Anthony Demarinis, ownTrooper Foods. Frank Fauci is not anowner nor does he have any equity positionat Trooper Foods.Second, I wish to emphasize thatTrooper Foods was not involved in theOdyssey House scandal. Trooper wasfounded in 2000, many years after thisscandal occurred.Trooper Foods has NEVER beeninvestigated, questioned, or contactedby any government agency. We havethe finest reputation in the food industryin respect to quality, service,Letters to the Editorpricing and INTEGRITY.PSCH is a house account ofTrooper Foods. We supply PSCH withexcellent quality and service at competitivepricing. Any time you wish tocontact any managers at any one of thehomes that we supply, we invite youto do so. We will even supply you thenames and numbers.I completely disagree with JeromeGoldchain’s claims regarding our pricingand services. I also disagree withMr. Goldchain’s interpretations of ameeting held in 2003 to discuss foodservice and payments due from PSCHto Trooper Foods. I attended thismeeting with my employee Mark Marrero.Mr. Marrero never acknowledgedproblems with our service or “askedfor…forgiveness,” as alleged in yourarticle.Trooper Foods is only one of severalfood vendors serving PSCH anddid not deserve to be singled out inyour article. Trooper Foods stands onits merits.Sincerely,Mr. Anthony DemarinisPresident/OwnerTrooper FoodsEditor’s Response:In our article, NYNP referred toTrooper Foods as being “headed by FrankFauci” which, based upon your letter, wasinaccurate. You have indicated to us thatMr. Fauci is a salesman for Trooper Foodswho handled the PSCH account. We acknowledgethis error and accept yourstatement that you, Anthony Demarinis,are the owner of Trooper Foods. We mustnote, however, that prior to publication, wemade repeated efforts to contact Mr. Fauciby telephone and fax at your main office.Neither he nor anyone else from TrooperFoods responded to our calls.We also agree that Trooper Foods wasnot involved in the Odyssey House scandal.NYNP never represented that Trooperwas involved at Odyssey House.Odyssey House RespondsDear Editor:The Boards of Trustees, officers, andstaff of Odyssey House couldn’t agreemore with your front page story “TheName Game (Jan. 07), that a non-profit’smost valued asset is its good name. Wewere, therefore, troubled that our goodname was repeatedly mentioned in yournews report “Problems at PSCH”, andagain in your editorial, on allegations ofquestionable practices at that non-profit.While we understand it is informativeto tell readers that the allegedly questionablepractices were conducted by thesame individual who was imprisoned forbid-rigging at Odyssey House ten yearsago, we feel your repeated citing of OdysseyHouse without also attempting tobring readers up-to-date on our servicesand management procedures, lacked balanceand editorial clarity.During that difficult period ten yearsago, we were grateful that our governmentsupporters stood by us, in particularthe New York State Office of Alcoholismand Substance Abuse Services (OASAS).Working closely with OASAS, and othergovernment officials, we establishedstringent bidding, auditing, and accountingprocedures that include both externalauditors and board oversight.We are pleased to report that this actionby board members and senior staff hasmore than paid off in allowing us to growand strengthen the agency.Today Odyssey House delivers vitalservices to needy New Yorkers on behalfof several government agencies and privatefoundations. With their financial supportwe provide a wide range of services toadults, seniors, women with children, andteens who have substance abuse, mentalhealth, and medical problems. We also offerremedial education and job training services.We provide housing for the homelessand community-based outpatient services.Our list of state, city and federal governmentpartners includes: OASAS; NewYork State Office of Mental Health; NewYork State and New York City Departmentsof Health; New York City HIV/AIDS Services Administration, Departmentof Homeless Services, Human ResourcesAdministration, and the New YorkCity Board of Education; the federal SubstanceAbuse and Mental Health ServicesAdministration, and Medicaid. Our privatepartners include the: Fan Fox and LeslieR. Samuels Foundation; Milton RosenbackFoundation; Elizabeth and Barets O.Benjamin Charitable Foundation; Danieland Florence Guggenheim Foundation andothers.Not only have we retained, but wehave increased our number of partners – atestament to the quality of our programs– many of which were pioneered at OdysseyHouse.Odyssey House counts on our goodname to continue to gain the financial supportwe need to continue our mission tohelp the 1,000 men, women, and childrenwho each day turn to us in their struggle toovercome substance abuse, mental health,and medical problems.Sincerely,George RosenfeldChairman, Odyssey House and OdysseyFoundation Boards of TrusteesPeter Provet, Ph.D.President and CEO, Odyssey House andOdyssey Foundation

February 07 New York Nonprofit Press www.nynp.biz 5POINT OF VIEWBuilding for the FutureOf Early Childhood EducationIn the past two years, politicians inNew York have embraced pre-school educationas a platform issue. As part of his bidfor re-election in 2005, Mayor Bloombergpromised that he would expand New YorkCity’s Universal Pre-Kindergarten (UPK)program to serve all three- and four-yearolds in the city. This past summer, EliotSpitzer’s gubernatorial campaign ran commercialstouting the need for “Pre-K forAll Kids.” Unlike Governor Pataki, Spitzerpledged to resolve the inequities posed bythe State school funding formula, an ongoingbattle for years. While the AppellateCourt’s most recentruling regarding theamount of money theCity is owed is substantiallyless thanprevious judgments,there is new politicalwill to see that NewYork City finally receivesits fair share ofeducation funding toensure that childrenreceive their constitutionalright to a soundbasic education.Also acknowledgingthe critical importanceof early learningin the past year, theNew York State Boardof Regents and MayorBloomberg have determinedthat a “soundbasic education” beginsin pre-kindergarten.Recently, the Mayor’s Commission onEconomic Opportunity went a step further,recognizing that many families with youngchildren have early education and child careneeds that go unmet despite the numerousservices options in our city. Thus low-incomechildren are unable to access enrichingearly childhood experiences needed toensure school readiness and lay the foundationfor life-long learning; and unmet childcare needs threaten the ability of parents tomaintain stable employment. Implementedproperly, the expansion of UPK can bea backbone upon which a comprehensivequality early childhood education and caresystem rests, meeting the needs of youngchildren and their working parents.Despite a plethora of services, NewYork City’s early education system is fragmented,uncoordinated, and insufficient.The City’s current dizzying array of partialrevenue streams for early childhood programs,including UPK, Head Start, childcare subsidies, welfare-to-work vouchers,and parent payment, violate the basic tenetof early childhood education: they do notplay together well or share resources. Astrategic expansion of UPK with new statemoney provides a unique opportunity forthe City to create an integrated, high qualitysystem that better utilizes new public andprivate investments.To provide a developmentally appropriateeducation to every three- and four-yearold, as well as quality care to younger childrenwith working parents, the City mustbuild upon existing early childhood capacity;otherwise there is no chance of meetingthe Mayor’s admirable goal. This meansassessing the strengths and weakness of theentire system, not just the small universeof UPK programs. It means providing newprograms in both community-based organizationsas well as schools, and enablingprograms to seamlessly blend money fromall funding streams to offer full-day, fullyearearly childhoodservices.Not only mustthe City makechanges in how programoperations arefunded, it needs totreat early childhoodprograms andspaces as valuableinfrastructure inthe same way that itdoes public schoolsand housing. Thereare over 200,000three- and four-yearolds in the City. Ifwe do not create newhigh quality spacesfor early childhoodprograms, we willnot be able to meetthe goal of providingpreschool to all,let alone accommodatingyounger children. Constructingand financing these spaces will need to be ajoint effort between the City, schools, earlychildhood education providers, real estatedevelopers, and community developmentcorporations. There is no need to reinventthe wheel. As with housing development,there are creative ways to spread out andshare costs between the public and privatesectors. Some of the expense of developingnew facilities could be defrayed by colocatingthem with other related services,such as housing developments, clinics, andcommunity centers. In conjunction with theMayor’s housing plan for thousands of newaffordable residential units, it is relativelyeasy to put child care centers on the groundfloor of apartment buildings. Incentivescan also be given to private developers toencourage them to include quality, affordablespace for early childhood programs intheir myriad real estate projects. It is foolhardynot to think ahead and include earlychildhood facilities while major constructionprojects are being planned throughoutthe city.In addition, the City should create adedicated early childhood facilities fundto support the development and ongoingmaintenance of quality early childhoodspaces. The Fund would serve as amechanism to leverage City capital with“The City needsto treatearly childhoodprograms and spacesas valuableinfrastructure”private investments to complete moreprojects supporting the full range ofearly childhood education services.The new capital funds from the lawsuitcan be used as part of the capitalpool. The City could then reallocateother capital that is currently used forchild care facilities, making the poolgo further and building a broadlysustainable fund that acknowledgesthe interconnection between preschooland “child care.” A pooledfund will attract other investmentsby banks and foundations, makingpublic investments go much further.The Fund would also offer trainingand technical assistance support toearly childhood providers to ensurethat the money was used efficiently and ina timely fashion.The City cannot afford to think in siloswhen it comes to serving children and families.The Mayor’s office needs to recognizethe importance of collaboration, andsend a clear message regarding the valueof a full range of programs for children. Itis not enough to commit to early childhoodeducation on paper. This is a legacy in themaking, and without strong leadership andguidance from above, bureaucratic turfwars may squander this amazing chance todevelop an early childhood system that willbe the best in the nation.Suzanne ReismanSuzanne Reisman is an expert in childcare facilities finance and development inNew York City. She created and directed theNew York Child Care Seed Fund at the LowIncome Investment, and oversaw the investmentof $1.5 million for the development ofover 2,600 child care spaces over four years.Prior to her work with LIIF, Suzanne wasthe program officer for child care at The EnterpriseFoundation. She also served as thechairperson of Executive Committee of theNational Children’s Facilities Network in2006, and on the Executive Committee forthree years. Suzanne has a Masters in PublicAdministration from Columbia University.ad·vo·ca·cy 'ad-v&-k&-sE n. the act of pleadingor arguing in favor of something, such as acause, idea, or policy; active support.An Advocacy Fund may be created as a new granting source for New YorkCity not-for-profits taking on breakthrough advocacy challenges. Priority willbe given to direct service agencies. A decision on whether to actually createthe fund will be made in the future, based on the interest expressed by notfor-profits.Advocacy tactics generally involve community organization, public awarenessand government policy/legislation efforts. The proposed Advocacy Fundwill not support specific legislation but rather a broad goal, leaving the notfor-profitgroup to choose its tactic.In an effort to create a most responsive grant making process, the AdvocacyFund is seeking information from the readers of the New York NonprofitPress.REQUEST FOR RESPONSE:Does your not-for-profit have an advocacy challenge that it would seek fundingfor? Advocacy efforts are essential to create breakthroughs in the social andhealth service fields by getting attention for a problem that isn’t well known,elevating important standards, bringing help to far greater numbers.If so, please send a description of not more than two pages--explaining why thisadvocacy challenge is important and how it would be addressed--to the AdvocacyFund, c/o The New York Nonprofit Press, POB 338 Chatham, NY 12037.

6 New York Nonprofit Press www.nynp.biz February 07NEWSBloomberg Appoints DoarHRA CommissionerEggleston Leaves Governmentto Join Bloomberg FoundationMayor Michael R. Bloomberg has appointedRobert Doar as the Administrator andCommissioner of the Human Resources Administrationand Department of Social Services(HRA/DSS), the nation’s largest municipalsocial services agency. He succeeds VernaEggleston who leaves to join the BloombergFoundation (See story at right). Doar had beenCommissioner of the State Office of Temporaryand Disability Assistance, a position hewas appointed to in October 2003.“New York City is fortunate to have RobertDoar take over the Human Resources Administration,”said Mayor Bloomberg. “Robert’s experiencein State government will be valued aswe continue our efforts to move New Yorkersfrom dependency to self-sufficiency. We willcontinue to innovate and invest in the future ofNew Yorkers that need a helping hand.”“Robert will be a great addition to theMayor’s team as we implement the recommendationsof the Commission for EconomicOpportunity,” said Deputy Mayor for Healthand Human Services Linda I. Gibbs. “The nextthree years of this administration offer excitingnew opportunities to reimagine our strategiesfor assisting the poor. Robert is uniquelyqualified to design and implement these approaches.”“I am thrilled to join the Bloomberg Administration,”said Commissioner Doar. “Mylove for the City combined with the opportunityto assist in this administration’s excitingefforts to combat poverty are a great inspirationas I take on this new challenge.”Doar’s appointment was greeted positively,if with some reservations, by local socialservice providers.“We are pleased that Mayor Bloombergchose Robert Doar to head HRA,” said JoelBerg, Executive Director of the New York CityCoalition Against Hunger. “Many advocatesand service providers have had the privilege towork with Commissioner Doar in the years heserved the State of New York. We know himRobert Doarto be a smart, dedicated, competent straighttalker.“Anti-hunger advocates are particularlythankful that, in his tenure with the State, CommissionerDoar helped increase statewide accessto the Food Stamp Program, reinforcingthe vital message that food stamp benefits providework support that enable people to movetowards economic independence,” Berg continued.“We are hopeful Commissioner Doar’s appointmentwill create an opportunity for us towork together to change the culture at HRA,”said Jill Stevens, Director of Policy, Advocacyand Research at the Federation of ProtestantWelfare Agencies. “We hope that HRA wouldoperate with more inherent trust that people aretrying to access services they need rather thanan inherent distrust. We would like to work togetherto address barriers that keep people frommeeting the work participation and educationalopportunities that are available.”At the same time, advocates expressedconcerns over Doar’s role in Pataki administrationproposals which many viewed as punitive.“We haven’t always agreed with CommissionerDoar’s past positions,” said Berg. “ForVerna Eggleston, Commissioner of theHuman Resources Administration, is leavingCity government to join the BloombergFamily Foundation. Eggleston has served asHRA Commissioner since January 2002. Inher new role, she will research and develop theFoundation’s projects.“When I decided to try to move from theprivate sector to the public sector, Verna wasone of the first people I turned to for the broadestand most ambitious view of what could bedone to make New York City and the world abetter place,” said Mayor Michael Bloombergin making the announcement. “As I plan tomove from the public to the non-profit sector,Verna’s vision is exactly what I need again.”“Helping the Mayor transform this Cityhas been the greatest experience of my entirecareer, and I am very excited that he has askedme to stay with him as he takes the next stepstoward making the world a better place wherewe all can live,” Commissioner Egglestonsaid. “We at HRA have reduced welfare rollsto their lowest level since the 1960s whileincreasing health insurance enrollment andinstance, we adamantly opposed his supportof Governor George Pataki’s proposal to enact‘full family sanctions’ on families that receivepublic assistance. That proposal, rejected by theState Legislature, would have punished childrenif their parents failed to comply with programrules. But more importantly, not only didCommissioner Doar amicably agree to disagreewith advocates on certain issues, he consistentlyworked to find common ground over whichwe could collectively move forward.”The Human Resources Administration/Department of Social Services assists individualsand families with a wide range of social serviceand economic needs. Commissioner Doarwill oversee more than 15,000 employees thatprovide vital services to more than three millionNew Yorkers. These services include public assistanceand public health insurance programs,child support, and I look forward to applyingthe lessons we’ve learned in New York Citygovernment to the Bloomberg Family Foundation’swork.”Mayor Bloomberg created the BloombergFamily Foundation to continue his support ofgroundbreaking work – particularly in theareas of public health and medical research,education, and the arts – after he leaves officein 2008.As HRA Commissioner, Eggleston overseesthe nation’s largest municipal socialservices agency with more than 15,000 employees,a $5.6 billion operating budget, $15billion in contracts, a $25 billion medical servicesportfolio, and provides vital services tomore than 3 million people.Eggleston tenure as Commissioner was hersecond tour of duty at HRA where she had previouslyhad served as Deputy Administrator ofChild Welfare and Director of New York City’sFamily Shelter programs. Prior to her appointmentas Commissioner Eggleston served as theExecutive Director of the Hetrick-Martin Institute,home of the Harvey Milk School.homecare for senior citizens and the disabled,adult protective services, food stamps, HIV/AIDS support services, domestic violence,homelessness and emergency intervention services.The Human Resources Administrationhas a $5.6 billion operating budget, awards $15billion in contracts, and has a $25 billion medicalservices portfolio.St. Vincent’s GrantRonald McDonald House Charities of theNew York Tri-State Area (RMHC-NYTSA)has awarded a $30,000 grant to St. Vincent’sServices in Brooklyn. The grant is for the purchaseequipment at St. Vincent’s Positive CaringServices Program which cares for childrenwith medically fragile conditions. This awardcontinues the partnership RMHC began withSt. Vincent’s in 1995 to help foster childrenand their families.RMHC-NYTSA works to better the livesof children and their families in our communities,by creating and supporting programs thatdirectly improve the health and well-being ofchildren in the areas of health, education, thearts, and civic and social services. Since 1992,RMHC-NYTSA has provided more than $5million dollars to local non-profit organizationswhose programs improve the well-beingof children and their families.St. Vincent’s Services was founded n1869 as a refuge for homeless Brooklyn newsboysand currently offers foster family andgroup home care, a licensed mental healthclinic that includes outpatient substance abuseand alcohol treatment programs, services forthe developmentally disabled, and our PositiveCaring Services (PCS) -- a program forchildren with HIV/AIDS and other medicallyfragile conditions.

