New York Nonprofit Pressserving people who serve peopleFebruar y 2006 . Volume 5 . Issue 2 . www.nynp.biz

JOBS JOBS JOBS

EmploymentOpportunities

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POINT OF VIEW

The Invisible

Thirty Two Percent

Page 5

NEWS

Governor’s Budget

Page 6

NEWS

Mergers

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AGENCY OF THE MONTH

Clubhouse of Suffolk

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by Fred Scaglione

Pennies for Charity: Every year for thepast eleven years the Attorney General’sOffice has rung in the holiday season withpublication of this major report, which de-tails the size and scope of fundraising bycharities using professional telemarketers.And every year, the numbers are stagger-ing. During 2004, as outlined in the mostrecent edition of Pennies for Charity releasedin December, telemarketers raised $171million on campaigns registered in NewYork State. Charities only got to keep $63million, or $0.37 on the dollar. The profes-sional fundraisers kept $107 million, or63% of the total amount collected, in theform of fundraising fees or other telemar-keting expenses.

“We think that they should change thename of that report,” says Senny Boone,Executive Director of the Direct MarketingAssociation Nonprofit Federation (DMA-NF) which represents professionalfundraisers involved in telemarketing anddirect mail. “It is a total misnomer. You arenot talking about pennies. You are talkingabout millions of dollars being raised tosupport organizations.”

Boone is certainly right about theamounts being raised. It is a lot of moneyand, over time, it really adds up. Duringthe past ten years telemarketing cam-paigns registered in New York State haveraised a total of $1.8 billion.

The Attorney General’s point, ofcourse, is just how few pennies out of eachdollar raised go to support programs at thecharities and how many are retained byoutside professional fundraisers. Hereagain, the numbers really add up. Duringthe same ten-year period, professional tele-marketers have retained $1.2 billion of thetotal amount raised. That is billion with a“B”. And that is a lot of fundraising feesand expenses.

Attorney General Eliot Spitzer’s posi-tion is clear. "Donors are urged to give di-

rectly to a charitable organization ratherthan through a professional telemarketingcampaign and to review the annual finan-cial report of a charity before making a con-tribution," he said while releasing the latestreport. Pennies for Charity, itself, is de-signed as a public education document “toshow New Yorkers how much of the mon-ey they contribute in response to telemar-keter solicitations actually supports chari-table programs.” It is intended to shockNew York’s generous and giving publicinto wary skepticism, thereby deprivingless scrupulous telemarketers of their easi-est prey.

Despite these repeated public warn-ings by the AG’s office, telemarketing cam-paigns are still an enormous source of rev-enue – and a big business – in New YorkState.

Questions about telemarketing as afundraising practice abound:

How big is telemarketing compared to

other forms of fundraising?• Which charities are raising this $170 mil-

lion over the phone each year? • Who are the telemarketers who do it on

their behalf?• Is $0.37 on the dollar as low as it sounds? • What is the appropriate role of telemar-

keting in a charity’s fundraising arsenal?• What is the right way to do it?• What is the wrong way?• How does the AG’s office regulate and

monitor telemarketing fundraising?Should it do more? Can it do more?

Pennies for Charity provides a wealthof information to help answer these ques-tions – and raise others. The report’s 146pages of tables and analyses are the defini-tive word on who is doing what withwhom. It provides the basics on each ofthe 555 telemarketing campaigns conduct-ed in New York State by 440 different char-

The $1.2 Billion Question Ten Years of Telemarketing in New York State

$63.5 million $63.2 "

$57.1 "

$59.0 "

$59.3 "

$55.3 "

$52.0 "

$35.9 "

$60.0 "

$61.1 "

$566.4 million

$107.1 million $124.2 "$127.1 "$125.8 "$129.0 "$138.8 "$126.1 "$109.4 "$103.5 "

$ 99.3 "

$1.2 billion

37.2%33.7%31.0%31.9%31.5%28.5%29.2%24.7%36.7%38.1%

32.2%

$170.6 million

$187.4 "

$184.3 "

$184.8 "

$188.4 "

$194.1 "

$178.2 "

$145.2 "

$163.6 "

$160.5 "

$1.8 billion

2004 200320022001200019991998199719961995

Total

Total Net to % to Fundraiser FeesYear Raised Charity Charity & Expenses

Dialing for $’sPennies for Charity

PENNIES FOR CHARITY continued on page 8

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February 6 - Women in Development (WID)- New Yorkwill host “Taking the Lead – Moving from DevelopmentExecutive to CEO,” the third in a series of special eventsplanned in recognition of WID New York’s 25th Anniversary,the Princeton Club, 12:00 pm – 2:30 pm. For information, go towww.widny.org or call (212) 265-7650.

February 8 – 10 - NY Model for Batterer Programs:Updating Roles, Strategies and Outcomes will feature train-ing and demonstrations on batterer programs, WestchesterMarriot: 670 White Plains Road, Tarrytown, NY. For registration and program informa-tion, visit www.nymbp.org.

February 9 - The Fiscal Policy Institute's SixteenthAnnual Budget Briefing “Balancing New York State's 2006-2007 Budget in an Economically Sensible Manner” will besponsored by The Community Service Society's Public PolicyDepartment, 2:00 - 4:30 pm, 105 East 22nd Street (at Park Avenue South).RSVP by February 6 via e-mail message to info@fiscalpolicy.org.

February 10 - Habitat for Humanity in Nassau andSuffolk County will benefit from Huntington Cabaret’s pres-entation of "Seize the Day,” an original musical reviewdirected by award winning Lennie Watts with musical direc-tor Steven Ray Watkins, 7:30 pm at the Unitarian Universalist Fellowshipof Huntington, 109 Browns Road, Huntington NY. General Admission $20. For ticketinformation please call 631-673-5577.

February 16 - Infant-Parent Study Center of the JewishBoard of Family and Children's Services will host a booksigning and discussion with Suzi Tortora, EdD, APTR, CMA,author of The Dancing Dialogue:Using the CommunicativePower of Movement with Young Children. 6:00 pm, For informationand to RSVP call 212-632-4735 or email iicf@jbfcs.org.

February 26-28 - An Undoing Racism Workshop willbe hosted Fordham Univ. Graduate School of Social Service,113 West 60th Street, by NASW-NYC Chapter, NASW NYSChapter-Westchester Division, Columbia University School ofSocial Work Fordham University, Graduate School of SocialService, Hunter College School of Social Work and theAntiracist Alliance. Cost is Cost is $250, which includes tuition and light break-fast. For information, go to www.antiracistalliance.com.

March 2 - United Way of Long Island Celebrates its 41Years of Changing Lives on Long Island at Celebrate WhatMatters, UWLI’s own night club created just for this specialevening, 5:30 to 9 pm at Carlyle on the Green in Bethpage. Tickets are $350.For more information, sponsorship opportunities or to register online, visit www.unit-edwayli.org or contact Janie Figueroa, events manager, United Way of Long Island, at631.940.3721 or jfigueroa@unitedwayli.org.

March 7 - The Early Childhood Group Therapy Programof the Jewish Board of Family and Children's Services willpresent Preventing Preschool Expulsion and School Failure:Reaching At-Risk Children and Helping Them Grow 5:30 - 7:00pm. RSVP 212-632-4735 or iicf@jbfcs.org.

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Dialing for Dollars

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CALENDAR OFNONPROFIT EVENTS

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POINT OF VIEWInvisible Thirty Two Percent

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NEWS

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Clubhouse of Suffolk

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4 New York Nonprofit Press www.nynp.biz February 2006

EDITEDITORIALORIAL

Ad hoc NYC Child Welfare Groupc/o Andrew WhiteChild Welfare WatchCenter for New York City AffairsThe New School

January 20, 2006

Dear Mayor Bloomberg and City Council Speaker Quinn:

Ten years ago, New York City’s child pro-tection system was in severe disarray.Investigators were overwhelmed and demoral-ized, carrying 30 or more cases at a time andfrequently not finishing their investigations onschedule. Management and accountability sys-tems were weak.The need for a thoroughgoingreconstruction and renewal of the agency wasevident even before the very public review ofthe death of Elisa Izquierdo.

Today, in the wake of the deaths ofNixzmary Brown, Sierra Roberts and DahquayGillians, the city’s child protection system isonce again the focus of intense public criticismand internal scrutiny. The signers of this letterspend much of our lives engaged with this sys-tem and with the Administration for Children’sServices, either as practitioners, parents, advo-cates, attorneys, analysts or otherwise. And westate emphatically that the problems illuminatedby these recent deaths are very different fromthe wholesale dysfunction of the early-to-mid1990s. They demand a very different kind ofresponse.

The city’s response to these deaths and thecrisis of public trust will have to build upon thereform efforts of the last several years. Anyother approach would threaten to scuttle whatis surely one of the most successful, influentialsystem reform projects in urban government—and one that all concerned recognize as far fromcompleted.

We support the Administration forChildren’s Services attention in recent years toimplementing rigorous accountability systemsand performance reviews internally and with itscontractors; pursuing low investigative case-loads and adequate pay for frontline workers;providing investigators easier access to clinicalexpertise on mental health, domestic violenceand substance abuse issues; strengthening andexpanding essential community-based familysupport services; steering the foster care sys-tem toward better and more permanent homesfor children; emphasizing greater respect for andresponsiveness to parents, youth and foster par-ents; and much more.

And we all agree that Administration forChildren’s Services Commissioner JohnMattingly and his executive staff, along withDeputy Mayor Linda Gibbs, are the best man-agement team we could hope for in learningvaluable lessons from these recent, terribleevents and using those lessons to furtherstrengthen the reform effort.

In child welfare policy, there is too often anoverly politicized, whipsaw effect that resultsfrom the intense public scrutiny that follows achild’s death.This can force administrators intoextreme shifts in direction based on simplisticor ill-informed analysis. Instead, changes in childwelfare policies and services must be based onevidence and experience in the field.

There is much work to be done. Oversightand support of investigations will have to bereinforced, as will education and skill develop-ment for caseworkers.At least as important willbe energizing more effective collaborationbetween front-line child protection staff andworkers at community organizations and insti-tutions that serve families and children (includ-ing public schools). The city must redoublerecent efforts to improve Family Court so thatit effectively addresses the needs of children andparents and eliminates long and routine casedelays. And community-based, preventive familysupport and foster care services must bestrengthened further, including lower caseloads.

Finally, New York must intensify its effortsto develop a more meaningful and effectivestrategy for reducing family violence, not onlyviolence against children but against women aswell. Even as major crime rates have fallensteeply, family homicides and assaults remain ascommon as they ever were.