February 07 New York Nonprofit Press www.nynp.biz 7NEWSKresge Foundation Grant SupportsCoalition for the Homeless’ Nonprofit CenterThe Kresge Foundation has awarded theCoalition for the Homeless a $2 million challengegrant in support of its $22 million CapitalCampaign to fund the Downtown Center forNonprofits. The Kresge Foundation is a nationalfoundation that seeks to strengthen nonprofitorganizations by challenging them with grantsto leverage greater support. The Coalition forthe Homeless will receive the grant when it raisesthe remaining $5,141,985 of the $22 millioncampaign goal by December 1, 2008.“To mark our 25th year, the Coalition forthe Homeless has embarked on an ambitious$22 million campaign to house our programsin the Downtown Center for Nonprofits, a newfacility on Fulton Street the Coalition owns andoperates,” said Mary Brosnahan, Executive Directorof the Coalition for the Homeless.Turning Point is the first socialservices agency in New York thataddresses domestic violence in the Muslimcommunity and serves women and familiesregardless of their ethnic background.Free, confidential and culturallysensitive services in the following areas:• Crisis Intervention“The move to the Downtown Center hasgreatly improved the Coalition’s ability to provideemergency and long-term help to NewYork’s growing homeless population while fosteringcollaboration with our nonprofit neighbors,”said Brosnahan.“We recently welcomed Hamilton-MadisonHouse, an agency serving low income residentson the Lower East Side to the DowntownCenter. Hamilton-Madison House’s new daycarefacility will be open to children of womenenrolled in our job training program, as thedearth of affordable childcare is one of the biggesthurdles our job training participants face.Partnering with Hamilton-Madison House at theDowntown Center greatly improves our abilityto ensure that homeless and formerly homelesswomen regain stability for their families,” saidSullivan.“Thanks to the generous support of itsmany friends, the Coalition for the Homelessis more than halfway to its goal for the Campaignfor the Downtown Center for Nonprofitsand looks forward to meeting The KresgeFoundation’s challenge and successfully completingits campaign,” said Brosnahan.The Coalition for the Homeless is thenation’s oldest advocacy and direct serviceorganization helping homeless people. TheCoalition believes that decent shelter, suffi-cient food, and the chance to work for a livingwage are fundamental rights in a civilized society.From the organization’s first legal victoryin 1981, Callahan v. Carey, which guaranteedthe right to life-saving, emergency shelter, theCoalition has worked to create lasting solutionsto the epidemic of homelessness. Because ofthe Coalition’s groundbreaking work, New YorkA graduate school thatmakes a differenceDiscover the graduate school where the most innovativeideas in management and urban policy are tested inreal time. Located in the heart of New York City,Milano’s convenient, flexible programs for workingprofessionals give you unmatched opportunities tolearn from experts and advance your career.Earn a Master of Science degree in:Nonprofit ManagementUrban Policy Analysis and ManagementHuman Resources ManagementOrganizational Change ManagementHealth Services Management and PolicyWe also offer a PhD degree in Publicand Urban Policy.City is the only municipality in the country requiredby law to provide shelter to our most vulnerableneighbors.More information about the Coalition forthe Homeless and the Campaign for the DowntownCenter for Nonprofits can be found on theCoalition’s web site: http://www.coalitionforthehomeless.org/• Individual Counseling• Mentoring Programfor Teenaged Girls• Support Groups• Referrals to Legal Services(Matrimonial & Immigration)• Advocacy• Education & Outreach• Information on Child Safety& Immigrants’ RightsFor more information,please contact us at:Tel: 718-883-9400Fax: 718-883-9449Email:info@turningpoint-ny.orgWebsite:www.turningpoint-ny.orgINFORMATION SESSIONSTuesday, February 13 at 6:00 p.m.Wednesday, March 14 at 6:00 p.m.72 Fifth Avenue, New York CityTo RSVP or more information:milanoadmissions@newschool.edu212.229.5400 x1130www.milano.newschool.eduAn affirmative action/equal opportunity institution.• Social Work InternshipsThis announcement space is available to current and former grantees of the Child Welfare Fund.To use this space please contact publisher@nynp.biz

8 New York Nonprofit Press www.nynp.biz February 07FACES OF A NEW ADMINISTRATIONDennis P. WhalenDeputy SecretaryFor HealthGladys CarriónCommissionerOCFSDr. Richard F. DainesCommissionerDOHMichael HoganCommissionerOMHDennis P. Whalen will serve as DeputySecretary for Health, the Governor’s top aidein this field. In this position, Whalen is alsoexpected to be a key adviser in the areas ofhuman services.Whalen has served as Executive DeputyCommissioner for the State Department ofHealth since 1996. “Everything that came outof DOH that had anything to do with programsor contracts was signed by Dennis,” said JackO’Connell, Executive Director of the Healthand Welfare Council of Long Island. “He isextremely knowledgeable about health careand he is going to play an extremely importantrole in the new administration.”From November 1998 to June 1999 heserved as the Acting State Health Commissioner.Whalen previously served the Departmentof Health as the Director of theOffice of Health Systems Management, andthe Executive Deputy Director of the AIDSInstitute. He also served in several seniorpolicymaking positions at the Office of Alcoholismand Substance Abuse Services. Hebegan his career with New York State at theDepartment of Health. Assisting Whalenwill be Joe Baker who has been named AssistantDeputy Secretary for Health and HumanServices. Baker previously served as HealthCare Bureau Chief in the Office of the NewYork State Attorney General, Executive VicePresident of the Medicare Rights Center andAssociate Director of Legal Services for GayMen’s Health Crisis.BARRIER FREE LIVINGCelebrating 25 years of helping New Yorkers withdisabilities live independently in our community.To our groupof innovative clients.FUNDRAISING EXCELLENCE SINCE 1995212-868-4800 _ WWW.LP-ASSOCIATES.COMGladys Carrión has been nominatedto become Commissioner ofthe Office of Children and FamilyServices (OCFS). Prior to her nomination,she served as Senior VicePresident for Community Investmentat United Way of New York Citywhich she joined in 2005. Prior tothat, Carrión was Executive Directorof Inwood House from 1999 to 2005and Executive Director of FamilyDynamics, Inc. from 1995 to 1999.“I think it is a terrific appointment,”said Jim Purcell, ExecutiveDirector of the Council of Familyand Child Caring Agencies (COF-CCA). “It is a demonstration of theGovernor’s commitment to kids andfamilies in need. I look forward toworking with her.”“This governor has a great commitmentto children and families,”Commissioner Carrión told NYNP.“He understands what the needs are.I am very hopeful that we are goingto be able to do great things.”Commissioner Carrión looksforward to working with the childwelfare community which sheknows well. “I am probably the firstcommissioner who has had to dealwith an MSAR or who actually hashad to work on Connections,” shesaid. “So, I bring a deep appreciationfor those issues.“Running an agency,º you haveto deal with a lot of unfunded mandates,”she continued. “Now, I amin a position to look and see wherewe can make some changes or reallyunderstand the constraints we areunder. Hopefully, we will be ableto bring people in to think throughthese issues and come up with workablesolutions.”Commissioner Carrión plans todivide her time spending three daysin Albany and two in New YorkCity. “A lot of the work is done inNew York City,” she said.OCFS’s jurisdiction includeschild care, youth development,child welfare and juvenile justiceservices. “It is a large and complexagency and there is a lot of work tobe done,” said Carrión. “I am gearingup for that.”Dr. Richard F. Daines has beennominated to be Commissionerat the Department of Health. Dr.Daines is President and Chief ExecutiveOfficer of St. Luke’s-RooseveltHospital Center in New YorkCity.“HANYS welcomes the appointmentof Dr. Richard F. Dainesas the New York State Commissionerof Health,” said Daniel Sisto, Presidentof the Healthcare Associationof New York State. “Dr. Daines’perspective as a physician, hospitaladministrator, and former medicaldirector makes him uniquely qualifiedto meet the many challengesassociated with providing the highqualitymedical care that New Yorkershave come to rely on.“Governor Spitzer has madeclear with this appointment, as hehas with his other health care appointments,that his administrationembraces health care providers asessential partners in achieving ourshared goal of effecting real, lastingreform that strengthens the healthcare system and better serves ourpatients,” Sisto continued.Prior to becoming President, heserved as Senior Vice President forProfessional Affairs and as MedicalDirector. Dr. Daines served in aseries of clinical and administrativepositions at St. Barnabas Hospitalin the Bronx, including Director ofCritical Care, Director of MedicalEducation, Medical Director andVice President for Professional Affairs,and Senior Vice President forProfessional Affairs. He was alsoa founding member of the board ofPartners in Health at St. BarnabasHospital. He chaired the Health,Education and Human Services TaskForce for Bronx Borough PresidentFernando Ferrer from 1998 to 1999and served as Medical Director atLincoln Medical and Mental HealthCenter. Dr. Daines received his B.A.from Utah State University, and hisM.D. from Cornell University MedicalCollege; he did his residencyin Internal Medicine at New YorkHospital.Michael Hogan has been nominatedas Commissioner of the Office of MentalHealth. He has served as the Director ofthe Ohio Department of Mental Healthsince 1991. While there, he was Chairmanof Federal Government’s New FreedomCommission on Mental Health from 2001to 2002. Previously, Hogan served as Commissionerof the Connecticut Departmentof Mental Health from 1987 to 1991.“We want to welcome him to the BigApple,” said Philip Saperia, Executive Directorof the Coalition of Behavioral HealthAgencies. “He is obviously a nationalleader of repute and has said some reallyimportant things about mental health servicesthat we are quite supportive of. NewYork has a rich service delivery system andwe are looking forward to working him tomake it better.”“New Yorkers with psychiatric disabilitiesand their families, communitymental health providers and taxpayersalike will be extremely well served by DrHogan’s selection,” said Harvey Rosenthal,Executive Director of the New YorkAssociation of Psychiatric RehabilitationServices.Hogan draws strong praise from mentalhealth advocates and providers in Ohiowho typically seemed “sorry to see himgo.”“Our association had a great relationshipwith him,” said Cheri Walter, ExecutiveDirector of the Ohio Association ofCounty Behavioral Health Authorities. “Ithink you got somebody who has a lot ofvision and who really can move your systemforward. He has been a huge advocateof the recovery process and of consumerrights and consumer involvement.”“He is a family member so he has thatsense about all of this that sometimes escapesthose who haven’t had to live withthis for some time,” said Jim Mauro, ExecutiveDirector of the National Alliancefor the Mentally Ill in Ohio.Hogan has also been seen as a strongadvocate for mental health services withinstate government. “Mental Health wasone of the few agencies in the last bienniumthat didn’t get cut,” said Mauro. “Infact it received a 3% increases. He workedvery hard on maintaining what was alreadyexisting in an environment where no newmoney was coming down the pike.”

February 07 New York Nonprofit Press www.nynp.biz 9FACES OF A NEW ADMINISTRATIONDiana Jones RitterCommissionerOMRDDKaren Carpenter-PalumboCommissionerOASASDavid HansellCommissionerOTDACarol AshCommissionerParksDiana Jones Ritter is being nominatedto serve as Commissioner of theOffice of Mental Retardation and DevelopmentalDisabilities. Ritter hasserved as the Executive Deputy Comptrollerin the New York State Officeof the State Comptroller since 2003.While there, she served in a number ofcapacities, including Deputy Comptrollerin the Division of Administrationfrom 2001 to 2002, Assistant DeputyComptroller in the Division of ManagementAudit and State Financial Servicesfrom 1995 to 2001.and as ExecutiveDeputy Director in the Office of PublicHealth from 1993 to 1995. Previously,Ms. Ritter was the Associate Commissionerof Administration and QualityExecutive in the New York State Officeof Mental Retardation and DevelopmentalDisabilities from 1990 to 1993.She received her B.S. from MorganState University.“We are thrilled. She is a greatchoice,” said Margery Ames, ExecutiveDirector of the InterAgency Council ofDevelopmental Disabilities Agencies.“Even though she was in the Comptroller’sOffice and before that in the Divisionof Budget, she has always workedon our issues. She was part of the groupthat did the financing model on how wewere going to move the Willowbrookpeople out into the community. That ishow far back she goes on this.”“We are eager to work with her,”said Ann Hardiman, Executive Directorof the New York State Associationof Community and Residential Agencies(NYSACRA). “We are enthusedto have a leader who knows our issuesalready.”“She was at OMRDD itself longenough to understand the culture of theparents and the providers very well,”says Ames.Advocates believe that Ritter’sunderstanding of the financial underpinningsof the MRDD system will beparticularly important.“We have serious housing stock issuesin New York and she is aware ofthat,” says Ames.“We will be bringing our concernsabout the workforce to her,” says Hardiman.Karen Carpenter-Palumbo has beennominated to serve as Commissioner ofAlcoholism and Substance Abuse Services(OASAS). Carpenter-Palumbopreviously served as Vice Presidentof the American Cancer Society since2004.“Karen is a very well respectedperson who has a very interesting mixof experience, skills and talents whichlends itself to doing an excellent job,”said John Copolla, Executive Directorof the Alcohol and Substance AbuseProviders of New York State.During prior service with State government,Carpenter-Palumbo worked inthe New York State Office of MentalHealth as the Director of Childrenand Families from 1994 to 1996 andwas Assistant Secretary to the Governorfor Human Services from 1990 to1994. From 1997 to 2004, she assumedseveral positions in the Capital DistrictPhysicians’ Health Plan.“We know Commissioner Carpenter-Palumbofrom her days at OMHwhere we had very positive relationships,”said Philip Saperia, ExecutiveDirector of the Coalition of BehavioralHealth Agencies. “We have heard onlynice things about her and we are lookingforward to working with her.”GotIssues?email editor@nynp.bizDavid Hansell has been nominatedto be Commissioner of the Office ofTemporary and Disability Assistance.He has been Chief of Staff at the NewYork City Human Resources Administration.From 1988 to 1994, he workedin a range of positions at Gay Men’sHealth Crisis. From 1997 to 2001, hewas the Associate Commissioner forHIV Services at the New York CityDepartment of Health. He subsequentlyserved as Associate Commissionerfor Planning and Program Implementation.Hansell has also been a consultanton health policy and social services issuesto a wide range of governmentaland non-profit organizations.Carol Ash has been nominatedto be Commissioner, Department ofParks, Recreation & Historic Preservation.Ash has served as ExecutiveDirector of the Palisades InterstatePark Commission since 1999. Previously,she was State Director of theNature Conservancy in New York from1994 to 1999. From 1992 to 1994, sheserved as Director of the Office of EnvironmentalPolicy and Managementfor the Port Authority of New York andNew Jersey. Ash became Regional Directorof the New York State Departmentof Environmental Conservationin 1985 and continued in this capacityuntil 1992. Prior to that, she served asa consultant from 1981 to 1984.

10 New York Nonprofit Press www.nynp.biz February 07THE COMEBACKThe Comeback at St. Christopher’sRebuilding a Program and a ReputationThey didn’t have a chance. That was theconsensus outlook for St. Christopher’s Inc. inDobbs Ferry on January 14, 2005 when NewYork City’s Administration for Children’s Servicesannounced that it was canceling $86 millionworth of contracts. Lost in one fell swoopwere the agency’s entire foster boarding home(FBH) program, 90% of its residential placements,preventive services, a citywide homemakerprogram and two child care centers. TheACS move came in response to a Departmentof Investigation finding that staff at St. Christopher’sFBH program had falsified case recordsin advance of an annual ACS review. No onein the broader child welfare community -- andI mean no one -- believed the 124-year-old St.Christopher’s would live to see its 125th birthday.Today, two years later, St. Christopher’sis thriving. It is certainly smaller. Thereare no ACS contracts; no FBH, preventive orchildcare programs. Yet, the agency is operatingnear capacity at both its Dobbs Ferry andValhalla campuses. It has a brand new schoolon campus and a 160-student special educationThe Kenneth Clark Academy, St. Christopher’s new on-campus school, opened in September 2005.day school in Yonkers. It has new leadership,new programs and an entirely new client base.Most importantly, it has a renewed and growingreputation for providing high quality residentialand educational services for particularlytroubled youth.St. Christopher’s turnaround may wellhave begun on March 14th of 2005 when theboard appointed Joseph Semidei to succeedLuis Medina as the agency’s new executive director.Once again, many in the child welfareworld were skeptical. Semidei has had a longcareer with City, State and Federal agencies buthad never headed up a nonprofit provider, letalone one facing imminent extinction. “Joe is abig picture guy, not a detail guy,” said one longtimecolleague. “And residential child care isall about the details.”Nevertheless, Semidei has guided St.Christopher’s through a stunning turnaroundand he has done it through both broad visionand attention to detail.“You have accomplished the most magnificentand wonderful transformation that I haveever seen in the child welfare field,” said RobertMcMahon, Executive Director of SCO Familyof Services, last April. “Your cottages are wonderfuland your school is just outstanding.”“This is a turnaround at an agency that weare very, very pleased with,” says Larry Brown,Executive Deputy Commissioner at the NewYork State Office of Children and Family Services.“I have been very impressed with theflexibility and support of the board, the consistencyof the direction they are headed and theimprovements they have made. They have doneevery single thing we have asked them to do.”Getting from there to here has not beeneasy.Semidei’s first task upon taking up thechallenge was to get a true assessment of St.Christopher’s weaknesses and its remainingstrengths. Despite ACS’ across-the-board cancellationof City contracts, the DOI investigationhad focused on falsification of records inonly one particular program – FBH. “No otherprograms were implicated,” says Semidei whocontinues to believe that the agency-wide punishmentmeted out by ACS Commissioner JohnMattingly was excessively harsh. Nevertheless,Semidei sought out objective evaluationsof service quality at St. Christopher’s remainingresidential programs. What he learned wasnot reassuring.“The first week I was here I went to the regionaloffice of OCFS and they gave me an incredibleassessment of how extensive the problemswere,” recalls Semidei. “The first bulletpoint was all I needed to see. ‘No programstructure; no activities for the kids.’ I got mad.If the kids are not getting what they are entitledto, that pisses me off. It is unacceptable.”This and other assessments would go intogreater detail but there was a common theme.“The mantra of all auditing bodies consisted ofthree things: lousy progress notes, lousy treatmentplans and we don’t know what outcomesyou are achieving with these kids,” says Semidei.When he looked around, Semidei didn’tlike what he saw. The new campus school,in the planning stage for five years, was justa hole in the ground. The residential cottageswere dark, dank and covered with graffiti.Kids looked out at the world through sheets ofscratched and clouded Plexiglas. “You wouldsee a tremendous amount of anger visible onthe faces of children and staff,” says MuhammadRiaz, St. Christopher’s Director of ResidentialServices. “When people feel they arenot accomplishing anything, they are angry.”The new executive director set out tochange practice and culture across the agency.His first task was to establish a new “moralcenter”. “My experience with reform in thepast has always shown that a leader has to setthe moral direction,” says Semidei. “He has tohave high expectations for how you deliver servicesand how you treat the customer.” Semideiused what he called his “Five Cs”: Compassion,Conviction, Commitment, Creativity andCourage.Semidei also asked his program staff toanswer a simple, yet fundamental question: “Ifa child is here for one year, what is the benefitfor that child and that family? What uniquecontribution did we make? Why are we in business?”The result was a commitment to move ina new direction, away from the agency’s traditional“behavioral” model of programmingto a “clinical” modelwhich focused on meeting thespecific emotional needs of individualchildren. The agency’sstaff would expect more of andfor the children and themselves.Education would be at the core ofSt. Christopher’s program.Dr. Robert Maher, Superintendentof St. Christopher’s oncampusspecial act school, hasbeen a full partner in establishingthe agency’s new program. Mahercame to the agency in August2004 and began fixing problems.He resolved a longstandingdispute between the agency andthe State Department of Educationwhich had frozen reimbursementrates since 1997. “Theyhad actually had a decent program,but when rates werefrozen, they started cutting back,” says Maher.“The programs they cut were sports and co-curricula,things the kids related to most.”“Every child needs to be moving towards aRegents diploma,” Maher continues. “Not everychild will earn one, but that is the minimum goalwe should shoot for.” Maheralso wanted to round out theprogram. “We also wantedarts, music, dance, drama,drivers education, sports, allthe things that kids in regularhigh schools have.”At the new St. Christopher’skids would learn realscience and math from realteachers in spotless, graffiti-freeclassrooms. Theywould wear uniforms of brightly colored poloshirts over khaki slacks. “The kids balked at theuniforms,” says Semidei. “‘What is this, a prepschool?’ they asked. Yes. It is a prep school forpoor kids. We are preparing these kids for lifeoutside of poverty.”Armed with this new programmatic andeducational vision, Semidei and Maher neededonly two m ore things—money to implementthe plan and children to serve.With the loss of its ACS contracts, St.Christopher’s referrals had dropped by 90%.The agency was broke and almost empty.And, the situation would get worse before itgot better. In July 2005, Westchester County,its second largest customer, chose not to renewits contracts. The decision followed an incidentin which St. Christopher’s released a childfor a weekend visit with his uncle, a Level IIIsex offender. “We screwed up,” acknowledgesSemidei.The situation, which had been bleak, nowlooked dire. “Irreparable damage” was howFrank Spain, who had guided St. Christopher’sthrough its initial response to the ACS scandal,described the blow.“This was not the kind of situation youcould handle through the usual belt-tightening,”says Semidei. The agency had alreadylaid off 150 staff in its FBH and other ACS programs.St. Christopher’s needed new customersand it needed them right away.Amazingly, an entirely new customerbase was ready and waiting. For decades, thestate and local governments – particularly localschool districts – had been sending their mosttroubled children out of state to institutions thatwere prepared to accommodate their specialneeds. These “out of state placements” havebeen extraordinarily expensive in both financialand human terms. Unrestricted by New York’sown rate setting guidelines, these institutionshave been able to charge whatever the marketwould bear. And, localities with nowhere elseto turn were prepared to pay heavily. At thesame time, facilities in Pennsylvania, Connecticutand even Florida are a long way away,both from a child’s family in New York andfrom regulators expected to monitor their care.It has often been argued that some of these institutionsare better at marketing their servicesthan actually providing them.Consequently, over the same period oftime, officials at all levels of government havebeen calling for these children to be broughthome. These efforts took on a new urgencyin July of 2005 when the State Department ofEducation was assigned responsibility for developinglocal placement options. However,local providers, bound by the State’s tighterreimbursement guidelines, have been reluctantto take up the challenge.St. Christopher’s no longer could affordSt. Chrisopther’s invested over $700,000 in the renovation of its residentialcottages.to say no. “We made a virtue out of necessity,”says Semidei. The agency set out to becomethe placement of choice for children referredby local Committees on Special Educationwho would otherwise be headed out of state.

February 07 New York Nonprofit Press www.nynp.biz 11THE COMEBACKJoseph Semidei, Executive DirectorSemidei sought out assurances from OCFS andState Education that they would support the effort.Superintendent Maher visited out of statefacilities to learn whether St. Christopher’scould provide services that were as good orbetter.“Frankly, I was not that impressed,” saysMaher after visiting several out of state competitors.“I felt that they were just marking timewith these children educationally and the residentialconditions left a lot to be desired. I toldState Ed that if you allow us to take these specialneeds youngsters we will have them closerto home, get their families involved and providethem with a solid academic program.”For agencies used to serving only NewYork City’s ACS, attracting CSE placements isan entirely different world. Rather than relyingon just one major customer, you now deal withdozens. “I have personally visited probably 50local school districts myself,” says Maher.In fact, the real customer is each childand their family. While almost all human serviceagencies now regard individual clients astheir customer, the CSE placement mechanismbrings this relationship to life. Unlike referralsfrom ACS or other child welfare authorities, individualCSE families can choose between upto five different residential program options.St. Christopher’s would have to win itsCSE referrals one family at a time. To do so, itneeded a strong program and attractive facilities.Both require funding. Despite the agency’sfragile fiscal condition, Semidei convinced theBoard to invest heavily in the St. Christopher’sfuture. “The Board of Directors has to get thereal credit,” he says. “Right from the beginningthey took a very courageous stand.” The agencysold a 3.5 acre piece of property it ownedon the Hudson. “We got $4.1 million from thesale and that gave us some financial resourcesfor the transition,” says Semidei. More than$700,000 of that sum went right into renovationof the campus cottages. Gone was the graffiti,the institutional feel and the Plexiglas. “Wewanted to raise the expectations for the kids,”says Semidei. “People told us we couldn’t putreal glass into the windows. These kids roseto the challenge. After two years we have onlyhad two or three broken windows.”“These cottages look like just like collegedorms,” says Maher, exactly the vision hewanted CSE parents to share.Maher oversaw construction of the KennethClark Academy, St. Christopher’s stateof the art new on-campus schoolwhich opened September 2005.The bright, modern structure offersa comfortable learning environmentfor 120 students from theagency’s Dobbs Ferry and Valhallaresidential programs. Student artworklines the walls of the ClarkAcademy’s spotless halls. “Thereis no grafitti at all,” emphasizesSemidei.A revised rate structure negotiatedwith SED supports educationalprogramming to meetthe special needs of the school’sCSE placements. “Most SpecialAct schools have a structure of12-1-1,” says Maher. “There are12 students to one faculty memberand one teacher aide. To deal withour kids’ learning disabilities andemotional handicaps, the Stategives us a rate at our Yonker’s siteof 8-1-2. Here our ‘out of state’kids are even more involved. Theygive us a 6-1-2 model. This givesus the appropriate support we needfor these types of children.”“I continue to be extremelyimpressed with your school programsuch that it is highly individualized andas a result meets the needs of students with avariety of disabilities,” wrote EdwardPlacke, Ed.D., Assistant Commissionerat the NYS Education Department earlylast year. “Beyond the individualizedcurricula that enables students to earnIEP diplomas, high school diplomasand Regents diplomas, your overallschool climate is extremely conduciveto learning.”St. Christopher’s investments inthe quality of its residential programminggo far beyond cottage renovation.Semidei identified existing staff whocould buy into his new programmaticvision and let go of staff who couldn’t.“We turned over 40% of our residentialprogram staff,” he says. Dr. CatherineMorrison was promoted from Valhallato head up clinical services for the entireagency. Dara Caputo was hired tostrengthen social services. “Cathy and Darahave solved the problems highlighted by auditors,”says Semidei. “Now we have great progressnotes, great treatment plans and we knowthe outcomes for our children.”“St. Christopher’s residential programis one of the finest I’ve encountered,” wrotePlacke. “Your residences are modern, safe andlend themselves to students learning a varietyof values and skills.”While there is always more work to do atany agency, Semidei’s own work at St. Christopher’swill soon be done. He will retire onMarch 13th, exactly two years after he arrived.“It has been a remarkable turnaround,”says Jim Purcell, Executive Director of theCouncil of Family and Child Caring Agencies(COFCCA). “Joe brought the right styleof leadership. He has recognized the talentthat existed on staff and brought in new peoplewhere he had to. He has been astute aboutidentifying and pursuing program options. Hehas amazed me.”Maher to Succeed Semidei at Executive DirectorOn March 13th, Dr. Robert E. Maher will succeed Joseph Semidei as Executive Director at St.Christopher’s Inc. As described in our article, Maher came to St. Christopher’s in August 2004 asSuperintendent of the Greenburgh-North Castle School District, theagency’s on-campus school, and has played a key role in engineeringthe agency’s renaissance.Maher previously served as the principal of Briarcliff High School,recognized as one of the top high schools in the United States, for 10years. Prior to that, he was principal of Cornwall Central High Schoolin Orange County during which time it was recognized as a New YorkState School of Excellence. Maher also served the Lakeland CentralSchool District as a teacher, night high school program director, Deanof Students and Assistant Principal of the high school.For the past fifteen (15) years, Dr. Maher has served as an educationalconsultant and advisor to the Office of Juvenile Justice—JuvenileJustice Resource Center (US Department of Justice), the UnitedStates Department of Education, the Division for Student Activities ofthe National Association of Secondary School Principals, the National School Safety Center, severalState Departments of Education and numerous public and private school districts throughout America.He is an associate professor in the Graduate School of Education at Fordham University and has publishedextensively in the areas of leadership, curriculum design, bullying and victimization, schoolmanagement and discipline.Maher received his B.A. (Sociology/ Criminology) and M.S. ed. (Counseling and Education)from the State University of New York (Plattsburgh) and his doctorate from Fordham University inEducational Administration and Supervision.Succeeding Semidei will be Robert Maherwhom the board has selected to be St.Christopher’s next Executive Director (Seebox above.“We have built a foundation and Bobwill be able to build on that foundation,”says Semidei. “It has been an amazing twoyears.”