With sincere commitment for a steadilyimproving system for safer children andstronger families, we are:

Richard Altman, CEO,Jewish Child Care Association

Michael Arsham, Executive Director,Child Welfare Organizing Project*

Bill Baccaglini, Executive Director,New York Foundling

Lilliam Barrios-Paoli, CEO, Safe SpaceEllen Baxter, Executive Director,

Broadway Housing CommunitiesRolando Bini, Executive Director,

Parents in ActionBernadette Blount, Parent Organizer,

Child Welfare Organizing ProjectAndy Breslau, Executive Director,

City Futures Inc.*Eric Brettschneider, Executive Director,Agenda

for Children TomorrowLinda Lausell Bryant, Executive Director,

Inwood HouseFolasade Campbell, Executive Director,

Concerned Citizens for Family PreservationGordon Campbell, CEO, Safe HorizonGladys Carrion, Senior Vice President,

United Way of New York City*John Courtney, Co-Director,

Partnership for Family Supports and Justice*Alisa Del Tufo, Co-Executive Director,

Connect*Mario Drummonds, Executive Director/CEO

Northern Manhattan PerinatalPartnership, Inc.

Ralph Dumont, Executive Director,Lower East Side Family Union

Ilze Earner, Director, Immigrants and ChildWelfare Project, Hunter College School ofSocial Work

Laurel Eisner, Executive Director,Sanctuary for Families

Aubrey Featherstone, Executive Director,Edwin Gould Services for Children andFamilies

John J. Frein, Executive Director,Catholic Guardian Society

Michael Garber, child welfare consultant*Sister Judith Garson, Executive Director,

Little Sisters of the Assumption FamilyHealth Service

Martin Guggenheim, Fiorello LaGuardia Professor of Clinical Law, NewYork University Law School*

Robert H. Gutheil, Executive Director,Episcopal Social Services

Tony Hannigan, Executive Director,Center for Urban Community Services

Roseanne Haggerty, President,Common Ground

Susan Halpern, President,The Sirus FundRev. Msgr. Robert M. Harris, President & CEO,

St.Vincent's Services, Inc.Keith Hefner, Publisher/Executive Director,

Youth CommunicationsDianne Heggie,Associate Executive Director,

Council of Family and Child Caring AgenciesSue Jacobs, Executive Director,

Center for Family RepresentationPoul Jensen, President/CEO, Graham-WinhamJeremy Kohomban, President and CEO,

Children’s Village*Jack Krauskopf, Distinguished Lecturer,

Baruch College School of Public Affairs*Madeleine Kurtz, attorney*Susan Lob, Director,

Voices of Women Organizing ProjectSister Paulette LoMonaco, Executive Director,

Good Shepherd ServicesRev.Alfred Lo Pinto,Vicar,

Human Services, Diocese of Brooklyn and Queens

Gerald P. Mallon, Professor, Hunter CollegeSchool of Social Work*

Gerard McCaffery, President/CEO,Seamen's Society for Children and Families

Nora McCarthy, Editor, Represent!*Carolyn McLaughlin, Executive Director,

Citizens Advice BureauRobert J. McMahon, Executive Director,

SCO Family of ServicesClaude B. Meyers, Executive Director,

Abbott HouseLawrence Murray, CASA Fellow,

National Center on Addiction & SubstanceAbuse at Columbia University*

Beth Navon, Executive Director,Friends of the Island Academy

Sharwline Nicholson, President,Child Welfare Organizing Project*

Steven Parker, Executive Director, Rosalie HallJim Purcell, Executive Director,

Council of Family and Child Caring AgenciesBrother Philip Rofrano, FSC,

Executive Director/President,Martin de Porres Group Homes

Sharonne Salaam, Executive Director,People United for Children*

Donna A. Santarsiero, Executive Director,Brooklyn Bureau of Community Service

Natasha Santos, Reporter, Represent!Andrew Scherer, Executive Director,

Legal Services for New York City (LSNY)Alan Siskind, Executive Vice President,

Jewish Board of Family and Children’sServices

Herbert W. Stupp, CEO/ Little Flower Children & Family Services

David Tobis, Executive Director,Child Welfare Fund*

Richard Wexler, Executive Director,National Coalition for Child ProtectionReform

Andrew White, Director, Center for New YorkCity Affairs at The New School*

Fred Wulczyn, Research Fellow,Chapin Hall Center for Children, Universityof Chicago*

Michelle Yanche, Executive Director,Neighborhood Family Services Coalition

Jill Zuccardy, Director,Child Protection Project, Sanctuary forFamilies

Affiliations are for identification purposes only.

* indicates Member, Child Welfare Watch

An open letter to Mayor Michael Bloomberg and City Council Speaker Christine Quinn

We AgreeNew York Nonprofit Press agrees with and supports the sentiments

expressed by the Ad Hoc Child Welfare Group in the attached open letter toMayor Bloomberg and Council Speaker Quinn. The deaths of NixzmaryBrown, Sierra Roberts and Dahquay Gillians were tragic. It also would betragic if a hasty and misguided response to these deaths were to derail thesubstantial progress which the City’s Child Welfare System has made overthe past decade.

We are grateful to all those who have signed this letter and to AndrewWhite of the Child Welfare Watch and the New School’s Center for New YorkCity Affairs for the opportunity to publish it.

Letters

CorrectionsWe would like to correct the following errors which we made in the January issue.

The Point of View “Beyond the Boon: Burden of Technology” was written MichelleYanche, Executive Director of the Neighborhood Family Service Coalition. We mis-spelled Michelle’s name.

A photograph of Dr. Richard Dina in our People Serving People section was incorrect-ly identified at Tara Tate. We apologize to Dr. Dina and to Ms. Tate.

February 2006 New York Nonprofit Press www.nynp.biz 5

POINT OF POINT OF VIEWVIEW

In December, NYNP reported on anew initiative of the Administration forChildren's Services (ACS) titled An Inte-grated Plan for Early Childhood Develop-ment in New York City. The ACS plan isa key component of Mayor Bloomberg'snew Vision for Early Childhood Educa-tion which he announced during the re-cent mayoral campaign. Quite under-standably, the article reporting thisinitiative was positive and upbeat, andfor most of the early child-hood community this newswas as good as it gets. Thedreams and advocacy effortsof more than a decadeseemed to be coming tofruition.

But the Mayor's Visionand the ACS Plan were a ma-jor disappointment and de-feat for another segment ofthe early childhood commu-nity – the invisible 32%.

The initiative plans to en-hance the quality of servicesto some "135,000 young chil-dren who attend publiclysupported early care and ed-ucation." In fact, there are al-most 199,000 young childrenbeing served. The invisible32% are the 64,000 youngchildren with disabilities whoare served in publicly funded early inter-vention and preschool special education,and who were not included in this newplanning process.

Were these children "forgotten" onlyin the total count? It doesn't appear so.The initiative reports that the NYC De-partment of Health and Mental Hygienelicenses and monitors day care centersserving 126,000 publicly-funded chil-dren; in fact, DHMH actually serves anadditional 37,500 children in its own Ear-ly Intervention programs – an invisible23%. The NYC Department of Educa-tion is reported as serving 49,000 chil-

dren in Universal Pre-K; in fact, DOE ac-tually serves an additional 26,000 dis-abled children in special ed Pre-K – an in-visible 35%. DHMH reports that it has4,500 site-based providers; in fact, it hasan additional 150 providers that it con-tracts and monitors to serve infants andtoddlers with disabilities – an invisible4%. And in testimony supporting the im-portance of the early childhood educa-tion initiative, a representative of the UFT

(United Federation of Teachers) statesthat "There are no three year olds in pub-lic pre-school at all"; in fact, 13,000 three-year olds with disabilities receive pub-licly funded preschool services, and 1,000attend public school programs taught byUFT teachers. How did these childrenjust disappear from the collective vision?

The problem isn't just with the num-bers. The Vision and the Plan both makefree use of -- some might even say they"hijack" -- core values from the disabilitycommunity, turning these values to anew use while inadvertently shutting outthose for whom they were originally de-

Frieden and Commissioner Klein wereapproached shortly after the release of thereport, and this serious issue was called totheir attention. Both are honorable menwho have proven over many years howdeeply they care about the children withdisabilities in their care. The commis-sioners responded immediately, recog-nizing the pedagogical and political is-sues raised, and both gave assurancesthat the void would be resolved as plan-ning proceeded. I have no doubt thatthey will be true to their word. But Iwould hope they, as well as Commission-er Mattingly, will recognize that there is amore important question to be asked:how could any senior member of their re-spective administrations provide thisdata, respond to these questions, or par-ticipate in this plan development, with-out ever noticing the invisible 32%?

Invisible numbers are important.They tell us where people's priorities are;how they are thinking; what they thinkthe universe is. Invisible numbers tell usso much more than mere numerical val-ue; they tell us about human value.

Margery E. Ames, Esq. is Executive Di-rector, InterAgency Council of Mental Retar-dation & Developmental Disabilities Agen-cies, Inc.

fined. The Vision and the Plan suggest im-portant priorities, but with serious conse-quences for children with special needs.They call for "full integration" of the City'searly childhood services while at the sametime segregating out children with disabil-ities. They seek to "foster healthy devel-opment" of young children through pro-grams that are "developmentally focused",while excluding children with develop-mental delays. They will simplify eligibil-ity in order to "ensure accessibility," whilecreating a plan which is inaccessible to dis-abled children. At the same time that ACSis vigorously pursuing a lawsuit on accessto special services for their foster childrenwith developmental disabilities, they putforth a plan for their own day care servic-es which doesn't include access forpreschoolers with disabilities.

Twisting the knife in the wound, theproblems are not limited to governmentsector representatives. Every major earlychildhood advocacy group and profes-sional group in NYC has weighed in, allwith supportive and positive reflectionson the initiative. The Internet is repletewith websites of hoorahs and jubilation.Leading professionals and major "names"in the early childhood field have beenquoted. Some have, in the past, been lead-ing voices in vigorous advocacy for the in-tegration of special needs children withtheir non-disabled peers. Yet not one ofthem, even those considered leaders in thefield of early childhood disability services,appeared to notice that 32% of the childrenare missing from this plan. How did thesechildren just disappear from the collectivevision?