12 New York Nonprofit Press www.nynp.biz February 07AGENCY OF THE MONTHNorthern Manhattan Perinatal PartnershipMaternal Health from Womb to TombIn 1990, the infant mortality rate in CentralHarlem was the highest in the UnitedStates. Almost 28 babies out of every 1,000live births died before they reached the age ofone, more than three times the national average.Northern Manhattan Perinatal Partnership(NMPP) was born in response to this publichealth crisis. Over the past 15 years, NMPPhas developed a range of programs designed toimprove the health of pregnant and parentingwomen and their children. It works with networksof hospitals, health care providers andcommunity based organizations to reach andserve some of the City’s poorest and most vulnerablewomen. Partly as a result of its work,northern Manhattan’s infant mortality rate hasbeen reduced by more than 80%. By 2004, itsrate of 5.1 deaths per 1,000 live births was actuallybelow the national average of 6.5. Quitea turnaround!“We believe that every newborn has aright to live past their first birthday,” says MarioDrummonds, NMPP’s Executive Director.“NMPP’s mission is to save babies by helpingwomen take charge of their reproductive, socialand economic lives.”NMPP began as a vision of Dr. GeorgiaMcMurray, New York City’s first Commissionerat the Agency of Child Development. In1991, McMurray joined the New York UrbanLeague and launched a Healthy Start maternalhealth program. Healthy Start is a federal initiativedesigned to identify and develop community-basedapproaches for reducing infantmortality and improving the health and wellbeingof women, infants, children and theirfamilies. There are now more than 96 HealthyStart programs operating nationwide with fiveprograms, including NMPP’s Central HarlemHealthy Start, in New York State. In 1995,NMPP became its own 501c3 nonprofit corporationand Drummonds took the helm a yearlater.Healthy Start provides case managementand health education for pregnant women ormothers of children under the age of two. Adedicated outreach worker looks for womenat high risk of poor birth outcomes throughcontacts with local hospitals, clinics, CBOs,churches, food pantries and shelters. Theprogram’s case managers conduct assessmentsof the mother’s health status. Is she receivingprenatal care? Does she have health insurance;a regular physician? What is her general stateof health? Does she have specific risk factors;medical conditions like obesity or diabetes? Isthere an issue with substance abuse or HIV/AIDS? Does the woman have emotional ormental health challenges? Case managers alsodo a broader assessment looking at parentingand home making skills as well as financialand housing issues.The case managers meet a client’s needsthrough referrals to appropriate communityservices – doctors, mental health programs,food stamps, substance abuse programs, etc.“We provide parents with various incentivesto go to appointments,” says Segrid Renne,Director of the Healthy Start Program. “Weoffer food vouchers and shopping vouchers atvarious department stores. We also providethem with emergency pampers and formula.We have a whole array of things that pregnantwomen and mothers need. We can give themstrollers and play pens.”The Healthy Start program has a staff offour case managers – each with a caseload of25 women or families -- as well as a case managementsupervisor. “The majority of work isdone by going out to the client to make suretheir needs are met,” says Renne. “Case managersmeet with the women a minimum oftwice a month and more often when needed.”The program also features a Health Educatorwho provides one-on-one counseling andgroup sessions for women on how best to carefor themselves and their child. Developmentalassessments of newborns are done regularlyto identify any problems or concerns early on.“A large portion of our clients are homeless,”says Renne, a factor which complicatesthe woman’s ability to access prenatal servicesand Healthy Start’s ability to monitor her care.Healthy Start serves over 200 women andtheir children each year. Women typically staywith the program for a two year period.“HRSA (The Federal Health ResourcesServices Administration within the Departmentof Health and Human Services which administersHealthy Start) has designated us a Centerof Excellence,” says Drummonds. “This summer,we and six other programs will receive theaward. HRSA wants to replicate our programmodels in other parts of the country.”Healthy Start is just one ofseveral perinatal program modelsfunded by either the federal or stategovernment to address the healthneeds of women who are pregnant orparenting young children. There aresimilarities among them. They typicallyincorporate case managementservices, home visiting, health education,developmental screenings,etc. There are also some differencesin eligibility criteria and service delivery.NMPP offers the full menu,targeting different programs to specificcommunity catchment areasacross northern Manhattan.The Community Health WorkerProgram dates back to 1991. Theprogram serves 200 pregnant andMario Drummondsparenting families in East Harlem. “The ideais to work with high risk women, not onlyhealthwise but in other ways, immigration status,homeless women, people who don’t knowhow to navigate the system,” says Maria Guevara,Director of the program. “We do outreachin our community in all places we can thinkof -- beauty parlors, supermarkets, churches,shelters. Most of our clients are Hispanic,new immigrants from Latin America. Thesepopulations are easy to engage. They are moreneedy.”The Community Health Worker Programis funded by New York State’s Department ofHealth. The focus is on engaging pregnantwomen. “75% of the caseload is supposed tobe pregnant,” says Guevara. Children are onlyserved up to the age of one.Similar to Healthy Start, Guevara’s fourcase managers assess a client’s needs and makereferrals to appropriate services. “We developan assessment and a service plan,” says Guevara.“Let’s say a woman is five months pregnantand not going to a doctor for prenatal care.We have to engage her in clinical services, callto make appointments, get all the documentationshe needs and bring her to the clinical careprovider. It is a lot of work. In the beginning,we might see her once or twice a week.”Once again, New York’s shortage of affordablehousing is a significant complicationfor women who are pregnant or have recentlygiven birth. “We have instances where theNorthern Manhattan PerinatalPartnership’s Social Health MarketingGroup develops public informationcampaigns for government agencies.

February 07 New York Nonprofit Press www.nynp.biz 13AGENCY OF THE MONTHSisterLinkSisterLink is all about outreach. It targets pregnant women with HIV/AIDS who are atrisk of transmitting the infection to their newborn children and connects them with lifesavinghealth and social services. “These are women who are on the edge,” says Dawn Schuk,Director of the Program. “We literally take them off the streets.” In 2005, the program wasin contact with almost 2,000 women.SisterLink is a CAPC (Community Action for Prenatal Care) program funded by New YorkState’s AIDS Institute. The program functions as a network of more than 75 health and humanservice providers coordinated by NMPP. Outreach is done by Outreach Workers at thesenetwork organizations. They are recruited by Schuk, trained by Program Associate MariamHusamudeen and receive a quarterly stipend for their work.“These are people who have outreach experience. They know their areas. They go toSROs, shelters, transitional housing programs,” says Schuk. “They work really hard. Theygo out at night to the worst of the worst places because they know that is where they aregoing to find their clients.“This is not just handing out pamphlets,” Schuk continues. “There is a lot of relationshipbuilding. We try to meet their most immediate needs first – food, clothing, Metrocards-- even before we start talking about the pregnancy.”SisterLink does not provide case management services itself. Rather, it refers clients to case managers at the most appropriate of its networkagencies. Still, Schuk, Husamudeen and Program Liaison Nakisha Davis continue to be there for clients. “They feel comfortable,” says Schuk. “Theyknow they know us.”kids are delayed because of the environmentalconditions,” says Guevara. “We recentlyhad an eight month old baby with some motorskills difficulties because she was always inthe stroller. They were living in a tiny roomwith just space for one bed and the stroller.”Serving families who are living doubled ortripled up can be difficult. “It is hard to providehealth education and family planning counselingwhen you have three different families livingin the same apartment,” says Guevara.The program’s community-based office at126th Street between Lexington and Park Avenuesprovides a base for group activities andnetworking. “We have enhanced the program toprovide educational workshops once a week,”says Guevara. “We have a support group thatbrings a lot of clients to the office. It has beenvery successful. If you only do the home visits,the women remain isolated. They need tomeet other people and provide support for eachother.”“BABY STEPS” is another State-fundedhome visiting and case management programthrough which NMPP serves central Harlem.Administered by the Office of Children andFamilies, Baby Steps is one of 28 programsacross the state which utilize the Healthy FamiliesAmerica service model to improve maternaland child health and safety. (See “HealthyFamilies New York”, NYNP March 2006.)The SisterLink CAPC Initiative specificallytargets pregnant women with HIV/AIDS whoare at risk of transmitting the infection to theirbabies. SisterLink is different than NMPP’sother perinatal programs in that it focuses onstreet outreach to exceptionally high-risk womenand refers clients to other appropriate providersrather than offering ongoing case managementservices itself. (See box above.)The Power of PartnershipWhile these directly provided perinatalprograms are at the heart of NMPP’s servicemission, the agency has significantly expandedits impact through a series of network andconsortia in which it plays a key role.The NMPP’s Comprehensive Prenatal-PerinatalServices Network (CPPSN) isfunded by a NYSDOH to coordinate perinatalservices in Northern Manhattan. “Weare responsible for surveying all of NorthernManhattan and looking for gaps in care andservice,” says Drummonds. “We have beenfunded for this since the early 90s. We do a lotNMPP continued on next page

14 New York Nonprofit Press www.nynp.biz February 07AGENCY OF THE MONTHof training and are responsible for completinga needs assessment on a regular basis. We collaboratewith all the major hospitals -- MountSinai, the Health and Hospitals Corporation,Presbyterian hospital and Cornell Weil.”With a budget of barely $5 million,NMPP is a CBO “David” in a land of hospital“Goliaths”. Early on, however, the agencycame to the conclusion that it needed to stepup and work with the big boys. “We weretoo small an organization not to hook up withhospitals and build strategic partnerships withthem,” says Drummonds. “We have built severalpartnerships with hospitals in the City.”One of the first was its collaboration withHHC’s Harlem Hospital on development ofthe Dr. Georgia McMurray Birthing Center.“We could see the demographic data,” saysDrummonds. “Women were coming into Harlemwho had a history of having their childrennaturally. We knew that if we were going tobring these women into our care system, wehad to develop a clinical infrastructure thatcatered to their cultural and clinical needs.”NMPP helped to plan and finance the newfacility which opened in 2003. “RepresentativeRangel gave us $400,000. Then BoroughPresident C. Virginia Fields gave us over $1million. Once we set up the operation it wentstraight to Harlem Hospital. We are not in theclinical care business,” says Drummonds.In another collaboration, NMPP partneredwith New York Presbyterian Hospital todevelop a second Community Health WorkerProgram. The hospital, which is one of thelargest in the country and is based in WashingtonHeights, had an interest in expandingservices in East Harlem. “We jointly submitteda proposal,” says Drummonds. Theprogram operated for several years beforefunding dried up. NMPP recently partneredwith New York Presbyterian once again ona NYSDOH Office of Minority Health projectdesigned to address diabetes conditionsin Northern Manhattan and the South Bronx.“There were only two proposals funded inNew York City,” says Drummonds, “ours andLutheran Medical Center in Brooklyn. This isall based on building relationships with seniorleaders of the hospitals.”In several cases, NMPP has won programswhich might otherwise go to significantlylarger institutions. For example, afterpreviously serving as a subcontractor toMHRA on the Healthy Start Project, NMPPwon the lead agency grant for the project in2000. New York City’s other Healthy Startlead agencies are the City Health Departmentitself and Columbia University School of PublicHealth. “I felt that we as a nonprofit werestrong enough to compete against the likes ofColumbia and the City Health Department,”says Drummonds. “We had a unique style ofwork and a unique population. It was a riskydecision. We could have been out of the businessall together.”AdvocacyNMPP has been an active advocate in theeffort to expand perinatal health services inNew York City. In 2001, the agency helpedto launch the Citywide Coalition to End InfantMortality. “Up until that point, mostperinatal programs had been funded by thefederal or state governments,” says Drummonds.“There was no City tax levy dollarssupporting perinatal care in New York.” TheCoalition brought together over 60 community-basedagencies delivering maternal andchild health services and went on the offensiveboth at City Hall and in local media. “Wetalked about the problem of infant mortality,not only in Central Harlem but in eight or nineneighborhoods around the city where it wasvery high – Brownsville, Bedford Stuyvesant,certain communities in the South Bronx,”says Drummonds.As a result, the Coalition won City Councilallocations of $5 million annually beginningin FY2002. Two years ago, the allocationincreased to $7.5 million and now funds40 different perinatal providers in New YorkCity. NMPP uses its own $300,000 allocationfrom the City Council to enhance its existingprograms and undertake new projects.City Council monies have helped to supportNMPP’s growing focus on perinatal depressionand other pregnancy-related mentalhealth issues. NYCDHMH Harlem StrategicAction Committee Social Support SubgroupAll Healthy Start programs are required to dodepression screening and monitor the mentalhealth of clients. “There are biological changesthat take place during pregnancy which cantrigger mental health issues for women,” saysDrummonds. However, there are relativelyfew clinicians trained to assess or treat theseperinatal mental health problems.Since 2003, NMPP has participated in aninitiative by the New York City Departmentof Health and Mental Hygiene (DHMH) toaddress this issue. A DHMH-funded HarlemStrategic Action Committee and its SocialSupport Subgroup, of which NMPP is amember, has taken several steps to strengthenthe service system for women suffering withperinatal depression.A “Grand Rounds” project has identifieda panel of clinicians who are experts in perinataldepression. “Over the past three years, wehave trained over 400 doctors, social workers,psychiatrists, psychologists, midwives andnurses on how to screen, diagnose and treatperinatal depression,” says Drummonds. TheHarlem Strategic Action Committee is alsocreating a complete mental health providerdirectory to identify clinicians trained to dothis work in Northern Manhattan. “A lot ofplaces can do screenings but they don’t havethe skill sets to do ongoing treatment,” saysDrummonds. “People don’t know where tosend women for treatment.”A Big Picture Lookat Maternal HealthMost perinatal health programs traditionallyfocus on the period of pregnancy and up toa year or more in the life of the newborn baby.That is not enough, says Drummonds. “Thepregnancy is only nine months. That is a verysmall snapshot of a woman’s health history.The only way we can reduce racial disparitiesin birth outcomes is to manage the health of ayoung child from the womb to the tomb. Thatis the programmatic thrust here at NMPP.”Drummonds envisions a continuum ofservices which begins caring for mothers evenbefore they get pregnant. “It is known as InterconceptionalCare,” he says. “Data shows thatif we can improve the health of amom when she is a teenager oryoung adult -- if we can controlher weight, her diabetes,her cardiovascular issues -- bythe time she gets pregnant sheis going to have much healthieroutcomes.” As part of thistrend, Healthy Start now acceptswomen who are planning to getpregnant.Interconceptional Care, however,is only the beginning.“Perinatal programs need tobe involved in early childhoodwork,” says Drummonds.“We want to managethe health care of themother and child. Wewant to get them enrolledin Child Health Plus.When they reach the teenyears, we definitely wantto talk about sexuality andhealth. So, by the time that the young child isready for reproductive life we will have managedher health since before she was born.”Drummonds envisions the integrationof this lifelong continuum of perinatal, earlychildhood and teen services as creating a Centerfor Infant and Women’s Development.Early Childhood ProgrammingNMPP has already begun putting muchof this service continuum into place. In 2000,NMPP moved into the field of early childhoodeducation when it opened a Head Startand Universal Pre-Kindergarten program inWashington Heights. “We now serve 80 families,”says Drummonds.“If we were going to have a relationshipwith mothers beyond the pregnancy period,we needed to get into businesses and programswhere we can see the mother,” saysDrummonds. “One of the best ways is HeadStart and UPK.”NMPP attempts to integrate its perinataland maternal health services into the earlychildhood programs. “We take our staff toWashington Heights and meet with parents inthe classrooms,” he says. “Our Asthma programstaff help them to prepare asthma actionplans. When a parent gets pregnant again, theHead Start Family Worker makes a referral toHealthy Start.”Drummonds acknowledges that makingthe transition into Early Childhood Educationhasn’t been easy. “We have some weaknessesand we have some strengths,” he says. “Wewant to turn our weaknesses into strengths interms of how we deliver Head Start services.”NMPP has applied for an expansion of itsHead Start program.Even more importantly from a continuumof care standpoint is NMPP’s applicationto the federal government for an Early HeadStart program which would serve childrenfrom 0-3 and would fill the missing link inNMPP’s services. “We want to complete thecycle,” says Drummonds.Teen ServicesNMPP currently has two programswhich serve young women during their teenageyears. An Abstinence Program recentlyfunded by the NYS DOH works with girlsduring the pre-teens and young teenagers.“We want to go for young children who havenot yet been influenced by the youth culture,”says Drummonds. “It is controversial. Thereis debate about whether abstinence works.Here at NMPP we are open to looking at allmodels of intervention.”The agency also operates a Club Momsprogram, funded by the State’s Office ofChildren and Family Services (OCFS), whichworks with pregnant or parenting teens.“We try to prevent the next pregnancyby getting the mom back into the educationalsystem and establishing a better relationshipbetween the teen mom and her own motherand family,” says Drummonds.Saint Nicholas Family LifeSupport NetworkNMPP has also broadened its programmaticfocus with the Saint Nicholas FamilyLife Support Network, an Administration forChildren’s Services-funded foster care preventionprogram which targets the 14-building,5,000-resident, St. Nicholas Housing Developmentin Central Harlem.“We use a public health approach,”says Drummonds. “We started out by goingdoor to door to find women who were havingproblems managing the care of their children.Many doors were slammed in our faces. But,we continued to make efforts to reach thosefamilies and find out what their needs are.”While the NMPP program does take ACS referralsfrom the broader Harlem community,its micro involvement with the St. NicholasHousing Development appears to be in closeharmony with ACS’ evolving community initiativesstrategy.Looking AheadDrummonds has seen NMPP’s budgetgrow by a factor of five since coming to theagency ten years ago. Its first two programshave grown to become 18. “I don’t know ifwe want to grow any further at this time unlessit fits into our mission and programmaticthrust,” he explains. “Everything we have fitsinto our orbit, that perinatal health pipelinethat follows a woman throughout her life.”