Unfortunately, the answer is much toosimple. Almost three decades after feder-al and state legislation first posed the nowwell-established principles of integrationof children with disabilities alongsidetheir typically developing peers, bothpublic and private early childhood stake-holders still think, speak, count, and plan,in terms of "children" and "those children."It's not that anyone consciously decided toleave out the special needs early child-hood community, it's merely that it neverhit the radar screen. Both Commissioner

The Invisible Thirty Two Percent

Margery E. Ames, Esq.64,000 young children

with disabilities were not

included in this new

Early Childhood Development

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6 New York Nonprofit Press www.nynp.biz February 2006

NEWSNEWSthere is an explicit mandate that countieshave to pass COLAs on to all providers forwhom MSARs are set, including FosterBoarding Homes and foster parents. That isreally good news.”

Advocates were still combing throughbudget detail to determine which programswould be affected by the COLA proposalsand how the proposals would be implement-ed. “We are still trying to figure out thespecifics, but the Governor certainly shouldbe commended for adding this money,” saidAllison Sesso of the Human Services Council.

The Coalition of Voluntary MentalHealth Agencies also commended the Gover-nor’s $62 million Children’s Mental HealthInitiative, which will double both the numberof current admissions to clinic treatment andthe number of Home and Community-BasedWaiver (HCBW) slots for children and ado-lescents.

“We are encouraged that the State is pay-ing attention to the needs of those kids andlooking creatively at ways to provide neededresources,” said Purcell. “That is exciting.”

Similarly, ASAP applauded several ini-tiatives to increase collaboration betweensubstance abuse providers and other servicesectors. “There is an initiative focused on co-occurring disorders, another one that looks atthe interface between our treatment systemand parole and one that looks at our collabo-ration with the child welfare system,” saidCoppolla. “This is a theme we have been ar-ticulating for a number of years. It is reallygreat to see something in the budget now.”

The Governor proposed increasing fund-ing for the Advantage After-School Program

by more than one-third, from $20.2 million to$27.2 million. “The After-School Corporationis delighted,” said Lucy Friedman, Presidentof TASC. “This additional money marks thefirst major increase in four years and shouldtranslate into approximately 11,000 more af-ter-school slots statewide.”

The Governor also ended a tradition ofbudget battles over inclusion of funding for abroad array of HIV/AIDS services. “For thefirst time in years, the HIV/AIDS budget wasnot cut!” said the New York AIDS Coalition.“All the programs that have been routinely re-moved in past Pataki Executive Budgets arenow included in the baseline AIDS InstituteBudget at their 2005-2006 funding levels, in-cluding Communities of Color programs,Treatment Adherence, Permanency Planning,Community Service Programs, Multi-ServiceAgencies and Community Development…We are excited that we can now spend ourtime this budget on securing increases to meetthe pace of New York’s growing AIDS epi-demic.”

Negatives in this year’s budget includedproposed cuts to Medicaid and Family HealthPlus, re-introduction of “full family sanctions”as well as other restrictions on Public Assis-tance and a proposal to expand the FlexibleFund for Family Services block grant. Onceagain, the Governor has proposed to include$379 million in TANF surplus funds previous-ly dedicated to Child Care within the FFFSgrant, thereby offering localities an opportuni-ty to reallocate the funding to other purposes.The budget reduces other sources of fundingfor Child Care slightly and holds funding forUniversal Pre-K at current year levels.

Advocates and providers are findingmuch to cheer about – as well as severalthings to battle against -- in Governor Pataki’sfinal budget proposal for the year beginningApril 1st.

High on the list of positives are the Gov-ernor’s proposals for Cost of Living Adjust-ments (COLAs) for providers in a wide rangeof programs in the areas of health, mentalhealth, substance abuse, HIV/AIDS and oth-er services. Advocates are also applaudingnew initiatives in children’s mental health, ex-pansion of the Advantage After-School Pro-gram, increased funding for Expanded In-Home Services for the Elderly (EISEP) and the“baselining” of many programs, particularlyin the HIV/AIDS sector.

Downsides include the Governor’s pro-posed $1.3 billion in cuts to Medicaid andFamily Health Plus, expansion of the FlexibleFund for Family Services block grant and avariety of restrictions in public assistance pro-grams.

Providers are particularly pleased withthe Governor’s COLA proposals which ap-pear to provide funding for 2.5% salary ad-justments during the coming year but also callfor additional increases tied to the consumerprice index in subsequent years.

“The cost of living increase recognizesthe need to make an adjustment to salariesacross a broad swath of the health and humanservices sector,” said John Coppolla, Execu-tive Director of the Alcohol and Substance

Abuse Providers of New York State (ASAP).“The fact that this goes out over a couple ofyears, even though we are talking about anew administration, sends a message thatthis is not a one-shot deal. This is somethingthat is going to be a challenge that will bewith us for a long time.”

“The Coalition has long argued that thefunding for many OMH-funded programsand services is stagnant while provider’s ex-penses steadily increase each year,” saidMichael Polenberg of the Coalition of Volun-tary Mental Health Agencies. “We are de-lighted that Commissioner Carpinello andthe Governor took steps to address this sys-temic problem in this year’s budget.” Polen-berg estimates that this year’s funding justfor OMH COLAs will be $30.9 million withthe total three-year package providing asmuch as $90 million in new funding. “Withthe exceptions of clinics, day treatment andcontinuing day treatment, virtually everyother OMH funded program, whether it re-ceives State Aid or Medicaid reimbursement,will be in line for a COLA. Case manage-ment, ACT, supported housing,outreach…the list includes some 70 pro-grams eligible for the COLA,” said Polen-berg.

“We are very happy to see COLAs ex-plicitly acknowledged in a multi-year plan,”said Jim Purcell, Executive Director of theCouncil of Family and Child Caring Agen-cies (COFCCA). “We are also pleased that

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February 2006 New York Nonprofit Press www.nynp.biz 7

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The Boards of Directors of theCatholic Guardian Society and theCatholic Home Bureau adopted a plan ofmerger effective on January 1, 2006, pend-ing all regulatory approvals. The two hu-man service agencies have been providingcare and support independently for chil-dren, families and individuals with spe-cial needs for over a century. The newcorporation will be known as the CatholicGuardian Society and Home Bureau.

John Frein will serve as Executive Di-rector of the merged entity. Frein previ-ously served as Executive Director ofCatholic Guardian Society.

“The merger, in the planning stagesince May of 2005, will take advantage ofthe strengths of both organizations by cre-ating a single agency capable of offering abroader range of services to communitiesthan either agency could offer alone,” saidFrein.

The merger was described as “aplanned response by both Boards of Di-rectors to changes in child welfare policyand needs for human services.” Bothagencies have historically offered an arrayof child welfare programs including resi-dential foster care. Within the past decadea refocusing of child welfare policy has re-sulted in an emphasis on preventionrather than placement, and on programs

that strengthen families. The new agencywill broaden services to meet the growingchallenges of caring for individuals withmental retardation and developmentaldisabilities.

“The work of the Boards and execu-tive leadership of both the CatholicGuardian Society and the Catholic HomeBureau is an excellent example of collab-oration between two organizations forthe sake of ensuring their future capacityto carry out their missions, and a true dis-play of concern for the families and indi-viduals both agencies serve,” said Mon-signor Kevin Sullivan, Executive Directorof Catholic Charities. “They are creating avery strong organization that will be ableto respond effectively to emerging andchanging human needs in our communi-ties.”

Catholic Home Bureau was foundedmore than century ago by the St. Vincentde Paul Society in response to the largenumber of Catholic orphans being trans-ported West on the so-called “orphantrains.” The Home Bureau, as it wasknown then, became the first Catholicagency devoted solely to placing chil-dren. Its early work sought to addressthe needs of dependent children and easeovercrowding in orphanages. TheCatholic Home Bureau offers a privately

funded adoption program that is sensi-tive to the needs of birth parents andadopted children, and a large fosterboarding home program. It also offersfamily day care, homeless services andmaternity services.

The Catholic Guardian Society,founded in 1908, recently diversified itsservices to meet changing communityneeds. Along with such community-based child welfare services as child

abuse and neglect prevention, fosterboarding home and adoption, residentialtreatment, family reunification, and juve-nile justice services, the CatholicGuardian Society is a major provider ofresidential services and respite care forpeople with mental retardation and de-velopmental disabilities, for individualswith severe hearing impairments, and fornon-ambulatory, dually-diagnosed, andgeriatric populations.

Catholic Guardian Society andCatholic Home Bureau Merge

New York Society for the Deaf(NYSD) is merging into the F.E.G.S.Health and Human Service System.NYSD, established in 1912 as the Societyfor the Welfare of the Jewish Deaf, hasbeen providing services to the deaf andhard of hearing community since its in-ception. Its services include housing, em-ployment, communication skills, behav-ioral health, interpreting, as well as arange of special initiatives to serve theJewish deaf community.

“F.E.G.S. is committed to providingquality services to those in need of assis-tance,” said Al Miller, Chief Executive Of-ficer of F.E.G.S. “We are a proud partnerof the UJA-Federation network of servic-es as is the New York Society for the Deaf.The merger of NYSD into F.E.G.S. will en-sure a seamless continuity of the vitalservices that deaf and hard of hearing in-dividuals in our community rely upon.We anticipate that the infrastructure andmanagement resources of F.E.G.S. will al-low us to build on the existing services ofNYSD, create new services and ensure

that these state-of-the-art programs areeasily accessible to all those who needthem.”

“Based on its superb professionalreputation and management excellence,F.E.G.S. is responding to its new respon-sibilities by enhancing services to thedeaf community with sensitivity and re-spect,” said John Ruskay, Executive VicePresident and CEO, UJA-Federation ofNew York.

F.E.G.S., whose budget is in excess of$200 million, reaches 100,000 individualsa year through its network of programsoperating in more than 300 locationsthroughout the New York metropolitanarea. The merger will enable F.E.G.S. tostrengthen, enhance and expand pro-grams to the Deaf which now include arange of Clinical Service Programs, aSign-Language Interpreter Staffing Ser-vice, Communications and VocationalPrograms and a portfolio of over 250 lowincome and special needs housing unitsoperated through four affiliated housingcorporations.

New York Society for the DeafMerges into F.E.G.S.

Got News?Got News?Call: 888-933-6967Fax: 518-392-8327

Email: editor@nynp.biz

ities during 2004. Each of the campaigns islisted, showing the charity, the fundraiser,the total amount raised and the net pro-ceeds to the charity. Simple math revealswhat went to the professional fundraiser inthe form of fees and campaign expenses.