February 07 New York Nonprofit Press www.nynp.biz 15OUR HEROOur Hero: Gerald Griffin, Daytop Village“Gerald Griffin is a hero to his clients, his co-workers and his supervisors,”said Christina Winslow. Griffin is Director of the Daytop Village AdolescentUnit in Queens and Winslow reported to him during her four-and-a-half yearswith the agency. “Gerald Griffinhas been in the human servicesfield for over 31 years. Through hisyears as a provider of services, hehas given people from all ages andall walks of life the benefit of hisexperience.”Winslow is not alone in her admirationfor Griffin.“Since coming to Daytop, Ihave discovered that no one worksharder or is more dedicated to theirwork,” says Damon Dorsey, anAdolescent Counselor in Griffin’sUnit. “He empowers staff to makethe proper clinical decisions. He isa family man, a great supervisor,but most of all he is a teacher whoI have learned so much from. Hehas the love and respect for his coworkersand clients alike. He is truly a hero to those who know him.”“He is very committed to the adolescents and making sure this is a programwhere they can succeed and achieve their goals,” says Griffin’s own superviser,Brenda Harris-Collins. “He is the first person they come in contact with at Daytopafter they complete intake.” She notes that Griffin’s nicknames at Daytopinclude “St. Gerry” and “The King of Queens.” Griffin works closely with thefamily members of adolescents, running the program’s family group.“He is very big on education,” says Harris-Collins.“He motivates our youth to obtain their GED and high school diploma,”says Winslow. “Mr. Griffin has shown his team that you can do anything youput your mind to if you believe.”“He is very dedicated to the staff, making sure they complete their education,”says Harris-Collins.Griffin’s impact also extends beyond the confines of his own program.“Gerry Griffin is a program director who has been very active in the communityour programs are part of,” says Dominick Mattina - Administrator of OutpatientServices. “He is a leading advocate for drug treatment with criminaljustice agencies, schools, parent organizations and other community groups.He has been a spokesman and supporter sounding the alarm about youth gangsin Queens and looking for ways to educate parents and the community aboutthe problem.”“Thanks again Mr. Griffin for your strength and dedication,” says Winslow.Are You GettingYour NYNP Delivered?Give Us Your Info866.336.6967or email: publisher@nynp.bizWho Is Your Hero?NYNP is looking for stories about humanservice agency staff who work on the “frontlines” and make a life saving differencefor the people they serve.Nominate your hero – a direct service workerwho inspires you.Tell us why their work and dedication means somuch to their clients … and to you.Let us know whose story needs to be told.Email: Hero@nynp.biz or call 888-933-6967.EducationalVideoCenterEVC EVC Services for Youthand Non-Profits: What's New? For moreinformation,Call 212.465.9366or visit www.evc.orgThis announcement space is available to current and former grantees of the Child Welfare Fund.To use this space please contact publisher@nynp.biz

16 New York Nonprofit Press www.nynp.biz February 07PEOPLE SERVING PEOPLEHahn Elected President & CEOof United Way of Long IslandThe United Way of Long Island Board ofDirectors has appointed Christopher M. Hahn,currently Chief Deputy County Executive forNassau County, to be the organization’s newpresident & CEO beginning March 1. Hahnwill take over the helm of the charity from PatrickFoye, who left the position in December tobecome co-chair of the Empire State DevelopmentCorp.“We are delighted that Chris has agreed totake on the leadership of this vital organizationas president & CEO,” said United Way BoardChair Bill Savino, managing partner of RivkinRadler. “Chris has all the experience and skillsthat we believe are necessary to advance UnitedWay of Long Island’s mission. He will continueto raise the stature of the organization and toenhance United Way’s ability to improve thelives of all Long Islanders. I am excited to workwith him.”United Way of Long Island is a locallyrun, island-wide charity that focuses on reducinghunger, improving access to health care,supporting children and youth and assistingneighbors in need on Long Island. During its 42years of changing lives on Long Island, UnitedWay has granted nearly $270 million to supportLong Islanders in need.“I am honored that the United Way Boardof Directors has appointed me to this role,”said Hahn. “I look forward to working with theUnited Way team toward our common goal ofimproving the lives of Long Islanders.”In Hahn’s current position as chief deputycounty executive, he is responsible for directingand managing the daily administration, communicationsand operations of Nassau Countygovernment, which consists of a $2.6 billionbudget, 8,700 employees and 47 departments.During the past year in this capacity, Hahn heldthe top appointed post in the Suozzi administrationthat was successful in creating the NassauCounty Empire Zone, protecting open spaceunder the Environmental Bond Act, engagingin various downtown revitalization efforts, proposinga no tax increase budget that was unanimouslypassed by the Legislature, stimulatingtourism in Nassau County, and protecting Nassauresidents with various public safety initiatives.Most recently, Hahn was charged withmanaging and implementing County ExecutiveSuozzi’s aggressive campaign to save the Cradleof Aviation Museum. Within weeks of gettingthat task, Hahn raised more than $700,000for the museum, which was more than theCradle of Aviation had fundraised in the entireprevious year.Christopher M. Hahn“Christopher did a fantastic job for theresidents of Nassau County,” said Suozzi. “Ourloss is Long Island’s philanthropic community’sgain. I look forward to continuing our professionalrelationship in his new role.”Prior to working for Nassau County, Hahnwas senior associate in the government group ofHolland and Knight, LLP, and he was Long Islanddirector for U.S. Sen. Charles E. Schumerfor five years. While working for Sen. Schumer,Hahn facilitated all of the senator’s regional priorities,including coordinating and supervisingall regional post 9-11 Homeland Security activitiesfor the senator, securing all of the permitsfor a $10 million beach renourishment projectfor Fire Island communities and a coastal preservationproject from Montauk Point to FireIsland Inlet, spearheading the senator’s initiativeto clean up Brookhaven National Lab andassisting in the establishment of the Long IslandAmerican Viticulture Area for the Long Islandwine industry, to name a few of his accomplishments.“Christopher Hahn did an exemplary jobas my Long Island regional director,” said Sen.Schumer. “He is a proven manager with an unendingdesire to serve his community. I have nodoubt he will lead United Way with the sameenthusiasm and compassion with which he ledmy office.”Hahn is a graduate of SUNY Albany andSt. John’s University School of Law. He distinguishedhimself at SUNY Albany as the studentbody president, which required him to manage a$1.7 million dollar budget and provide programmingfor a 17,000 member student body. At St.John’s Law, Hahn was the recipient of a PublicInterest Fellowship and was a member of theMoot Court Honor Society.The Guild Appoints SchlesingerVice President, External AffairsAlison J. Schlesinger has joined The JewishGuild for the Blind in the new post of VicePresident, External Affairs. Before coming toThe Guild, Schlesinger was Vice President,North America Strategic Planning for AvonProducts, Inc., the world’s largest direct sellerof beauty and skin-care products.Schlesinger previously worked as a SpecialProjects Manager for McKinsey & Company,a consumer industry consulting group,and as a Product Manager for the L’Oreal HairCare Division of Cosmair, both based in NewYork, as well as for The Gillette Company’sPersonal Care Division in Boston.She received her MBA from ColumbiaUniversity and her BA from Tufts University.Miller Promoted to COOUnited Way of Long Island has named MarleeMiller as its Chief Operating Officer. Withmore than 20 years experience in nonprofit management,she is responsible for overseeing marketingand communications, human resources,events and database management functions forthe organization. Prior to serving as COO, Millerwas United Way’s senior vice president of marketingand communications for two years.Before joining United Way, Miller was seniorvice president & chief operating officer ofthe Los Angeles Area Chamber of Commerceand oversaw the day-to-day operations of theChamber, including marketing, fund development,events and administration. She also sat onthe boards of directors of the Southern CaliforniaLeadership Network, Leadership LA and theSouthern California Association of Chamber ofCommerce Executives.Prior to taking the position in Los Angeles,Miller was interim president and chief executiveofficer of the Sacramento Metropolitan Chamberof Commerce. Miller’s permanent position atthe Chamber was senior vice president of membership,programs and communications. Previousto working in Sacramento, Miller was theThe New York City-based American LiverFoundation has announced the appointment ofJohn W. Corwin as Interim Executive Director.Corwin is with Corwin Consulting, a transitionmanagement firm in New York City. Corwinspecializes in taking on the role of interim chiefexecutive, having done so for such groups as theUS Committee for the UN Population Fund, theCommunity Health Care Association of NewYork State, and Learning Leaders, Inc.Corwin’s appointment is part of a largerstrategic development plan establishing newpriorities and strengthening the organization’smission of providing education, advocacy andresearch on behalf of the 30 million AmericansMarlee Millercommunications manager of the Greater HoustonPartnership and, as a volunteer, she was presidentof the Board of Directors of the Houston Centerfor Photography and editor of its photographicarts journal. Before moving to Houston, Millerwas senior editor at the American Association ofUniversity Women in Washington, D.C.Interim Executive DirectorNamed by American Liver FoundationFoundation Center AppointsSenior VP for ResearchThe Foundation Center has appointedLawrence T. McGill as Senior Vice Presidentfor Research. McGill will oversee the center’sresearch program and direct its Research Instituteinitiative, which calls for a wide range ofnew research efforts aimed at shedding furtherlight on grantmaker trends and practices as wellas on emerging issues in the field. The initiativeis a key priority in the center’s current strategicplan, which was adopted by its board of trusteesin 2005 and is being funded by a $15 millioncapacity-building campaign.McGill previously served as Deputy Directorof the Center for Arts and Cultural PolicyStudies and director of research and planningfor the Cultural Policy & the Arts National DataArchive at Princeton University. His work withCPANDA has involved identifying, evaluating,and analyzing key social science data sets forwith liver disease.Under the leadership of the outgoing CEO,Frederick J. Thompson, the Foundation embarkedupon the first phase of a three year strategicplan, which concentrated on rebrandingthe organization and expanding its institutionaldevelopment capacity. The next phase will focuson refining the business model to achieve greateroperating efficiencies and the need for more localizedprogram emphasis.“I look forward to working with the staffand the Board of the American Liver Foundation,said Mr. Corwin. “There is no other organizationin the nation that addresses liver disease on scalethat the Foundation does.”inclusion in the archive on topics related to artists,arts audiences, arts organizations, and publicsupport for the arts.Prior to joining CPANDA, McGill wasdirector of research from 1994 to 2001 forthe Freedom Forum, a nonpartisan foundationdedicated to issues of free press and freespeech, and before that was manager of newsaudience research for the National BroadcastingCompany.“The Foundation Center is fortunate indeedto have attracted someone with Larry McGill’sbackground and expertise to move our researchprogram to the next level of service to philanthropy,”said Foundation Center president SaraEngelhardt. “Larry’s personal qualities as astrategic thinker who is also a keen listener andenergetic collaborator make him particularlysuited to lead our research initiative.”

February 07 New York Nonprofit Press www.nynp.biz 17PEOPLE SERVING PEOPLEDale Named New Executive DirectorAt Action Against Hunger USAWorld Cares Center AnnouncesNew Staff DevelopmentsThe National Committee for ResponsivePhilanthropy (NCRP) has announcedthe appointment of Aaron Dorfman to be itsnew executive director.Dorfman is currently the executive directorand lead organizer of People Acting forCommunity Together (PACT), an inter-faithcoalition of congregations working towardssocial and economic justice for members oflow- to moderate-income communities inFlorida’s Miami-Dade County. PACT is oneof over 20 similar organizations that constitutethe Direct Action and Research Training(DART) network where Dorfman served aspart of the senior management team.“Aaron Dorfman is a remarkableleader,” said David R. Jones, Chairman ofNCRP. “His unwavering commitment toserving the disenfranchised members of ourcommunities, and his skill in building coalitionsamong diverse interest groups, as wellas his bold and innovative thinking, will enableNCRP to continue advocating for accountabilityand focus on social justice inthe philanthropic sector.”In 1992, Dorfman began his career ingrassroots advocacy with the Association ofCommunity Organizations for Reform Now(ACORN) in Chicago, then as head organizerNan DaleAction Against Hunger USA (part of theACF International Network) has appointedNan Dale as its new Executive Director.Dale accepts the post with the intentionof increasing Action Against Hunger’sreach as a world leader in hunger relief anddevelopment. “Each year, ACF helps over4 million people in 44 countries directlysaving lives – mostly women and children.ACF field staff works, in some of the mostremote and dangerous outposts in the world,to solve the root causes of continuing starvation– outpost by outpost, community bycommunity,” she said.Most recently, Dale served as Presidentand CEO of Helen Keller International, anagency devoted to the prevention of malnutritionand the elimination of preventableblindness around the world. Before that,she served for 22 years as the President andCEO of The Children’s Village, a multi-serviceagency for children, adolescents, andfamilies. She also created and ran The Children’sVillage Institute, initiated to bridgethe gap between practitioners, academics,and policy makers. During her tenure at TheChildren’s Village, she brought the agencyfrom a small, single-focused organizationwith an annual budget of $3 million to amulti-service $43 million agency with anational reputation for innovation and programexcellence.For more than 25 years, Action AgainstHunger has pursued its vision of a worldwithout hunger, saving lives of malnourishedchildren and families while seeking longtermsustainable solutions to hunger. ActionAgainst Hunger responds to natural disastersand emergencies due to war and conflict.Recent humanitarian assistance has includedrelief for war-torn Democratic Republicof Congo, the Southeast Asian tsunami, theearthquake in Pakistan, and the 2005 hurricanein Haiti. Visit www.actionagainsthunger.orgNCRP Selects Aaron Dorfmanas its New Executive DirectorAaron Dorfmanof ACORN’s Minneapolis/St. Paul chapter. Hewas later asked to open a chapter in Miami. Hesubsequently joined PACT in 1997.“I look forward to building on NCRP’shistory of great work, which spans over thirtyyears,” said Dorfman. Founded in 1976,the National Committee for Responsive Philanthropyis dedicated to helping the philanthropiccommunity advance the traditionalvalues of social and economic justice for allAmericans.World Cares Center (WCC) has namedDaiana Iqbal as its new Associate Director.WCC also announced Senior Program ManagerAudrey Romeo’s move to its SeptemberSpace Community Resiliency Center in LowerManhattan.In her new role, Iqbal will lead the developmentand management of WCC’s programsand the advancement of WCC’s organizationalstrategy. “We are truly excited to have Daianawith us,” said Executive Director Lisa Orloff.“She offers a wealth of expertise in strategydevelopment, operations, and marketing thatwill help us determine how World Cares Centercan best serve communities affected bydisaster, both in preparation and in long-termrecovery.”Iqbal comes to WCC with over nine yearsof experience in nonprofit management. Mostrecently, as Strategy Analyst for the UnitedWay of Essex and West Hudson, she developedand implemented the Center for Excellence aspart of a capacity building for nonprofits initiative.She also served five years as DepartmentDirector for Bethany Social Services, managinga staff of 20 and over 100 volunteers. Iqbalholds a Masters in Social Work degree and aMasters in Business Administration from ColumbiaBusiness School.“World Cares Center’s programs arerapidly expanding, and we have several newenergetic staff members on board. I look forwardto leading World Cares Center throughits organizational development by managingstrong cross-functional teams, and also by developinginnovative problem-solving strategiesto address the complex organizational issueswe will face during this period of growth andchange,” said Iqbal.WCC also announced Senior ProgramManager Audrey Romeo’s move to its SeptemberSpace Community Resiliency Centerin Lower Manhattan. WCC’s two SeptemberSpace Community Resiliency Centers, locatedin New York City, were founded shortly after9/11 to offer a safe and nurturing environmentwith complimentary wellness programmingfor the volunteer and responder community.Through its collaborative relationships withother service providers, these communitycenters provide long-term resiliency-buildingprograms for disaster-stricken communities.Romeo originally worked through WCC’sHeadquarters, which houses September SpaceMidtown, to develop and implement the SeptemberSpace Community Resiliency Centerprogram, and oversee its pool of participantsand facilitators. Her relocation to SeptemberSpace Lower Manhattan is a part of the organization’sstrategy to further establish the SeptemberSpace programs, and to strengthen itsrelationships with Lower Manhattan organizationsand residents.“Audrey’s familiarity with developingprograms for populations with unique needs,along with her experience in building partnershipsand collaborative programming withTell Us About Your People email: editor@nynp.bizDaiana Iqbalother nonprofit organizations and communitybasedprograms, has served World Cares Center’sSeptember Space program well. We arenow focusing on strengthening this programand better serving the Lower Manhattan communitythat has been affected by 9/11,” saidOrloff.Romeo holds a Masters in NonprofitManagement. With significant experience travelingabroad, Romeo has cultivated an abilityto develop culturally diverse and sensitiveprograms. Prior to her work at WCC, Romeomost recently served as Program Director at theFoodBank of Monmouth and Ocean Counties(FBMOC) directing volunteers in support of theFoodBank’s 275 pantries, developing a varietyof enrichment programs for low-income adultsand youth, and forming community and corporatepartnerships.THE SOURCE FOR ALLYOUR NEEDS INFURNITURE ANDACCESSORIESWE SUPPLY FURNITURE TO:SRO’S, SCATTER SITES,HOMELESS SHELTERSHFPA 260 COMPLIANTHASSLE FREE 24 HOUR DELIVERY(ON IN STOCK ITEMS)CALL US:(718)-665-3700VISIT OUR WEBSITE ATWWW.APARTMENTFURNISHERS.COMINFO@APARTMENTFURNISHERS.COM