HOW BIG IS BIG? While $171 million seems like a lot of

money, it is a mere pittance compared tothe total amount of charitable donationsmade by New Yorkers in any given year.In 2002, for example, total contributions byhouseholds in the state were estimated at$14.7 billion. By these standards, telemar-keting accounts for little more than 1% oftotal giving. It is also important to re-member that Pennies for Charity shows theamounts raised by all charities registeredto do fundraising in New York, even if thecontributions came from donors livingelsewhere. So, the New York share of thesecontributions is likely to be considerablysmaller.

Nevertheless, we are still talking aboutreal money. In fact, the relative size of tele-marketing sometimes appears more signif-icant when viewed in local terms and com-pared with other forms of fundraising.

Long Island-based charities, for exam-ple, raised a total of $12 million throughtelemarketing campaigns in 2004. Thiswas actually twice the $6 million totalraised by United Way of Long Island in thesame year. Since Long Island telemarket-ing campaigns posted the lowest net re-turns of any region – 21.9% -- charities onlyreceived $2.6 million. The professionaltelemarketers pocketed fees and expensesof $9.4 million. Yes, that’s right. The pro-fessional telemarketing fees alone weremore – a full 50% more – than United Wayof Long Island’s entire campaign proceedsfor the year.

WHO ARE THOSE GUYS?

Pennies for Charity provides a completelist of the charities which raised moneythrough telemarketing campaigns in NewYork during 2004. Many were calling fromsomewhere else. In fact a total of $111 mil-lion, or almost two-thirds of all fundsraised through telemarketing campaignswent to charities outside New York State.

Out of 215 of these national cam-paigns, approximately 25 charities raisedat least $1 million and four solicited over$5 million. Among the top ten are severalwhich you would expect to see: the Multi-ple Sclerosis Association of America ($5.8million), Mothers Against Drunk Driving($5.4 million), the National Right to LifeCommittee ($4.6 million) and NARAL ProChoice America ($3.8 million).

The top fundraiser on the list soundsfamiliar but may not be. Children’s WishFoundation International (CWFI), based inAtlanta, raised $7.7 million in 2004. The or-ganization, whose name is similar to thebetter known and more highly regardedMake a Wish Foundation, has had some le-gal scrapes in recent years. In 2002, theCommonwealth of Pennsylvania foundthat CWFI had made “41 false materialstatements” with regard to the fair marketvalue of the gifts-in-kind it had made. Thatsame year, Florida initiated a suit against itfor filing reports which inflated the worthof toys and goods it provided to organiza-tions that cared for seriously ill children.The charity even came to the attention ofthe Senate Finance Committee whose chair,

Senator Charles Grassley (R-IA),went so far as to inform the IRS, FTCand the US Attorney General that hiscommittee had “identified Children'sWish Foundation International, Inc.(CWFI) as a purported wish-grantingcharity that may be engaging in de-ceptive fund-raising tactics.”

Number two on the list is the In-ternational Union of Police Associa-tions, based in Alexandria, VA. Aswith most of the many law enforce-ment-related organizations which dotelemarketing fundraising, the Inter-national Union of Police Associationsisn’t a “charity” at all. Rather, it is a501(c)5 labor union, that raised $6.8million from the general public in2004, with 91% or $6.1 million goingto its professional fundraiser in feesand expenses.

Two other charities in the top tenare both clients of Civic DevelopmentGroup, LLC, based in Edison, NJ(more about Civic Development a lit-tle later). Fire Victims CharitableFoundation from Westerly, RI, raised$4.1 million and kept only 14%. Can-cer Fund of America in Knoxville,TN, used Civic Development Groupto raise a similar $4.1 million but onlykept 12%. On these two campaignsalone, Civic Development Group retained$7.2 million in fees and expenses. It is alsoworth noting that, according to the BBBWise Giving Alliance, in January 2005Cancer Fund of America settled chargesfrom the Massachusetts Attorney Generalthat the charity and its fundraisers had vi-olated charitable solicitation laws by mis-leading potential donors to believe that lo-cal cancer patients and their familieswould directly benefit from all or substan-tially all of the funds raised, when CFA re-ceived only 20%-30% of the proceeds, useda small percentage to provide indirect as-sistance to local cancer organizations, anddonated only a small amount of money indirect assistance to cancer patients nation-ally.

THE LOCAL CONNECTION

A New York perspective on nationalfundraising is interesting, but what doesthe telemarketing landscape look like a lit-tle closer to home. Who is using telemar-keting? How much do they raise? Howmuch do they keep?

The answers to these questions varysubstantially by region, even within NewYork State. Charities based in New YorkCity, for example, raised $24.5 million in2004 and posted the best results in terms ofnet proceeds. Charities kept 55% of the to-

8 New York Nonprofit Press www.nynp.biz February 2006

PENNIES FOR CHARITYPENNIES FOR CHARITY

tal amount raised, with fundraisers earn-ing 45% in fees and expenses. New YorkCity’s role as headquarters for national ad-vocacy and international relief organiza-tions was one significant factor with theseorganizations accounting for $12.5 million,or approximately half of all funds raised.Major players in this arena were PlannedParenthood Foundation which raised $3.6million and Amnesty International with$2.3 million. Both of these organizationsposted net returns to the charity in excessof 60%.

Local arts and culture organizationsare also significant telemarketers in NewYork City, unlike some other areas of thestate. These groups, accounted for $8.1million in total fundraising, or approxi-mately one-third of telemarketing activityin the City. As a category, arts groups alsowere most efficient in their fundraising,with approximately 67% of all contribu-tions going to the charity. Among thosewith the best results were Carnegie HallSociety ($2.9 million and a 75% net return),the New York City Opera ($1.7 million,68%), New York City Ballet ($1.4 million,58%) and the Philharmonic Society ($1.2million, 66%).

Noticeably absent from New York Citywere the law enforcement-related organi-zations which are a mainstay of telemar-

keting fundraising campaigns throughoutthe rest of the state. For a look at how theseorganizations dominate telemarketing ac-tivity on Long Island and in the HudsonValley, see “This is the Police!” on the op-posite page.

FEW CBOS TAKE TO THE PHONES

Relatively few local health and humanservice providers utilize professional tele-marketers as a fundraising strategy.

In New York City those organizationsusing telemarketing were:• New York and Presbyterian Hospital

raised the most, $724,925, but had thelowest net proceeds of $222,595 or 31%.

• Gay Men’s Health Crisis raised $312,986with a 58% net return of $180,178.

• New York Cares raised $125,577 with a57% net of $71,398, and

• God’s Love We Deliver received $78, 390with a 49% net of $38,079.

On Long Island and in the HudsonValley, Police Athletic Leagues appear to bethe main exceptions. The Suffolk CountyPAL used two telemarketing campaigns toraise a total of $444,003 in 2004. Net pro-ceeds to the organization were $131,198, or30% of all contributions. Several PAL’s inthe Hudson Valley also mounted profes-sional telemarketing campaigns.

While local nonprofit human service

PENNIES continued from page 1

BIGGER THAN UNITED WAYA Comparison of 2004 Fundraising on Long Island

United Wayof Long Island

Telemarketers

$2.6 million netto Charities

$12.0 million

$6.3 million

$13 million12 "11 "10 "9 "8 "

4 "5 "6 "7 "

3 "2 "1 "0 "

$9.4 million inFundraising Fees

Total Raised

Top Ten Telemarketing Charities in New York City

Charity

Planned Parenthood Federation of America Inc.Carnegie Hall Society Inc.Amnesty International of the USA Inc.New York City Opera Inc.New York City Ballet Inc.ASPCAPhilharmonic Symphony Society of New York Inc.Planned Parenthood Action Fund Inc.Anti-Defamation League of B’nai B’rithNatural Resources Defense Council Inc.

% toCharity

62%76%60%68%58%38%65%46%34%32%

Total Raised

$3,639,765 $2,894,651 $2,307,198 $1,663,893 $1,431,210 $1,387,897 $1,194,773 $1,192,974

$977,358 $747,333

Net to Charity

$2,251,505 $2,185,620 $1,395,794 $1,133,340

$829,718 $522,201 $782,402 $546,752 $336,746 $242,620

FundraiserFees/Expenses

$1,388,260 $709,031 $911,404 $530,553 $601,492 $865,696 $412,371 $646,222 $640,612 $504,713

“The Attorney General's work in Pennies for Charity is of vital importance to donors throughout the State and to all rep-utable charities,” said Patrick Foye, President/CEO of United Way of Long Island. “Telemarketing fundraising that yields25 cents of each hard earned donor dollar is unacceptable. While most charities and fundraisers are reputable and effi-cient, this type of abuse gives a bad name to the charitable sector and calls out for regulation. Donors should ask thosewho call them at home: how much will go to the charity? What does the organization do exactly? Reputable charitiesshould applaud Attorney General Spitzer's work and commit to work with his office to stamp out these abuses."

we had to take on the burden ourselves wewould end up with less money. The fact isthat we raise $800,000 to use in the com-munity.”

Clearly there are expenses associatedwith any fundraising activity. “If I chargesomebody $200 to play in a golf tourna-ment, I am not getting $200,” says Wald-bauer. “I have to pay the golf course, thecaterer, and all the rest. When you get tothe bottom line, if I am making 40% on agolf tournament, I am making a lot of mon-ey. If I have a solicitor out there generating40%, what is the difference?”

The DMA Nonprofit Federation ar-gues that the “Pennies for Charity” measure-ment of performance is one dimensionaland fails to recognize widely varying goalswhich nonprofits set for their campaignsand the various degrees of difficulties non-profits face. “The decision by a nonprofitto work with a professional fundraisermust be based on the specific goals and ob-jectives, which may range from advocat-

ing, to raising funds, to building aware-ness, or educating the general public onimportant matters,” said the DMA-Non-profit Federation in response to this year’sreport.

“Some campaigns are very difficult,”said DMA-NF Executive Director SennyBoone. “The nonprofit may be new. Theymay be prospecting for donors. You maymake a lot of calls to generate the interest.It is going to cost a lot of money to raise adollar. That doesn’t mean the campaignwasn’t successful.”

THE RIGHT WAY TO DO IT?

These finer points of strategy are notlost on organizations generating the high-est net proceeds from their telemarketingcampaigns. Successful groups rarely dothe cold calling associated with law en-forcement or other broad based telemar-keting campaigns.

executives don’t see many colleagues inPennies for Chartiy, they find some namesthey haven’t heard before. Long Islandproviders, in particular, found some sur-prises. (See “On Long Island: Who is Call-ing? Do I Know You?”)

HOW MANY PENNIES DO YOU WANT?

Pennies for Charity is intended to shockthe general public with the fact that, on av-erage, charities received only $0.37 of eachtelemarketing dollar raised during 2004.This, itself is an improvement, up from$0.34 a year earlier.