18 New York Nonprofit Press www.nynp.biz February 07PEOPLE SERVING PEOPLEScotto, Merone and CalabreseJoin HeartShare BoardHeartShare Human Services of NewYork is proud to announce that RosannaScotto, Valerie Merone and Salvatore Calabresehave been elected to its Board ofDirectors.Rosanna Scotto, a Brooklyn native,is the co-anchor of the FOX 5 News at 5pm and FOX 5 News at 10 pm. Scotto hasbeen a member of the WNYW-FOX 5 Newssince 1986 and has won three Emmys foranchoring FOX 5 News at 10 and GoodDay New York.Valerie Merone, Executive Vice Presidentof Publishing for Victoria’s SecretDirect, is responsible for all catalogue operations,including print, paper and separationsprocurement, print production andtechnology, process management, vendorrelationships, and operational execution.Prior to joining Victoria’s Secret Direct inRosanna Scotto2001, Merone was Vice President of CatalogueOperations for Saks Fifth Avenue.Salvatore Calabrese is the owner ofCentury 21 Calabrese in Brooklyn. This of-Valerie Meronefice has been in business for more than 20years, and has been ranked #1 for 10 years.Winner of the 2005 Centurion Award, Calabreseand his team of over 50 agents aim tomeet all their clients’ real estate needs.HeartShare welcomes these new membersand knows that they will have a positiveimpact on the work being done everydayby the agency. Celebrating its 92ndyear, HeartShare assists more than 17,000New Yorkers. Its wide spectrum of serviceshelps children and adults with developmentaldisabilities, supports people affectedby HIV/AIDS, provides counseling, afterschoolprograms and assistance with fostercare and adoption to children and families,and administers energy assistance programs.For more information, visit www.heartshare.org.TELL US ABOUTYOUR PEOPLEemaileditor@nynp.BizEVENTSBlack Agency Executives Host Martin Luther King Lun-On January 18, 2006 Black Agency Executives hosted their 30th Annual Rev. Dr. Martin Luther King Jr. Luncheon and 18thAnnual Founders’ Award at The Hilton Hotel in New York City. The luncheon theme examined “The Link Between Race & Povertyin America.”This year’s Master of Ceremonies was NewsChannel 4 reporter, Reg Chapman. The keynote speaker was national economist,author and commentator, Dr. Julianne Malveaux. Recognized for her provocative, progressive and insightful observations, the choiceof Dr. Malveaux couldn’t have been more fitting given this year’s theme.The 18th Annual Founders’ Award went to Congressman Charles Rangel and was accepted on his behalf by his longtime friendand a founding member of Black Agency Executives, Arthur Barnes, Senior VP of HIP Health Plan of New York. The other individualaward went to Regent Adelaide Sanford for her dedication to public service.The 18th Annual Founders’ Award was also presented to two companies. JPMorgan Chase Foundation and Verizon Foundationwere each honored for their significant contributions and ongoing support of hurricane relief efforts and for being torch bearers forserving communities in need.For further information about Black Agency Executives contact Stephanie Palmer, President, c/o NYC Mission Society, 105 E.22nd Street, NY, NY 10010 or visit www.blackagencyexecutives.orgemail publisher@nynp.bizTop Photo: left-to-right: Event Co-Chair & Executive Director, Charles A. Walburg Multi-Service Organization,Carla D. Brown; BAE President & Executive Director, NYC Mission Society, Stephanie Palmer; Founders’Award Honoree, Verizon Foundation President Patrick R. Gaston; BAE Secretary & VP, United Way of NYCElwanda Young; Event Co-Chair & Director of Human Resources, NYC Mission Society, Melissa MoorerNoblesBotttom Photo: front row left-to-right: Founders’ Award Honoree JPMorgan Chase Representative Kim Jasmin;Founders’ Award Honoree Regent Adelaide L. Sanford; Keynote Speaker Dr. Julianne Malveaux; EventCo-Chair & Director of Human Resources, NYC Mission Society, Melissa Moorer Nobles; BAE President &Executive Director, NYC Mission Society, Stephanie Palmer; Event Co-Chair & Executive Director, Charles A.Walburg Multi-Service Organization back row left-to-right: Event MC & NewsChannel 4 Reporter Reg Chapman;Invocator & Sr. Pastor, Bronx Christian Fellowship Suzan Johnson Cook; BAE Founder & Sr. VP, HIPHealth Plan of NY, Arthur Barnes

February 07 New York Nonprofit Press www.nynp.biz 19UWNYC Celebrates the Starsof ‘Generation Next’United Way of New York City held its third annual “Celebrationof Leadership” on January 11th honoring a new generation ofnonprofit board members and executives. The event recognizesrecent graduates or new participants in programs run by UWNYC’sNonprofit Leadership Development Institute (NLDI).“As noted on the front page of the New York Times this morning,there is a looming shortage of competent and committed professionalsto assume the leadership positions being left vacantby retiring baby boomers,” said Fred Fields, Senior Director ofStrengthening NYC Nonprofits, the unit that houses the LeadershipInstitute. “We’ve known this for several years and are proudto be investing in tomorrow’s leaders today.”EVENTSAmong the emerging leaders being recognized by UWNYC are:• Ninety business professionals who have been trained by NL-DI’s Linkages program to serve on nonprofit boards. Uponcompleting a 14-hour training series on governance, the Linkagesvolunteers are referred for placement to one or more ofthe 83 nonprofits partnering with the Institute that seek tobring new energy, skills and perspectives to their boards. InMarch, the Institute will host a Board Fair with “speed dating”where each prospective Board member will have rapid-fire,sequential chats with representatives from several dozen NewYork City nonprofits. In 2006, Linkages volunteers assumedboard seats at over 60 local nonprofits.• Sixty nonprofit professionals who completed the Junior Fellowsprogram, a 12-week seminar series on nonprofit managementat Baruch College School of Public Affairs;• Twenty-Five new Junior Fellows will begin their work nextmonth;• Sixteen graduates of the Senior Fellows program, all of whomhave finished a two-semester graduate course of study, earning12 credits towards the Masters of Public Administrationdegree; and• Twenty incoming Senior Fellows.Since its inception in 2004, United Way of New York City’sNonprofit Leadership Development Institute (NLDI) has investedalmost $2 million to prepare 500 men and women to assumeleadership roles at over 350 local nonprofits, as professional staffmembers and as board trustees. Bank of America helped underwritethe Institute this year with a generous grant of $75,000.UWNYC’s 2007 Senior Fellows are:• Carol Anasatasio, Prospect Park Alliance• Jeong Bae, Leader to Leader Institute• Kristin Banks, NYU Medical Center/Rusk Institute• Iowaka Barber, ReServe• Adam Barshak, Wildcat Service Corporation• Carllita Bell, Friends & Relatives of Institutionalized Aged• Beverly Brewster, Women in Need• David Bryan, Brooklyn Legal Services• Ty Buckelew, New York Cares• Susan Craine, New York Cares• Madeline Halperin-Robinson, Girls in Government• Kimberly Hardy-Watson, Episcopal Social Services• Besty Fuchs, Primary Care Development Corporation• Luciano Kovacs, Jan Hus Presbyterian Church• Melanie Lavelle, Women’s Center for Educationand Career Advancement• Juan Lopez, Catholic Charities Community Services• Ifem Orji, Immigrant Counseling And AdvocacyNetwork, Inc.• Reshard Riggins, Gay Men’s Health Crisis• Jesse Taylor, Project Hospitality• Stefan Weeden-Smith, The DoorUWNYC’s 2007 Junior Fellows for the Spring are:• Jennifer Benetato, Mentoring USA• Tammy Greer Brown, Celebrating Real Family Life• Rose-Del Davies-Adewebi, Project Enterprise• Sherina Davis, Habitat for Humanity New York City• Caitlin Dourmashkin, Comprehensive NeighborhoodEconomic Development• Tamara Ehlin, American Cancer Society• Ronit Fallek, Montefiore Medical Center• Kim Fong, The Bridge Fund of New York City• Jacob Goldberg, Nonprofit Finance Fund• Jodie Gordon, The JCC in Manhattan• Sara Friedenthal-Greene, American Red Crossin Greater New York• Marcy Guttman, The JCC in Manhattan• Dana Hoover, National League for Nursing• Jennifer House, Americans for the Arts• Leta Malloy, Career Gear• Yashvinee Narechania, New York Cares• Michelle Perales, City College• Viviana Perez, New Leaders• Oraia Reid, Rightrides for Women’s Safety• Carol Santiago, Community Service Society of NY• Malka Schwartz, Footsteps• Lisa Smith, inMotion• Kierstyn Thayer, Sponsors for Educational Opportunity• Kristin Wernicke, Reel Works Teen Filmmaking• Alice Yeung, Charles B. Wang Community Health CenterQuality New York HonorsEarly Childhood Accreditation WinnersOn January 18, 2007, QualityNew York (QNY), NYC’s EarlyChildhood Accreditation FacilitationProject, honored the 83 early careand education programs that havereceived NAEYC Accreditation withQNY’s assistance. QNY is a leadinitiative of the United Way of NYCeducation action area and a collabo-ration of the Federation of ProtestantWelfare Agencies, Bank Street Collegeof Education and Child CareInc. Dr. Augusta Souza Kappner,president of Bank Street Collegewas the keynote speaker for a crowdof over 160. For more informationabout Quality New York go to www.qualitynewyork.orgMichelle Huang, Director Little Star of BroomeStreet Day Care Center, Mary Hayes, AccreditationFacilitator Quality New York, Karen Liu, Directorof Early Childhood Programs, Chinese-AmericanPlanning CouncilPatti Lieberman, Chair, M.L. Mailman Foundation,Bruce Herschfeld, NYC Administration forChildren’s Services, Sherry Cleary, New York CityProfessional Development Institute, Nancy Kolben,Executive Director, Child Care Inc.Fern Khan, Dean of Continuing Education, BankStreet College of Education, Fatima Goldman,Executive Director, Federation of ProtestantWelfare Agencies, Dr. Augusta Souza Kappner,President, Bank Street College of EducationYolanda Contrubis, Kids Korner Pre-school,Susan Alpert, Central Synagogue May FamilyNursery School, Haifa Bautista, Quality NewYork Quality Advisor, Ann Obsatz, Central SynagogueMay Family Nursery School, JenniferDenzer, Kids Korner Pre-school

20 New York Nonprofit Press www.nynp.biz February 07JOBS JOBS JOBSLeake and Watts Services, IncHABILITATION ASSISTANTDepartment: Developmental Disabilities ServicesReports to: Coordinator of Community ProgrammingFLSA Status: nonexemptProvide basic habilitative training to children with Developmental Disabilites in theirhomeEssential Duties and Responsibilities includes but is not limited to the following:• Provide basic training in Activities for Daily Living including toileting, bathing and eatingskills• Ensures a safe training environment• Ensures all aspects of the childs developmental needs are addressed including behaviormanagement, communication, nutritional well-being, medical care and socializationare addressed based on interactions with the child and the family• Provide documentation observationa and training for assigned children• Reports all injuries and untoward incidents• Tracks child’s progress on assigned goals• Make suggestions for further training• Intervenes when needed to protect children• Provides an environment conducive to learning new skills• Encourages positive interactions with parents and siblings• Encourages community integration through activities conducive to learning that canbe reenforced through participation in neighborhood activities• Reports all incidents and events• Advocates for holistic care for assigned children to include requests for clinical servicesas needed.Supervisory Responsibilities: Provide appropriate supervision to ensure children’swell-beingCompetencies: Knowledge of Developmental Disabilities, ability to work independently,ability to request assistance when needed to further the well-being of assignedchildrenQualifications:Education and/or Experience: High School DiplomaExperience working with childrenLanguage Skills: Good communication skills, written as well as verbal. Bi-lingual ifneeded, ability to learn basic sign language where needed.Mathematical Skills: Basic routine documentation and tabulation of progressReasoning Skills: Basic to providing supervision and training to children with disabilitiesComputer Skills: Not ApplicableCertificates, Licenses, Registrations: Must be cleared through a Criminal BackgroundCheck and FingerprintingOther Skills and Abilities: Able to teach basic skills, encourage positive interactionsamong family members, encourage community integration and socializationOther Qualifications: Positive Attitude towards working with the disabledAbility to work with familiesPhysical Demands: Able to demonstrate skills and train children with DisabilitiesAble to assist a child physically when neededAble to lift and carry a small person in an emergencyWork Environment: Able to tolerate a loud and busy environmentAble to encourage positive attitude toward children’s capabilities and limitations dueto his/her disabilitiesPlease send cover letter/resume to:Mr. John Albert RiveraRecruitment ManagerLeake and Watts Services, Inc.463 Hawthorne AvenueYonkers, NY 10705Fax: (914) 375-8901E-mail: jrivera@leakeandwatts.orgWe are an EOE. Please no telephone calls.FOSTER CARE ANDADOPTION DIRECTORCommunity Counseling & Mediation (CCM), a Brooklyn-based, nonprofitsocial service agency, is currently seeking a Director for its FosterCare and Adoption Program (FCAP).CCM’s FCAP works to stabilize families so that children in the fostercare system can return safely to their birth families, relatives or to adoptiveparents. We serve 80 youth from infancy to age 21, who live inCommunity District 8 and have been referred to us by NYC’s Administrationfor Children’s Services (ACS).The FCAP Director’s duties include but are not limited to:- Directing and supervising all program staff- Collaborating with agency staff (i.e. program supervisor, senior levelstaff, and Quality Assurance team) to ensure program compliance- Attending various ACS meetings surrounding foster care issues- Maintaining and overseeing program’s budget- Recruiting program staff when the need arisesRequired Qualifications- Master Degree in Social Work or Human Services related field- Prior child welfare experience, particular in New York- Knowledge of ACS and OCFS systems like CONNECTIONS andSSPS- Excellent communications skills (both written and oral)How to Apply:E-mail resume and cover letter to Mr. Emory X. Brooks, President andCEO, at emorybrooks@aol.com.SENIOR CENTER DIRECTORUpper East Side organization looking for an organized, energetic and creativesenior center director. Applicant should have experience in geriatrics, programdevelopment and management, working with groups and staff supervision.Must be flexible, willing to learn and able to work in a team.MSW (preferred) or related Degree. Salary based on experience. Excellentbenefits. Resumes only to:Susan Moritz, LCSW, Director, Older Adult ServicesLenox Hill Neighborhood House331 East 70th Street New York, N.Y. 10021SOCIAL WORK SUPERVISORSSaint Dominic’s Home is a premier child welfare agencyproviding a number of in-home and out-of-home services toindividuals, children and families in the BRONX andROCKLAND COUNTY. We seek individuals with supervisoryexperience to fill available supervisory/administrativepositions in our Foster Boarding Home and CommunityBased Services Departments.Requires a Master’s Degree in Social Work, and a minimum5 yrs supervisory experience in child welfare or children’smental health. Experience working in foster boarding homecare and/or children’s mental health as well as computerliteracy necessary.We offer excellent benefits and workenvironment. Please send resume toEmployment ManagerST. DOMINIC’S HOME500 Western HighwayBlauvelt, NY 10913Saint Dominic’s Home Fax: (845) 938-2067Email: ssmith@stdominicshome.orgfor Child Development, Inc.Northside Center is expanding its Early Intervention Home BasedProgram and is seeking the following Consultants:LICENSED PSYCHOLOGISTSOCCUPATIONAL THERAPISTSPHYSICAL THERAPISTSSPEECH THERAPISTSSPECIAL EDUCATORS(Bilingual a +)EQUAL OPPORTUITY EMPLOYERGood Shepherd ServicesA leader in NYC youth and family services is looking for professionals forthe following positions located in Manhattan, Brooklyn and the Bronx:* CASE WORKERS* ADVOCATE COUNSELORS* SOCIAL WORKERS* ADMINISTRATIVE SUPPORT* ACTIVITY SPECIALISTS* PROGRAM DIRECTORSIn addition to competitive pay and benefits,GSS offers a highly collaborative environmentand excellent training.For a complete list of jobs and full descriptions,visit our website: www.goodshepherds.orgEOEQualified professionals to provide services in Manhattanand the Bronx in the afternoons, evenings and/or weekends.Please mail/fax or e-mail your resume/DOHapproval/Certification/Liability Insurance to:Shirmene Hargrove1301 Fifth Avenue, New York, N.Y. 10029Fax #: (212) 426-8976Email: jobs@northsidecenter.org* NO PHONE CALLS PLEASE *ABBOTT HOUSE, an innovative multi-service childcare agency, seeksthe following:Social Work positions require exp. using Connections system.• SOCIAL WORK SUPERVISOR*Bronx or Westchester NY* MSW preferred. Min. 3 yrs Social Work exp.required, preferably in foster care. Supervisory experience a plus.• SOCIAL WORKERS• Group Homes – White Plains• Therapeutic Foster Boarding Homes – Westchester• Aftercare – Bronx (MSW only + 1 yr post– grad experience)MSW or related graduate degree. Min. 1 yr of Social Work exp. To provideservices to children, adolescents and families in foster care.• SUBSTANCE ABUSE COUNSELOR* Westchester, NY * CASAC-T Min. Bachelor’s degree in human services orrelated field required. Knowledge of adolescent development & counseling.• THERAPEUTIC CHILDCARE WORKER* Westchester or Bronx, NY * Degree preferred or HS diploma andminimum 1 yr exp in human services required. (extensive traveling).• OFFICE ASSISTANT - FINANCE* Westchester and Bronx, NY * Responsibilities: Filing invoices, answeringphones and other clerical duties. Math aptitude, computer skills and theability to work well with others required.OMRDD program seeks:• RESIDENCE MANAGER* Rockland, NY * Bachelor’s degree preferred, or HS diploma+ 3 yrs OMRDD exp.• ASST. RESIDENCE MANAGER* Westchester or Rockland, NY * Bachelors, or HS diploma plus 2 yearsOMRDD experience required.• DIRECT CARE WORKER* Rockland, NY * HS diploma + min. one year experience;degree preferred.Valid driver’s license & car required for Social Work-related positions.Competitive salary & benefits. EOE. Send/fax resume to: 914-591-9435,HR Dept.ABBOTT HOUSE100 N. BroadwayIrvington NY 10533Email: hr@abbotthouse.netVisit us at www.abbotthouse.netEXECUTIVE ASSISTANTNew York City Mission Society is seeking an Executive Assistant to theExecutive Director. The Executive Assistant’s primary responsibility is to provideadministrative and direct professional support to the Executive Directorand to ensure efficient operation of the Executive Office. The Executive Assistant’smajor responsibilities include heavy calendar management, boardmanagement and some project management.Candidate must have a Bachelor’s Degree with experience in not-for-profitadministration. At least 3 years related experience as an Executive Assistantto an executive level position in a not-for-profit organization. Must haveexcellent communication, interpersonal, organizational and administrativeskills. Excellent writing skills and verbal skills. Ability to interact and communicatewith a diverse group of colleagues and Board members. Provenability to understand and tolerate ambiguity, uncertainty and change. Abilityto pay attention to detail, prioritize responsibilities and to work under thepressure of deadlines. Advanced computer literacy skills: Microsoft Word,Excel, Outlook, and Publisher. Ability to work independently and as part of ateam. Availability to work occasional evening is required.Salary based on experience, qualifications and fit.Apply by submitting cover letter, salary requirements and resume to MelissaMoorer Nobles, NYC Mission Society, re: Executive Assistant Position, 105E. 22nd Street, NY, NY 10010 or fax to 212-979-5764. No phone calls. Visitour website at www.nycmissionsociety.org.Since 1812, New York City Mission Society has been providing relief, diminishinggrief, and inspiring hope in communities of need. Our mission isto provide a warm and loving environment to children and families who arechallenged by poverty and experiencing difficult circumstances. Join ourmission by becoming a part of TeamMission.AA/EOEWho’s YOUR Hero?see ad on page 15NYNP.BIZ

February 07 New York Nonprofit Press www.nynp.biz 21NYNP.BIZJOBS JOBS JOBSASSOCIATE EXECUTIVEDIRECTORGroundwork Inc. a growing, entrepreneurial ($4.7 million) nonprofit organizationwith multiple sites in the East New York section of Brooklyn,providing high-quality educational programs and support services for1,200 families, seeks a new Associate Executive Director (“AED”). TheAED reports directly to the Executive Director and serves as the chiefprogram and operating officer for multiple program staff, works closelywith the CFAO, Directors of Fund Development and Research and Evaluation;has significant interaction with the Board of Directors, developscreative programming ideas and supports all fundraising activities, strategicplanning, and evaluation and assessment efforts.Unique opportunity for an experienced, passionate, entrepreneurialyouth development professional with a masters degree in education, socialwork, management or a related sector (consideration given to candidateswith substantial relevant experience), has a minimum of eight(8) years in a senior program management position in an educationalor youth development setting, high integrity, exceptional business acumen,management, leadership and communication skills; flexible managementstyle, and a proven track record in meeting high expectations.Groundwork is an Equal Opportunity EmployerFor full job description, requirements, and application:visit www.groundworkinc.orgA Brooklyn-base Preventive Services agency is seeking organizedprofessionals with excellent assessment, communication and writingskills for the following positions:LMSW/LCSWPROGRAM DIRECTORfor GP and FRP Programs.Must have at least 3 years experience working in Preventive ServicesMSW SUPERVISORwith FRP experience. Bilingual Spanish a plus.BA/BS CASE PLANNERwith experience working with teenagers. Bilingual Spanish a plus.Please send resume toMMassac@cdscnyc.orgor fax 718-622-8634 attn: Mireille Massac.MHA of WESTCHESTERInnovative mental health agency has openings in various programs:Independent Third Party ReviewProgram Staff ReviewerDevelopment Associate - Special Events ManagerCase Manager - Crossroads CaseManagement ServicesClinical Case Manager - PartnershipClinician - Nuestro Futuro - Full TimeFacilitator - Full TimeClinicians (LMSW- LCSW) – Clinical ProgramsCase Manager - Children’s CaseManagement ServicesPsychologist - Northern WestchesterCounseling CenterRegistered Nurse - Part Time -Assertive Community TreatmentFor complete agency description,Position details & application processSee website:www.mhawestchester.org EOEPOSITION AVAILABLEPROJECT MANAGERSpence-Chapin is looking for a Project Manager who will have responsibilityto coordinate a training and outreach initiative called the Collaborationfor Permanency. The position involves extensive networking,developing relationships with collaborators, specifically ACS and NassauCounty DSS, contract agencies, and service providers in a wide rangeof disciplines (health, mental health, services for women, etc.) The individualwill be responsible for grant-funded projects which now haveone to two staff members. An expansion of the project to New Jersey iscontemplated. We are seeking an individual who is proactive, can workindependently, has excellent communication skills, both written and verbal,and is entrepreneurial. The candidate will be responsible for implementingthe options counseling curriculum in a wide range of forums.The candidate should have 5 or more years of experience in projectdevelopment, implementation and project coordination, preferably in asocial service setting. An MSW is preferred by not required.DESKTOP SUPPORTTECHNICIAN (Upper East Side)Looking for a great new job for 2007?Join an active, friendly, nonprofit organization in the city. Spence-Chapinis looking for an experienced Desktop Support Technician to assist ourNetwork Administrator with managing our LAN/WAN and providing desktopsupport to end users. Great opportunity to use your skills and learnnew ones from our in- house team and consultants.Requirements:Must have one to three years of experience with: Active Directory, Windows2000, Exchange 2000,Microsoft Terminal Services and Citrix.Must have thorough understanding of: TCP/IP, DNS, DHCP, and VLAN.Helpful to have QOS and VOIP experience.Should have experience with popular routers and firewalls such as;Cisco 1800/2800 series routers, Fortinet, Watchguard, or Sonicwall firewalls.Helpful to experience with internet telephony, including an IP/PBXsystem such as: Mitel, Nortel, Toshiba or Avaya.Should have experience with Microsoft Office, Symantec Mail Security,Veritas Backup Exec, Anti Spam software, Acronis, Symantec GhostHelpful to have experience with Adobe Acrobat, ACT! 6.0, Microsoft Access,VNC, Track-IT/Remedy help desk ticketing software.Minimum 2 years of technical experience as a Desktop Support techniciannot including internships or school. Preferred certifications include:A +, MCP, MCSA, and CCNA.We offer a competitive benefits package including medical coverage anda retirement plan.Please send letter and resume toJulie Loyd at jloyd@spence-chapin.org.Since 1978 Services forthe Underserved (SUS)has been providing residentialand support servicesto individuals with special needs in New York City. Our mission is toprovide services and supports for individuals with special needs to live withdignity in the community, direct their own lives and attain personal fulfillment.We are seeking qualified candidates for the following positions:DIRECT CARE/PROGRAM SPECIALISTSDAY HABILITATION SPECIALISTSMENTAL HEALTH CASE MANAGERSSUBSTANCE ABUSE COUNSELORSPROGRAM MANAGERS AND SUPERVISORSREGISTERED NURSESAIDS SERVICES/OUTREACHFor a complete list of current openings, please visit our jobs websiteat www.susinc.jobsTo apply, please email resume to resumes@susinc.orgor fax to 212-633-0483.SUS is an Equal Opportunity Employer.SEEKING QUALIFIED STAFFVeritas Therapeutic Community is recruiting qualified staff for itsresidential mother/infant treatment program on the Upper West Side ofManhattan. Applicants should have an interest in gender-specific women’streatment and experience in chemical dependency. We are seekingcounseling professionals, substance abuse specialists and overnightaides, as well as a vocational counselor and an LPN. Competitive salariesand benefits. Fax to Human Resources Coordinator at (212) 662-9193. EOE.DIRECTOR OF GRANTS &CONTRACT MANAGEMENTCAMBA, a multi-service organization in Brooklyn, seeks a Directorof Grants & Contract Management for its Fiscal Department.The Fiscal Department provides fiscal administration includingaccounting, budgeting, procurement services and procedures fornumerous city/state/federal contracts and/or private grants. The Directoris responsible for centralizing and strengthening contracts managementfunctions in the organization; implementing and managing an agency-widecontracts management and reporting system; and conducting oversight ofcontract compliance. Bachelor’s degree (B.A/B.S.) and nine years of leadershipexperience in grants/contracts reporting and compliance in the fiscaldepartment of a not-for-profit organizationrequired or Master’s degree (MBA or MPA)and at least five years of applicable experiencepreferred. E-mail cover letter andresume as a single attachment in MicrosoftWord to: submitresumes@camba.org.www.nynp.bizTHERAPEUTIC CASE WORKER(S)These positions coordinate the delivery of services and provide therapeuticinterventions to severe behavior/emotionally disturbed children ages 5-21years old in Nassau, Suffolk, Queens, Brooklyn, and the Bronx.Responsibilities include: • Assessment of needs • Weekly home visitMonitoring services • Attend court hearings and school meetings.Qualifications: • MSW preferred. • BA/BS Degree in Human Services withrelated experience and a valid NYS driver’s license is required.Comprehensive Benefits offered: 24 Vacation Days, 12 Holidays, 12 SickDays, Credit Union, Group Insurance, 403(b). Learn more about us at:www.sco.orgPlease send resume and cover letter stating office location of Brooklyn orBrentwood, Suffolk Co. to: Susan Doerrbecker, Director Therapeutic FosterCareFax: 631-273-7943 or Email: Maltunis@sco.orgSCO is an Equal Opportunity Employer M/F/D/VVICE PRESIDENTOF CLINICAL SERVICESRichmond Community Services, a non-profit organization of over 500employees providing residential and day services for people with developmentaldisabilities in Westchester County, NY, seeks an experienced clinicaladministrator to lead its Clinical and Support Services division. The idealcandidate has 10+ years of broad-based experience in the field that includesfamiliarity with community residences, day habilitation, service coordinationfor families, and rehabilitation clinics. Moreover, Richmond seeks a dynamicperson, well-versed in current trends in the field of developmental disabilities,who can provide outstanding leadership.Richmond is in an exciting period of growth and change that includes increasingits number of community residences, while decreasing the size ofits larger residences. Program and residential sites are located throughoutthe county. The organization has a strong commitment to person-centeredplanning, community inclusion and partnership among individuals supported,families and community.This position is located in our brand new administrative offices in MountKisco, NY. We offer a competitive salary and benefits package. Please sendyour resume with salary requirements in confidence to Nancy Morris, Directorof HR, nmorris@richmondgroup.org or fax 914-471-4101.Richmond is an equal opportunity employer and welcomes applications frompersons of diverse backgrounds.When you post a print employment ad with NYNP we put it online at www.nynp.biz & in our E-Newsletter for FREE