However, this average masks a verywide range of performance which in turnraises additional questions about the po-tential possibilities and pitfalls of telemar-keting as a fundraising technique.

A small number of campaigns – only25 out of 550 – generated 65% of the fundsraised in net proceeds. This is the base lev-el recommended by the Better Business Bu-reau’s Wise Giving Alliance standards.

The vast majority of programs didmuch, much worse. One fifth of all cam-paigns received less than 20% of the totaldonated dollars. Forty-five of the cam-paigns returned less than 10% and of these23 actually lost money.

Under these circumstances, whywould any charity choose to undertake aprofessional telemarketing campaign?

“I couldn’t do it here without them. Iwould have nothing,” says George Wald-bauer of Suffolk County PAL which gener-ated $131 ,198 with an average 30% netproceeds on his two campaigns. “We did alot of this type of fundraising ourselvesyears ago. By the time you get done payingyour phone bills, paying your rent andpaying your people, you can’t make themoney. You are better off letting an outsideguy do it.”

“The benefit of having the telemarket-ing company is that they bear the expensesand burdens,” says Fraternal Order of Po-lice spokesperson Kevin Ryan. “We feel if

February 2006 New York Nonprofit Press www.nynp.biz 9

PENNIES FOR CHARITYPENNIES FOR CHARITY

Law enforcement-related nonprofits are a dominating presence amongtelemarketing fundraisers throughout most of New York State – except forNew York City. On Long Island, nonprofits with a law enforcement themeaccounted for almost three-quarters (73%) of all professional telemarketingcalls, raising a total of $8.7 million in 2004. In the Hudson Valley, law en-forcement-related organizations raised $4.4 million, or 60% of the telemar-keting total. Local fire fighter associations and other organizations with afire fighter theme accounted for $288,934, or another 4%.

These law enforcement organizations range from the New York StateFraternal Order of Police, a statewide organization with 20,000 members, todozens and dozens of smaller local groups -- the Eastchester Police Benevo-lent Association, the Glen Cove City PBA, the Southampton Town PBA, etc.It takes a scorecard to sort out the specific beneficiaries of campaigns on be-half of groups such as the Suffolk County Detectives Association ($176,756),Suffolk County Detective Investigators ($104,640), Suffolk County PoliceConference ($107,000) and the Suffolk County Police Memorial Fund($99,388.)

Typically, law enforcement-related telemarketing campaigns are amongthe least efficient when measured by the net proceeds to the organization.On Long Island, these campaigns generated only 23 cents in net proceeds foreach dollar actually contributed. In the Hudson Valley, the net proceeds were 25cents on the dollar.

The larger law enforcement-related nonprofits are major fundraisers – gener-ating as much locally as many national charities. They are also exceptionally largesources of fees and campaign expenses for professional telemarketers.

The Fraternal Order of Police Empire State Lodge (FOP) raised $3.6 million in2004, making it the largest telemarketing fundraiser on Long Island. Only$822,565 actually went to the organization with $2.7 million going to Civic Devel-opment Group LLC (CDG) for fees and campaign expenses. The 23 cents on a dol-lar return is apparently fine with FOP since they have been working with Civic De-velopment Group for at the past ten years. During this time, they together haveraised $38.3 million from generous New Yorkers with $31.6 million of it – 82% --going to CDG in fees and expenses.

CDG also worked with Long Island’s second largest telemarketing nonprofit,the New York State Association of PBAs, which raised $2.1 million in 2004 but onlynetted $328,251, or 16% of the proceeds. The balance, $1.8 million went to fundrais-ing fees and campaign expenses.

Several questions arise out of the dominant role of law enforcement-relatednonprofits in the world of professional telemarketing. What do these groups do?Are they charities at all? Why do donors contribute?

“Their mission is to promote the law enforcement community, to support thelaw enforcement community and to help the law enforcement community get theword out there about all the good things they do,” says Kevin Ryan, a spokespersonfor the New York State Fraternal Order of Police Empire State Lodge. “They do a lotof community outreach and donations to various charitable causes and interests.They have a strong relationship with Easter Seals, Sloan Kettering and DeborahHospital in New Jersey. They do work with Special Olympics. They do work withprobably about a dozen different charitable causes in this region where they donatetime, money and manpower.“ However, FOP, like most of the law enforcement-re-lated groups, is not a charity. FOP is not a 501(c)3. Rather, it is a 501(c)8 FraternalBeneficiary Organization. As a result, contributions to it are not tax deductible.

“I don’t want you to get the impression this is a total charity-based organizationand all the money they raised goes to charity,” says Ryan. He is right. In 2004 afterFOP raised $3.6 million in contributions and paid $2.7 in fundraising fees and cam-paign expenses, the organization only reported making $89,155 in contributions toother beneficiaries. The balance went to support FOP’s own management, adminis-tration and in-house programs. “They have other programs they implement withinthe organization,” says Ryan, citing a Kids Care program which provides photo IDkits for families, DWI training and a Road Rage program.

However, donors to law enforcement organizations may have reasons for mak-ing a contribution, other than their sense of charity.

“There can be a coercive effect when the local police or fire support organizationcalls for a donation,” says Sean Delany, Executive Director of Lawyers Alliance forNew York. Delany served as Assistant Attorney General-in-Charge of the CharitiesBureau from 1995 to 1997, during which the Attorney General published New YorkState’s first Pennies for Charity report. “You want to make sure that you are getting es-sential services to protect your home and your business and you are afraid to say no.I have heard more than one victim of these solicitations say that was a factor.”

“It gives the impression that law enforcement is for sale,” says Pamela Delaney,President of the New York City Police Foundation. “We never make telephone solic-itations for funds.”

Ryan discounts these concerns as unrealistic. “We are not trying to intimidateanybody,” says Ryan. “I get calls, too, and I never get the sense that if I say ‘no,’ thepolice are not going to carrying out their duties.”

Civic Development Group which raised money for both FOP and the NYS As-sociation of PBAs, does lots of work with law enforcement organizations and hasrun into some legal problems of its own as well. In 1998, CDG settled with theFederal Trade Commission on charges that it had “misrepresented to consumersnationwide that contributions they were soliciting on behalf of a non-profit or-ganization, the American Deputy Sheriff's Association (ADSA), would benefitlaw enforcement in their own communities.” CDG did not return phone calls re-questing a comment.

PENNIES continued on page 10

“This is the Police!”

Year1995199619971998199920002001200220032004

Total

% toCharity

20%19%15%15%31%22%20%11%13%23%

18%

TotalRaised

$4,381,256 $6,723,451 $4,993,513 $4,343,576 $1,720,195 $2,340,784 $1,229,557 $5,273,828 $3,708,293 $3,559,053

$38,273,506

Net toCharity $884,377

$1,265,926 $749,027 $650,000 $525,579 $504,550 $245,911 $594,282 $464,000 $822,565

$6,706,217

FundraiserFees/Expenses

$3,496,879 $5,457,525 $4,244,486 $3,693,576 $1,194,616 $1,836,234

$983,646 $4,679,546 $3,244,293 $2,736,488

$31,567,289

A Fundraising BrotherhoodFraternal Order of Police Empire State Lodge, Inc.

& Civic Development Group LLC

10 New York Nonprofit Press www.nynp.biz February 2006

PENNIES FOR CHARITYPENNIES FOR CHARITY“We are not doing any cold acquisi-

tion,” says Gregg Carlson, President ofIDC which posted the highest net proceedsto charity -- 93.70% -- for its campaign onbehalf of the Association of Graduates ofWest Point. “We are going out to theirgraduates, their parents and their friends.That is a very limited, affiliated group. Ournumber of prospects is small, but they arevery high producing and very cost effec-tive as a result.”

“We do very little to no cold calling,”says Phil Miller, President of Brooklyn-based DCM which works with arts groupsaround the country including the NewYork City Opera and the New York Shake-speare Festival. “We call people who havea relationship with the organization, peo-ple who have been subscribers, ticket buy-ers or who have sent in requests for infor-

mation. 98-99% of the people we call havea relationship with the organization.”

Even carefully structured campaignslike these will incur significant telemarket-ing fees and expenses. Top scoring IDC av-eraged a 73.5% net proceeds to charity onits four New York campaigns. DCM,which ranked sixth out of all 94 profession-al fundraisers, averaged net proceeds of61.8%. Nevertheless, both of these highperforming organizations posted consider-ably lower returns on some individualcampaigns.

Net proceeds in the 20% and lowerrange which shock readers of Pennies forCharities are to be expected on campaignswhich utilize broad-based cold calling, ar-gues Carlson. “It is expensive to reach outto people who have no known relationshipto the organization,” he says.

However, charities often neglect tocapitalize on these initial investments. Toooften, nonprofits which rely on telemarket-ing firms appear to abandon their owndonor relations and list management.Some charities will surrender ownership ofcontributor lists to their professionalfundraisers or act as if they had. They sim-ply run the same high cost, low efficiencycold calling campaign year after year.

“You have to have an institutionalcommitment to taking an acquired donor,analyzing for greater potential and culti-vating a relationship that moves a personup the donor pyramid,” says Carlson.“Don’t even bother doing a donor acquisi-tion program if you are not going to do‘moves management’ in support of it.”

High return arts and culture groupsalso utilize telemarketing as only one

weapon in their fundraising arsenal.“When we do sales calls to un-renewedsubscribers for season subscriptions to theopera, we don’t call them until they havebeen sent a lot of reminders,” says Miller “Itell clients all the time that you should onlygive us the people you can’t get any otherway.”

HOW LOW IS TOO LOW?

In the past, some state or local regula-tors attempted to combat what they saw asabusive fundraising practices by establish-ing legal guidelines on the percentage ofcontributions which could go to fees andexpenses. The Village of Schaumberg, Illi-nois required nonprofits to receive 75% ofall donations in order to grant a permit fordoor-to-door solicitations. Maryland sim-ply prohibited charities from paying more

Pennies for Charity offers some surprises for the human service provider communityon Long Island. Most of the nonprofit executives with whom we spoke were stunned atthe sheer magnitude -- $12 million - of telemarketing fundraising going on at Nassau andSuffolk-based organizations. They were even more surprised to learn who was doing itand how much these individual organizations were raising.

As noted, the largest telemarketing fundraisers on Long Island were the Frater-nal Order of Police and the New York State Association of PBAs. Taking third placeis an organization with a relatively low profile – the Coalition Against Breast Cancer– based in St. James.