22 New York Nonprofit Press www.nynp.biz February 07JOBS JOBS JOBSGiving Kids andFamilies a Chanceof a LifetimeJOIN US AT OURWESTCHESTER JOB FAIRTHURSDAY, FEB 15 TH2:15-5:15pmWetmore HallDobbs Ferry, NYPositions located in Dobbs Ferry, NY:•YOUTH COUNSELORSFull Time and Per Diem positionsavailable. (HS/GED).•SECURITY COUNSELORS(HS/GED, NY driver’s license).•SOCIAL WORKERS –MSWBilingual a plus. FT & Per Diempositions also available in Manhattanand The Bronx.•CASE WORKERS-BA•FAMILY SPECIALIST(Bachelor’s degree). Driving a must.•RECREATIONAL THERAPIST(BA/BS with 3 yrs exp leading recprograms, CTRS certification).•HIGH SCHOOLSUPPORT COORDINATOR(BA/BS with 2 yrs exp working with atrisk youth and exp with pgrmadministration).We also offer new, highly competitivesalaries and comprehensive benefits(medical effective on the 1st of the monthfollowing employment) as well as on-siteday care and low cost housing. Professionaldress reqd. If you cannot attend our JobFair, please send resume stating position ofinterest to: HR, TCV, Dobbs Ferry, NY10522. Fax: 914-674-4512. For generalinfo call: 914-693-0600 ext 3650, fordirections-ext 3750. To speak tosomeone dial ext 1214 or 1754. Visit usat: www.childrensvillage.org.To apply online, please go to:www.childrensvillage.org/employment.htmlEncouraging a diverse workforce/EOE.PER DIEM HOUSEMANAGERSProvidence House, Inc. a transitionalshelter for homeless women andchildren seeks a PER DIEM HOUSEMANAGERS for our New Rochelle,NY and Brooklyn, New York Locations.The Per Diem House Manager will beresponsible for the overall operation ofthe house and supervision of the residents,and will work collaboratively withthe Case Managers and the Director toensure an environment is maintainedthat is conducive to the health, safetyand productive growth of the resident.High School Diploma, experience in residentialsetting, ability to motivate andinstruct in life skills and home-makingtasks, computer literate in Microsoft Programs,excellent oral and written communicationand compatible philosophywith Providence House’s mission. Sendresume with cover letter to ProvidenceHouse, HR Department, 703 LexingtonAvenue, Brooklyn, NY 11221 or fax to(718) 455-0692.EXECUTIVE DIRECTORNew York Asian Women’s Center,Executive Director: ED reports to theBoard; is responsible for the overall management,internal operations, development,and PR for the $4M NYAWC. Seewww.nyawc.org for details. Send coverletter/resume to NSingh@nyawc.org.HOUSINGSPECIALISTShelter for women & children in theBronx seeks a F/T entry level HousingSpecialist for a busy mid size shelter.Duties include: Networking and advocatingwith brokers and landlords. Assistfamilies in applying to and locating appropriatepermanent housing.. Knowledgeof HSP & DHS helpful. Bilingualpreferred. Salary commensurate withexp. Excellent benefits. Please fax resumeto: 718-584-4724.LEAKE ANDWATTS SERVICES, INC.PROGRAM MANAGERWe seek a psychologist or LCSW to provide clinical and administrative leadership.The professional in this key role will oversee individual, group andfamily therapy, ensure treatment and discharge planning, facilitate weeklyteam meetings and maintain the fiscal budget for the unit. Requires strongsupervisory and clinical skills in working with traumatized adolescents aswell as experience with ACS and Connections.Please send cover letter/resume to:Mr. John Albert RiveraRecruitment ManagerLeake and Watts Services, Inc.463 Hawthorne AvenueYonkers, NY 10705Fax: (914) 375-8901E-mail: jrivera@leakeandwatts.orgWe are an EOE. Please no telephone calls.SOCIAL WORKERUpper Eastside org seeking bilingual (Eng/Span) Social Worker to providecounseling, entitlement and supportive services to mentally ill homelesswomen in shelter setting. MSW or equivalent degree in Counselingrequired. Experience working in the field of mental illness, substanceabuse and/or homelessness preferred. Send resume and cover letter to:dfarrell@lenoxhill.org.Institute for CommunityLiving, Inc.IMMEDIATE OPENINGS!!DIRECTOR OF QUALITYASSURANCE, MRDDNon-profit seeks Master’s level Dir ofQA, MR Svcs, exp working w/mentallyretarded, developmentally disabledpop, program manager or QA exp inmental health/MRDD setting. Knowledgeof NYS MRDD regs preferred.ABSS (APPLIEDBEHAVIORAL SCIENCESPECIALIST)Master’s degree in Psychology, w/ 1+yrs exp working with working w/mentallyretarded, developmentally disabledpop. Positions avail in Brlyn, Brx andManhatn.REGISTERED NURSE(PSYCHIATRY)NYS Lic RN, exp working w/mentallyill, MICA or related exp. FT and PTresidential and day treatment positionsavail in Bklyn. Flex hours.Please send resume to HR: ICL40 Rector St.8thflr, NY, NY 10006.Email: hricl@iclinc.net Fax: 212-385-0378. EOE/AASUPERINTENDENTResident Maintenance Superintendantfor special needs housing in East Village.Req’s min 5 yr maint/superintendentexp – knwldg of mech systems &tenant relations. Bi-lingual a plus.Fax resume & sal. Req’s:(718) 463-2565YourAdHereGot News?email editor@nynp.bizCall Robby@866-336-6967ORGANIZATIONAL BACKGROUNDFountain House is one of the world’s foremost providers of community mental health programs for individualsrecovering from serious mental illness, providing programs to help members regain their productivity,re-enter the worlds of school and work, and rebuild their lives. It is a membership organization, operatedby men and women with mental illness whom it serves, in collaboration with a professional, caring staff.Responsibilities:The expectation is that staff will work closely and collectively with members and staff to achieve the missionand vision of Fountain House, and foster an atmosphere of collegiality and congeniality that facilitatesimplementing and sustaining the basic philosophy of Fountain House, in congruence with the InternationalStandards for Clubhouses.CLUBHOUSE STAFF WORKER1 Engage and work alongside unit members, performing the tasks of the Unit.2 Assist members with all aspects of community support services (including housing and entitlements).3. Prepare and submit paperwork (including monthly progress notes, reports, service plans, etc.), in a consistent and timely manner.4. Establish and update goals and record progress of with members.5. Active participation in the maintenance of the unit and Fountain House in general.6. When scheduled, perform other roles, such as early morning house opening, evening and weekend shifts, etc.7. Co-manage Transitional Employment Placements, plus other duties as required.RESIDENCE & OTHER HOUSING STAFFJob Functions: Same as Clubhouse (1-4), plusEngage and work alongside members in the residence or apartment to perform necessary tasks for the upkeep of the residence and the well-beingof members.Establish and update goals and record progress of members, with members.P/T SIGN LANGUAGE INTERPRETER(Same as Clubhouse plus)Have a leadership role in the Sign Language classes offered in our Education Unit 2 or 3 days a weekActive participation in the maintenance of the Interpreter’s Corner and Fountain House in general.Must have Fluent Sign Language skills. Ability to interpret variety of meetings for Deaf membersOther Requirements or Preferred Characteristics:1. BA/MA/MSW preferred, particularly in a relevant human services field2. Working knowledge of mental illness3. Positive, energetic, dynamic and engaging personality4. Flexibility, as demonstrated by interchangeability with other staff on the unit, staying late or arriving early, if necessary.5. Excellent organizational skills6. Team approach7. Driver’s LicenseHR ASSISTANT1. Process new employees.2. Maintain employee records and ensure compliance with regulatory agencies.3. Provide notification to rejected applicants on a timely manner.4. Update employee database on a weekly basis.5. Process all new employee benefit applications.6. Liaison with insurance companies to remedy problems and/or questions about benefits.7. Type and submit reports and correspondence as needed.8. Reconcile and process invoices.9. Working knowledge of Worker’s Comp; FSLA, FMLA, Unemployment, OSHA, HIPPA, etc.10. Liaison with members to engage them in the work of the HR area.11. Able to work with diverse population in a gregarious and professional manner.12. Position requires a person that can work at least 10AM to 6PM.13. Perform other duties as needed.Qualifications:1. Proficient with MS Word, Excel, Access and knowledge of HRIS programs, HRVantage a plus.2. BA/BS preferred, and previous experience in Human Resources required.3. Ability to work in an environment where confidentiality is a must.4. Ability to smile under pressure and maintain a positive demeanor, while using experiences as learning tools. In essence, a person with a “thick”skin, yet gentle and kind.SECURITY1. Ensure safety of building, by conducting timely rounds, ensuring doors and windows are properly locked and alarm system is functional and armed.2. Engage and work alongside members, as it pertains to the functions of Security at Fountain House.3. Active participation in the maintenance and cleanliness of the House, including cleaning of stairs, buffing of floors, etc.4. Ensure daily cleaning of the front of the building before the House is opened, including, but not limited to, snow shoveling in the winter.5. Ability to work on a rotational basis, including covering shifts when necessary.6. Customer service focused when answering the telephone. Able to take messages properly and transfer calls accordingly.7. Ability to communicate clearly and professionally.8. Handyperson: able to do light plumbing, painting, repairs, and other duties as required. Salary low $20’s.SUPPLY ROOM/FIRST FLOOR UNITPROGRAM STAFF1) Have bottom-line responsibility for the organization of supplies.2) Receive, organize and distribute supplies to various units, areas and residences.3) Be a team player working as a program staff of the first floor unit.4) Engage and work side-by-side with all of the supply room work.5) Carry a small caseload.6) Communicate and keep track of supplies needing to get ordered through accounting.7) Go to highpoint 2x per year.8) Work Unit Evening Program, 12pm-8pm once per month on Weds.9) Work FH Evening Program on a Sat. or Sun. once every other month.10) TEP placement co-manager.Other Requirements or Preferred Characteristics:1) Extremely organized person.2) Supply room experience preferred, but not required.3) Interested in the mental health field.4) Must be a kind, warm and positive person.5) Must be flexible.6) Bachelor’s Degree preferred.JR. ACCOUNTANT1) Accounting degree, at least 3 years of experience, minimum intermediate level Excel, and knowledge of databases.2) Understanding of Financial statements, bank reconciliation, and account analysis.3) The responsibilities will be cash receipts, account analysis, bank reconciliation, journal entries, account coding, accounts payable and specialprojects.4) Must work well with diverse cultural groups, and in a teamwork environment.To be considered for a position, must view website at www.fountainhouse.org then forward resume with cover letter eitherby e-mail hrfhresume@yahoo.co.nz; fax 212-664-0146, or mail resume to Attn: HR, 437 W. 47th St., NY, NY 10036. No Phone Calls Please. EEO

February 07 New York Nonprofit Press www.nynp.biz 23JOBS JOBS JOBSLeake and Watts Services, IncACTIVITIES ASSISTANTDepartment: Developmental Disabilities ServicesReports to: Assistant SupervisorFLSA Status: nonexemptSummaryTo assist children with Developmental Disabilities to participate in leisure and recreationalactivitiesEssential Duties and Responsibilities includes but is not limited to the following:• Provide a safe training and recreational environment• Provide training to Developmentally Disabled children in socialization, communicationand recreation through activities such as game playing, drama, music and art.• Provide documentation of participation and training for each child including observingand recording behavior.• Provides an atmosphere conducive to learning• Reports all injuries and untoward incidents• Tracks child’s progress• Intervenes when needed to protect children• Assists in maintaining supplies and equipment• Participates in individualized planning meetings for each child• Plan/work collaboratively with staff and families• Participates in Program and Consumer Specific TrainingSupervisory Responsibilities: Provide appropriate supervision to ensure children’swell-beingCompetencies: Knowledge of Developmental Disabilities, enthusiastic about usingsports, recreation, socialization and creative arts as a means of training/teaching adaptiveskills to children with disabilitiesQualifications:Education and/or Experience: High School DiplomaExperience working with peopleLanguage Skills: Good communication skills, written as well as verbal. Bi-lingual ifneeded, ability to learn basic sign language where needed.Mathematical Skills: Basic documentation and assessing progressReasoning Skills: Basic to providing supervision and training to children with disabilitiesComputer Skills: Basic to the use of adapted programs for Children with DisabilitiesCertificates, Licenses, Registrations: Must be cleared through a Criminal BackgroundCheck and FingerprintingOther Skills and Abilities: Able to teach baseball skills, encourage positive interactionsamong participants, encourage fairplayOther Qualifications: Positive Attitude towards working with the disabledAbility to work with familiesPhysical Demands: Able to run and demonstrate skills to childrenAble to assist a child physically when neededAble to lift and carry a small person in an emergencyWork Environment: Able to tolerate a loud and busy environmentAble to encourage positive attitude toward children’s capabilities and limitations due tohis/her disabilitiesPlease send cover letter/resume to:Mr. John Albert RiveraRecruitment ManagerLeake and Watts Services, Inc.463 Hawthorne AvenueYonkers, NY 10705Fax: (914) 375-8901E-mail: jrivera@leakeandwatts.orgWe are an EOE. Please no telephone calls.DIRECTOR OFSUPPORTIVE HOUSINGAt the Lower Eastside Service Center (LESC), we believe it takes teamworkto achieve success. Since 1959, we have been working together tomeet the changing needs of New Yorkers living with substance abuse,mental illness, and HIV and AIDS related illnesses. Today, we treat 3,500men and women each year in more than ten programs across the city.We seek a creative leader with well established planning and implementationskills as our Director of Supportive Housing. This exciting newposition reports directly to the President and CEO, and will direct projects,act as liaison with staff, partner with other organizations, and develop,implement and oversee supportive housing for low income familiesand individuals living with HIV and AIDS related illnesses. The rightcandidate is mission-driven and appreciates mentoring and teamwork.Candidates should possess:• Advanced degree in Public Administration or related field and/or relatableexperience• Seven plus years experience in development of supportive housing,grants and contracts required.• Excellent communication skills both oral and written.• Working knowledge of low income housing, HUD and special needshousing. Experience in community planning.LESC provides competitive salaries and an excellentfringe benefits package. To learn more aboutLESC, please visit our website at www.lesc.orq.Interested, qualified applicants please submit adetailed resume with salary history to our VicePresident of HR at resumes@lesc.org or Fax(212) 566-7773EOEGood Shepherd Services,ASSISTANT PROGRAMDIRECTORA leader in NYC youth & family servicesseeks an Assistant Program Directorfor our Transfer High Schools. Provideoperating support to the Directorof Transfer Schools in the creation &operation of GSS transfer schools, aswell as adapting GSS’ transfer schoolmodel for replication by other community-basedorganizations (CBO) incollaboration with. Great opportunityfor a creative, organized, team orientedprofessional. MA req’d + 3 yrs exp in ayouth development, educational and/orsocial services setting.For a full description & applicationinstructions, visit our website:www.goodshepherds.orgBOOKKEEPERUpper Manhattan Community Ctrseeks full-time experienced bookkeeper.Responsiblefor all accountspayable/receivable. Maintain dailycash receipts and disbursements,daily deposits. Prepare bank reconciliation.Assist in general office clericalwork. Ideal candidate 2-3 yearsof exp. Skills: DETAIL ORIENTED,ACCURATE, MULTI-TASKING, COM-PUTER-LITERATE, TEAM PLAYER AMUST. Software includes Peachtreeaccounting. Excellent benefits. Emailresume to rcywha@aol.com.Your AdHere866-336-6967RESOURCEDIRECTORYREAL ESTATELarge Office Space Availablefor Non-profit Organization(s)73 Maspeth Avenue, Brooklyn, NY 11211 C/o Kingsland AvenueIn the heart of North Brooklyn7,750 square feet of first floor office space with main entrance at the corner of Maspethand Kingsland Avenues with two onsite parking spaces. High ceilings, greatvisibility and surrounded by over 100 units of new housing. Near bus lines and justthree blocks from the “L” line at the busy Graham Avenue station (at MetropolitanAve.) – a 10 minute ride into Manhattan. Great eateries, coffee shops and quickaccess to the highways. Ideal for program activities, back office support, storage,museum/gallery space, and satellite medical facility. Asking lease price: $16,791per month. Additional ground space available as well. For more information contactJose Leon at (718) 388 5454 ext 161 or via email at joseleon@stnicksnpc.comGoogle the address to view map of the site.FINANCIAL SERVICESMERCY HOME, dedicated to ensuring a quality of life for persons with developmentaldisabilities seeks:HUMAN RESOURCE MANAGER– for Recruitment &Selection; Union Negs./Grievs./Arbs. proceedings; and Employee Relations,BA/BS, 1-3 yr exp REQ.MEDICAID SERVICE COORDINATOR – to work w/consumers & their families promoting independence in residential and communitysettings. BA/BS, Min 1 yr exp w/ person’s w/MR/DD REQ.DIRECT SUPPORT PROFESSIONALS – to work w/inour Bklyn and Qns residential programs (ICF/IRA). HS Dip. or GED; Evenings,Weekends and Holidays REQ. -1199 SEIU Benefits Avail.Send resumes to:Mercy Home 243 Prospect Park West, Brooklyn, NY 11215resume@mercyhomeny.org or fax to 718-832-7618No phone calls pleaseOnline EmploymentAds on our website www.nynp.biz& in our E-Newsletter $60Call Now866-336-6967Resource Directory$75 per columen inchPut Your Businessin Front of45,000Eyes Monthly!CONSULTINGFor Resource Directory Sizes& Prices Call 866.336.6967Advertise with NYNPIt Works