In 2004, Pennies for Charity reports that the Coalition Against Breast Cancer(CABC) raised $728,866 in contributions through the Campaign Center, a profes-sional telemarketer based in Lindenhurst. CABC got 20% of the proceeds, $145,775,and 80% went to Campaign Center for fees and expenses.

What does CABC do with the money? Debbie Koppelman, the organization’sDirector of Development, indicated that CABC will cover the cost of a mammogra-phy for women in need, provide transportation, has launched a scholarship pro-gram and makes donations to other nonprofit organizations. Koppelman, whostarted with the organization last Spring, was unable to provide detail on the num-bers of tests which CABC provided or the level of contributions to other providers.Lori Luskin, the organization’s president, was unavailable for comment due to a per-sonal health issue. Andrew Smith, CABC’s treasurer did not respond to requests forcomment.

CABC’s IRS 990 for 2003, the most recent one publicly available, indicates thatthe organization raised $951,000 in contributions and paid approximately $727,000in fundraising fees. Compensation to officers and directors – including Luskin andSmith – totaled $105,639. No donations to other nonprofits were listed in 2003, al-though a year earlier, when CABC raised $945,977 from the general public, it didmake $19,000 in grants and allocations to a local hospital foundation.

CABC states that its primary purpose is “to create public awareness of the pres-ence and the needs of those individuals stricken with breast cancer and to increasethe community’s knowledge.”

“I know nothing about them,” says Geri Barish, President of 1 in 9: The LongIsland Breast Cancer Action Coalition, which has played a leading role in address-ing community awareness regarding the disease on Long Island since 1990.

Several charities which raise funds through Mure Associates, a professionaltelemarketer located in Centereach, also drew blank looks or skeptical glances fromproviders in the field.

Mure Associates worked with five charities in 2004, accordingto Pennies for Charity:

• Bi-County Helpline for Abuse Against Women and Children• Long Island Responds• United Breast Cancer Foundation• Suffolk County United Veterans Halfway House Project• Vietnam Veterans of America – Chapter 11The relationship between this professional fundraiser and its

client charities seems particularly close. Long Island Responds actu-ally used Mure Associates’ phone number as its own on the chari-ty’s IRS 990 submission for 2004.

Bi-County Helpline has raised between $162,000 and $180,000in each of the last three years, keeping 20% and paying the balanceto Mure Associates in fees and expenses. Several key providerswithin the Long Island domestic violence community either hadnever heard of it or knew it only as a fundraising organization.

“I don’t know them. I don’t know what they do,” said Sandy Oli-va, Executive Director of the Nassau County Coalition Against Do-

mestic Violence. “As far as I know they provide no services in Nassau County.”“This has been going on for a very, very long time,” says Pamela Johnston of

Victims Information Bureau of Suffolk. “There is somebody who answers the phonewho seems sweet and friendly. If you ask for any services, she refers you to one ofthe legitimate organizations. They don’t provide any services. All they do is oper-ate this helpline.”

Aside from its telephone listing, the organization’s sole means of advertising itsservice appears to be through telemarketing and fundraising appeals. It maintainsno website and does not list with Long Island’s Community Resource Directory. Avolunteer who answered the helpline phone said that the organization makes refer-rals to shelters but would provide no further information. Lyn Speciale, the organi-zation’s president was not available for comment.

Long Island Responds in Selden, which reports that it provides education andsupport for food pantries and shelters, drew a similarly questioning response fromproviders in the field. For each of the past three years, Long Island Responds hasraised more than $180,000 through Mure Associates and paid a flat 90% of it in feesand expenses. Similarly, established providers did not know of the organizations.

“No, I have never heard of them,” said Judy Panullo, Executive Director of theSuffolk Community Council.

“No, and we have a network of 600 member agencies in Nassau and Suffolk,”said Lynn Needleman, Executive Director of LI Cares, the food bank serving theemergency food system on Long Island.

NYNP was unable to reach Daisy Moriatis, the Executive Diretor, despite re-peated calls to the telephone number listed on Long Island Responds’ IRS 990.

Nor were we able to reach Lillian Kleppe of Mure Associates despite repeatedcalls to the number listed for the company with the Attorney General’s office.

Long Island Respond’s telephone number, as listed on its own IRS 990, is thesame number as Mure Associates.

Similarly, we were unable to get additional information regarding United BreastCancer Foundation, based in Huntington Station. The charity raised $78,713 in 2004and kept $15,742.

Gerri Barish of 1 in 9 gave the same response as with the Coalition AgainstBreast Cancer. “I have never heard of them,” she said. Once again, we were unableto reach Audrey Mastroianni who was listed as the organization’s president. An in-dividual who returned our call, declined to provide her full name or any additionalinformation, citing a health problem.

The telephone number for Long Island Responds, as reported on its IRS 990 submission, is the same as that listed for its profes-sional fundraiser, Mure Associates, in the Attorney General’s Pennies for Charity report.

On Long Island: “Who is Calling? Do I Know You?”

PENNIES FOR CHARITYPENNIES FOR CHARITYFebruary 2006 New York Nonprofit Press www.nynp.biz 11

than 25% of the amount received, unless awaiver was granted due to special circum-stances. North Carolina prohibitedfundraisers from charging an “unreason-able” or “excessive” fee. If the fee was 35%or more of gross proceeds, the fundraiserwas required to prove that the fee was nec-essary for advocacy or other specified rea-sons.

During the 1980s, however, the U.S.Supreme Court overturned each of theseattempts at regulation, stating that charita-ble appeals were a form of free speech andsubject to protection by the first amend-ment. The Court also stated that requiringa minimum percentage of receipts to go tocharitable purposes was not a direct way toprevent fraud because the costs offundraising campaigns can vary widely.“There is no nexus between the percentageof funds retained by the fundraiser and thelikelihood that the solicitation is fraudu-lent,” the Court stated in one ruling.

The Court also threw out a North Car-olina requirement that professional fundraisers disclose to potential donors whatpercentage of contributions on averagethey had delivered to their charitableclients in the previous year. The Court con-cluded that this forced disclosure incorrect-ly presumed a charity did not benefit fromfunds collected in its name but paid in feesand “would almost certainly hamper thelegitimate efforts of professional fund rais-ers to raise money for the charities theyrepresent."

These Supreme Court rulings havecreated significant complications for regu-lators as they monitor fundraising cam-paigns which, at least to a lay observer,would appear to be abusive. Pennies forCharity, and similar reports issued by regu-lators in other states, would appear to be aresponse to these limitations. If regulatorswere not allowed to make a legal casebased on excessive fundraising fees, atleast they could take it to the court of pub-lic opinion.

The State has expanded required reg-istration for a broader range of campaignsby professional fundraisers – law enforce-ment groups were not required to registerin the past. New York also requires profes-sional fundraisers to disclose to potentialdonors that they are being paid to makethe solicitation. “That law has never beenoverturned,” says Gerald Rosenberg, As-sistant Attorney General-in-Charge of theCharities Bureau.

In a more recent 2003 ruling, Madigan vTelemarketing Associates, Inc., the SupremeCourt reaffirmed its First Amendment pro-tections of fundraising solicitation as freespeech, but “took care to leave a corridoropen for fraud actions to guard the publicagainst false and misleading charitable

solicitations.” “That crack of daylight is very, very

important,” says Rosenberg. “If thefundraiser affirmatively misleads the par-ty that is being pitched, that is actionable.The state is free to prosecute”

Proving misrepresentation and fraudis not easy, however. “You have very se-rious problems of proof,” says Rosenberg.“The solicitor will deny having made themisrepresentation in the call and will saythat they adhere to the script.”

“Because these are oral solicitations,you need a critical mass of complaints tomake the case,” says Sean Delany, one ofRosenberg’s predecessors at the CharitiesBureau.

Nevertheless, Rosenberg believesthere are opportunities to prosecute abu-sive fundraisers under New York State’slegal definition of fraud. “Our office has

been looking closely at what we would bepermitted to do consistent with Madigan,”he says. “My conclusion is that it wouldbe permissible and consistent with theFirst Amendment for states to go againsta telemarketer who has misled by omis-sion. We are looking for an appropriatetest case where the telemarketer’s solicita-tion omits what any normal person wouldconsider important material informationabout how the contribution would beused.”

CHARITY CALLS

If Pennies for Charity demonstratesanything, it is that there continue to besources of charitable giving among thegeneral public which telemarketing iscapable of reaching. Many health andhuman services providers have avoidedusing the strategy for fear of alienating

their donor base or being tainted by as-sociation with other, less reputablegroups.

The Council of Community Servicesof New York State (CCSNYS) believesthat this strategic retreat may be a lostopportunity. In 2002, it began exploringthe concept of a nonprofit-based tele-marketing fundraising service whichwould operate according to a strict set ofethical guidelines.

“Telemarketing is not going to goaway,” says Doug Sauer, CCSNYS’ Exec-utive Director. “You could take the prof-it out of it, put the transparency and eth-ical disclosure in it and get a higherreturn. Then, you can market that to thecommunity as an acceptable way to con-tribute to nonprofit organization.”

An initial survey of nonprofitsfound significant interest in the concept,particularly among smaller groups. Theservice would stress a process of helpingthese organizations to identify and culti-vate their own donors and prospects.

Development of the nonprofit“Charity Calls” service is still in the con-cept stage. “We still think it is viable,”says Sauer.

Copies of Pennies for Charity can bedownloaded from the Attorney Gener-al’s Charities Bureau website, www.oag.state.ny.us/charities/charities.html.

(All charts in this article are basedon information from the Office of theNew York State Attorney General, Pen-nies for Charity reports.)

Year

Association of Graduates of the US Military Academy New York Police Chiefs Benevolent Association Inc.New York State Union of Police Associations Inc.Consumers Union of United States Inc.Scarsdale Patrolmens Benevolent AssociationPolice Athletic League of Yonkers Foundation Inc.Rockland County Patrolmen’s Benevolent Association Inc.Troopers Historic Association of New York Inc.Rockland County Sheriff’s Deputies Association Inc.Dutchess County Correction Officers Benevolent Assn.

% toCharity

91%16%29%51%32%32%37%13%35%20%

Total Raised

$1,685,626 $1,370,595

$504,216 $325,413 $225,286 $212,525 $150,131 $145,369 $139,649 $118,439

Net to Charity

$1,535,407 $219,295 $143,990 $165,439 $72,586 $68,758 $55,891 $18,537 $48,877 $23,688

Fundraiser Fees/Expenses

$150,219 $1,151,300

$360,226 $159,974 $152,700 $143,768 $94,240

$126,832 $90,772 $94,751

Top Ten Telemarketing Charities in the Hudson Valley

Nonprofit

Fraternal Order of Police Empire State Lodge Inc.New York State Association of PBA's Inc.Coalition Against Breast Cancer Inc.New York AMVETS Inc.Suffolk County Police Athletic League Inc.Nassau Police Conference Inc.Long Island State Park Police Benevolent AssociationNew York Veteran Police Association Inc.Hempstead Police Benevolent Association Inc.United States Police Canine Association/Region #7

% toCharity

23%16%20%3%30%25%25%15%25%22%

Total Raised

$3,559,053 $2,088,710

$728,866 $641,325 $444,003$432,555 $379,784 $267,905 $252,235 $236,925

Net toCharity

$822,565$328,251$145,775$20,000

$131,198$125,200$95,045$40,186$63,059$52,124

FundraiserFees/Expenses

$2,736,488 $1,760,459

$583,091 $621,325 $312,805$307,355 $284,739 $227,719 $189,176 $184,802

Top Ten Telemarketing Charities on Long Island

12 New York Nonprofit Press www.nynp.biz February 2006

AAGENCY OF GENCY OF THE MONTHTHE MONTH

Clubs are all about belonging, thatspecial feeling of warmth and safetythat comes through supportive friend-ships, common purpose and a sharedsense of ownership. For individualswith mental illness -- stigmatized andoften living in isolation -- this sense ofbelonging can be especially hard tofind. Since 1990, Clubhouse of Suffolkhas served as an oasis of physical andemotional security for Long Islandersstruggling with mental illness.

“I have been coming to clubhousesince 1993,” says Dale. “If it wasn’t forClubhouse, I would probably be in amental institution today.”

The Clubhouse community of car-ing friends and supportive staff standsin stark contrast to an earlier life manymembers describe. “I used to live inmy house with all the shades pulleddown,” says Elizabeth. “I wouldn’ttalk to anyone except my animals.”

“I was isolated and depressed,”says Cathy, whose long term conditionbecame overwhelming after her threechildren grew up and left home.

While members often receive clini-cal treatment through other mentalhealth programs, they find a home andhope for rebuilding their lives at Club-house programs like Clubhouse of Suf-folk.

“At its inception, Clubhouse ofSuffolk grew out of a sense of dissatis-faction among a group of family mem-bers with the range of services thatwere available,” says Michael Stoltzwho has served as Executive Directorat Clubhouse of Suffolk since its incep-tion. “Family members had adult chil-dren who, prior to the onset of mentalillness, had been brilliant and success-ful and wanted to overcome the effectsof their illness to return to productiveroles.”

The Clubhouse model, which wasfirst developed in 1948 at FountainHouse in New York City, is built uponthe assumption that people with men-tal illness can recover, can learn tomanage their illness, and can livehealthy and productive lives.

Just as important, clubhouses as-sume that people with mental illnesscan and must play an active role intheir own recovery. Consumers aremembers, not patients. Membership isvoluntary and not subject to time lim-its. Members choose the ways inwhich they utilize the clubhouse andthe particular staff with whom theywork. While members develop a per-sonal plan to meet their chosen goals,

there are no written contracts oragreements which enforce participa-tion in club activities.

Clubhouse of Suffolk was formedin 1990 by family members who hadcome together through local supportand advocacy groups, particularly theSuffolk Chapter of the National Al-liance for the Mentally Ill. Dr. DavisPollak, a founder and still President ofthe Clubhouse of Suffolk Board, hadbeen involved with the earlier, pio-neering efforts of Fountain House andVenture House.

“Both Fountain House and Ven-ture House helped us a great deal informulating our two clubhouses,”says Stoltz. “Fountain House is thegrandfather of the clubhouse modeland part of their mission has been tohelp promote clubhouse model pro-grams all over the world.”

Clubhouse of Suffolk spent itsfirst year in borrowed space at KingsPark Psychiatric Center before findingits current main location inRonkonkoma. “We are geographical-ly right in the center of Suffolk,” saysStoltz. After starting with 5,000 sq. ft.in the one-story building, the Club-house and its programs gradually ex-panded to fill the full 13,000 squarefoot structure. In 1997, it secured suf-ficient funding to acquire the build-ing.

In response to increasing demandfor its services from eastern Suffolk,Clubhouse of Suffolk opened a secondfacility, Synergy Center, in Riverheadin 1995.

Approximately, 290 members ac-tively participate in the RonkonkomaClubhouse at any one time while 100more utilize Synergy Center, saysStoltz. In all, Clubhouse of Suffolkserves more than 1,200 individuals an-nually through the two Clubhouseswith their associated programs and aseparate Case Management Program.

For members, the clubhouse isone place where they can escape thestigma which so often is attached tomental illness.

“I don’t feel different here,” saysCathy. “The people here have thesame illnesses or similar ones. It isone big family, even the staff. Theyhave classes where we learn copingskills.”

“This is the only place I knowwhere I feel safe and comfortable,”says Frances. “My own family does-n’t understand.”

In addition to the overarching cul-ture of recovery, there are sever-al sets of programs which arefundamental to the clubhousemodel:• Work Ordered Day• Supported Employment• Evening and Weekend Ser-vices

WORK ORDERED DAYMembers do the work nec-

essary to make the club func-tion. Staff participate on anequal footing, but accreditationstandards for clubhouse pro-grams actually require that the

number of paid staff be insuf-ficient to handle all club ac-tivities.

“Work-Ordered Day isthe foundation of a club,” ex-plains Stotz. “Units -- teamsof members and staff -- workto accomplish all the opera-tions of the club.” A ClericalUnit maintains a database ofclub members, handles allcommunications, puts out anewsletter, sets up calendarsof activities and sends outbirthday cards. The Member-ship Unit tracks attendanceand activities, does outreachat psychiatric hospitals andclinics, offers tours and encouragementfor potential new members, checks inwith existing members who may havemissed clubhouse sessions, etc. TheKitchen Unit takes care of all the tasksassociated with preparing and servingtwo meals a day for up to 75 club-house members – menu planning,purchasing, cooking and clean-up.

For members, the Work-OrderedDay offers structure and purpose. Itintegrates individuals who may havebecome isolated through their illnessinto functioning teams which providetheir own clubhouse services. Mem-bers refresh and develop new commu-nication and social skills required toaccomplish the task at hand. In theprocess, they rebuild confidence intheir own abilities and develop newfriendships with fellow club mem-bers.

“I got involved in the kitchen,”says Dale. “We serve two meals a dayand I take care of evening meals forabout 25 or 30 members.” Dale cred-its her successful experience with theKitchen Unit for giving her the confi-dence to try Supported Employment.

SUPPORTED EMPLOYMENTSupported Employment is anoth-

er cornerstone of the clubhouse mod-el, explains Stoltz. Services rangefrom intensive Transitional Employ-ment (TE) to simple, behind the scenescoaching on job searches and inter-view techniques for individuals withhistories of mental illness.

“Transitional Employment is themost highly supported form of sup-ported employment,” says Stoltz. “Itis for people who need an extendedperiod of side-by-side job coaching,people who have built up a lot of rustin terms of workplace experience orwho may never have worked. Theyneed to learn about the world of work– how to report to work, do a job, geta paycheck. We go with the memberevery day for a couple of weeks andthen fade out. The employer knowsthe person is from the clubhouse andthat they have a serious illness. Theemployer gets trained in how to besupportive.”

Clubhouse of Suffolk has devel-oped working relationships with abroad range of employers on Long Is-land. Members have held positionswith for profit firms such as Bed, Bathand Beyond, Computer Associates,BJ’s Wholesale Warehouse, Sears,Minute Man Press and RonkonkomaPrinting. Local nonprofits, includingthe Animal Rescue Fund, Big Broth-ers/Big Sisters and Hands Across

Long Island, also provide employmentopportunities for members. Participat-ing employers receive considerablesupport, including guarantees of cover-age for entry level positions held bymembers.

“At the other end, we have mem-bers who are fairly capable,” saysStoltz. “We have people who haveworked in warehouses as well as teach-ers, lawyers and MBAs.” Here, the fo-cus is on how members can find, getand keep a job – how to explain thatgap in the resume, how to deal with co-workers or productivity issues. “Oncea week we have a dinner just to dealwith workplace issues,” says Stoltz.“We can have anywhere from 5-25members on a Thursday night.” TheClubhouse provides employment-relat-ed support for approximately 80 mem-bers from Ronkonkoma and another 20at Synergy Center in Riverhead.

Similar support is available formembers seeking to continue their edu-cation. “We have people going to col-lege or who have never been to collegebut want to resume their education,”says Stoltz who notes that onset ofmental illness often occurs between theages of 16 and 24, thereby disruptinghigh school and college plans. “Wehave a relationship with Suffolk Com-munity College and a couple of the oth-er colleges that have offices of disabili-ty services. We help connect a memberwith the support services they need –financial, remedial, help in picking abeginning course or a major.” Approxi-mately 20 members at both Ronkonko-ma and Riverhead now attend college.

EVENING SERVICES Members develop their own per-

sonal plan for using the clubhouse ac-tivities to meet their own recoverygoals. A significant segment of mem-bers already work or attend school anduse the Clubhouse to address specificissues. “They know they have seriousmental illness and that they need tolearn how to manage it better,” ex-plains Stoltz. “They need assistance ingetting a job or going back to school.They know what they are looking for.They come in, get what they need andgo on.”

Other regular and long term mem-bers have psychiatric disabilities whichhave prevented them from working orattending school. For these, the club-house is an important place of respiteand a critical link to the outside world.They come frequently over long peri-ods as they work towards recovery.

“I come every day,” says Elizabeth.“I am so happy I have a place to come.

Clubhouse of Suffolk:Poetry and PROS

Michael Stoltz, Executive Director

prehensive PROS license requiring allthree sets of services (CRS, IR andORS) or a Limited PROS license whichwould allow only ORS and IR. In ad-dition, Comprehensive PROS li-censees may also apply to provideClinical Treatment services.

signed to assist individuals in at-taining specific goals such as em-ployment, education or housing,and;

• Ongoing Rehabilitation and Sup-port (ORS) to support individualsin managing their symptoms in thecompetitive workplace.

Providers can apply for a Com-

AAGENCY OF GENCY OF THE MONTHTHE MONTHFebruary 2006 New York Nonprofit Press www.nynp.biz 13

My life is nothing like it was before. Ihave mental illness, but I still have alife.”

In order to serve both thesegroups, Clubhouse and Synergy Cen-ter operate daily, including eveninghours until 8:30 p.m. on Tuesdaysthrough Fridays.

Both clubhouses are also open andavailable to members on most holi-days, periods which can be particular-ly stressful for members. “A lot ofpeople here don’t have families,” saysCathy. “They can come here and feelwelcome.”

The clubhouses are not open onweekends at present, although staffand members help facilitate opportu-nities for members to get together onthe weekends. “We would like to beopen,” says Stoltz. However, most ofthe Clubhouse’s contracts have notbeen adjusted to reflect the real andrising costs of utilities, rent, insurance,salaries and benefits for over 10 yearsand can no longer cover the extendedhours.

PROS

Clubhouse of Suffolk is notalone in these financial difficul-ties. Clubhouses and other reha-bilitation programs throughoutthe state have suffered with stag-nant funding for many years. Inan effort to provide additionalfunding – and shift a greatershare of costs to the Federal gov-ernment – New York State OMHhas been working for more thantwo years on a radical restructur-ing of the way clubhouses andother rehabilitation programs arefunded: PROS.

Personalized RehabilitationOriented Services (PROS) will bethe latest in a long line of servic-es which OMH has converted toMedicaid-based funding streams.PROS collapses a wide range ofrehabilitation programs, eachwith its own regulations andunique contract structure, into anew series of program licenses.The goal is to integrate treat-ment, support, and rehabilita-tion in a manner that facilitatesthe individual's recovery.

PROS will include services underthree broad umbrellas: • Community Rehabilitation and

Support (CRS) designed to assistindividuals in managing their ill-ness and restoring skills and sup-ports necessary to live successfullyin the community;

• Intensive Rehabilitation (IR) de-

Members do the work necessary to make the club function, such as preparing and serving two meals daily.

continued on page 14Synergy Center is Clubhouse of Suffolk’s satel-lite facility in Riverhead.

14 New York Nonprofit Press www.nynp.biz February 2006

AAGENCY OF GENCY OF THE MONTHTHE MONTHMental health providers have spent

much of the past two years attemptingto discern exactly what a transition toPROS will mean for rehabilitation pro-grams whose culture and operations aresteeped in the philosophy of recovery.

Clubhouse of Suffolk will beamong the very first providers in NewYork State to find out. OMH is rollingout the new PROS licenses in severalcounties, including Suffolk, and Stoltzanticipates approval of the Clubhouse’application effective this Spring. (TheState’s first PROS license applicationwas approved for Behavioral HealthServices North in Clinton County onJanuary 3rd.)

“The challenge is how do we retainthe culture that we have created andmeet the PROS environment of regula-tion and billing,” says Stoltz. PROS takesprograms with a decidedly non-medicalapproach to service delivery and con-verts them to a Medicaid funding stream,complete with rate-based, billable unitsof service in the form of face-to-face con-tacts. “We feel positive about the expan-sion in services that come with PROS butit will require a big upgrade in adminis-tration,” he says.

However, despite wide-spreadfears among consumers and rehab ad-vocates about the possibility of an up-coming culture clash, Stoltz believesClubhouse of Suffolk’s transition toPROS can be mostly transparent to in-dividual members. In part, this is be-cause the Clubhouse’s programs are al-

ready built on a firm rehabilitationand recovery base.

“For the past five years, we haveincorporated the Psychiatric Rehabili-tation Approach (PRA) as a platformfor all of our services,” explainsStoltz. “While the clubhouse model isthe framework for how programshappen, PRA is the process that staffuse to help people in recovery reachtheir goals.” The Clubhouse has hada collaboration with Boston Universi-ty Center for Psychiatric Rehabilita-tion which has provided training andconsultation.

Stoltz believes that this existing re-lationship between clubhouse pro-grams and PRA theory will allow aneasier transition to the world of PROS.“A lot of what we are doing is cross-walking the models, translating PRAand the Clubhouse model into theframework of the PROS provider.”

Clubhouse of Suffolk also plans toadd clinical services to its array ofprogramming through its new PROSlicenses. “We will have psychiatristsand nurse practitioners,” says Stoltz.

IPRT & CASE MANAGEMENTClubhouse of Suffolk and Synergy

have strived to meet members’ needsthrough Pathways, its IPRT (IntensivePsychiatric Rehabilitative Treatment)program. “IPRT is an aggressive wayof working with people who have apretty clear idea on the needs theyhave,” says Stoltz. The Clubhouse hasalso applied PRA as a foundation for

the IPRT program. The IPRT will“fold-in” to the PROS programs.

“It includes a lot of educationabout illness and recovery,” says Stoltz.“If you think of any other illness, suchas diabetes, there are many ways to getinformation about the illness. You cango online for research, see a dietitian,visit local hospitals, attend supportsgroups and generally learn about theimportance of a healthy lifestyle. Forpeople with mental illness, this infor-mation is just as important. What ismy diagnosis? What does it mean?What do I need to ask my doctor abouttreatments and how they will affect mylife? What are the side effects and arethey permanent? How about my rela-tionships with friends? Should I talkabout my illness or shouldn’t I. Howabout with my employer? How can Icompensate? Our programs are a re-sponse to people saying that they needhelp with managing aspects of their ill-ness.”

Clubhouse has also developed spe-cific tracks for individuals with differ-ent levels of impairments and with co-occurring disabilities. “We found wehad a lot of people with learning andcognitive impairments,” says Stoltz.“We have a cohort of people who areover 65. They are often reconcilinglosses and struggles with families, stillwanting to be productive and facing fi-nancial issues in terms of life planning.There are a whole set of issues withthat group that we need to learn aboutand respond to.”

In 2001, Clubhouse of Suffolk be-gan providing case management serv-ices for consumers on the East End ofLong Island. “We took over programsthat had been run by two otherproviders,” says Stoltz. “When westarted, there were 65 clients and nowwe serve 350. The two clubhouseshelp to anchor the case managementprograms.”

LOOKING AHEADThe transition to PROS -- with its

addition of clinical treatment services– is certain to keep the Clubhouse’sadministrative plate full for the nearterm. However, Stoltz believes thatClubhouse will always need to adaptits services to meet the evolving needsof members’ experiences with mentalillnesses. “The cohort of people weserve has really changed over the pastten years,” he explains. “There arelarger proportions of people who havehad contacts with the criminal justicesystem and the homeless shelter sys-tems.” Stoltz would also like to ex-pand services to younger clients, par-ticularly in the 15-20 age range whichso often marks the onset of mental ill-ness. “Although we do have a cohortof 18-25 year olds, we now only serveadults,” he says. “Earlier interventionis everything in health care and that isno different in mental health.”

For information on Clubhouse ofSuffolk and its programs, call 631-471-7242 or visit www.clubhouseof-suffolk.org.

Baruch College - School of Public Affairs - Nonprofit Group

Seminar Series PresentationCommunications and Marketing for

Nonprofit OrganizationsFeaturing

Harvey HirschIndependent Marketing Consultant

and

Lillian Rodriguez-LopezPresident, Hispanic Federation

Thursday, February 16, 20064:00 - 6:00 PM135 East 22nd Street, Third Floor Room 301

RSVP To:Aditi Aggarwal646-660-6743

ornonprofit_workshops@baruch.cuny.edu

Space Limited - RSVP Required

project had multiple phases.The Citizens Committee for Children

was charged with identifying the fundingstreams from the child care service models.“We found that providing a full day of edu-cational services can be a challenge to themany agencies responsible for the adminis-tration of services. We wanted to map outexactly what some of those challenges were,”said Candice Anderson, Senior Policy Asso-ciate for Education, Child Care and YouthServices.

ACT’s role on the Early Learning Projectwas to develop a model that would improveservice accessibility for parents. IMPACT be-came the answer that ELP sought to improveaccessibility for parents; a single access point

for parents to connect to early care and edu-cation resources. They conducted communi-ty-based research, focus groups, town meet-ings, interviews and surveys with over 400families and service providers, and usedthese findings to create IMPACT. “We foundthat the key points of delivering services inBushwick are to remain culturally relevantand to have a welcoming atmosphere,” saidMcLaughlin. She added that information inthe neighborhood gets around by word ofmouth.

The IMPACT project is funded soley bythe United Way of New York City. ACT re-ceives in-kind support from ACS and HRA,but is also funded currently by 13 privatedonors.

NYNP-01-06

Child Welfare Fund

5 Grand Prizes of $1,000 each15 Additional Prizes: $300 - $600

Deadline: March 1, 2006

The Child Welfare Fund is sponsoring an award to promote a more positive image of

New York City foster youth. Five Grand Prize winners will receive $1,000 each, and

15 First Prize winners will receive $300 - $600 each.

Essay #1: Write about a challenge

you’ve faced in care and how

you’ve worked to overcome it?

Essay #2: How have you helped

others?

ENTRANTS MUST

WRITE TWO ESSAYS:Who Can Nominate a Young Person:

Entrants can be nominated by an adult

(including teachers, mentors, agency staff,

youth workers, religious leaders, foster

parents, biological parents). Adults should

nominate young people who have shown

resilience, helped others, and achieved

personal and academic success.

Who is Eligible to be Nominated: Any

current or former foster youth in the

New York City foster care system who was

born from 1983 to 1992.

Download the complete rules and entry form at:

www.youthcomm.org

Or call Laura Longhine at Represent magazine:

212-279-0708 x114

EIGHTH ANNUAL

February 2006 New York Nonprofit Press www.nynp.biz 15

PRPROGRAM PROGRAM PROFILEOFILE

By J. Edward Mendez

Bushwick IMPACT (Informing More Par-ents Across the Community, Together) is anew family resource center spearheaded byAgenda for Children Tomorrow (ACT) whereparents help each other navigate the City’scomplex network of child care systems to findquality care. ACT operates a sister IMPACTproject in Washington Heights/Inwood.

New York’s child care system has longbeen know as a patchwork quilt of servicesprovided by separate agencies with differentlegislative roots, regulations, hours of opera-tion and eligibility requirements. Late lastyear, the City itself acknowledged the need forbetter service coordination when it unveiledits own plan for “Rethinking Child Care.”

IMPACT is a community effort to getahead of the problem now. “The Mayor is try-ing to plan a way to weave them all together. Inthe mean time, we help parents figure it out to-day because children need help today,” saysEric Brettschneider, Executive Director of ACT.

The IMPACT Family Resource Centermodel assists community parents through fiveprogram components -- Peer Support, FamilyLiteracy, Information and Referral Program,Early Childhood Supports, Advocacy.

Parent Advocates, trained volunteersfrom the neighborhood, make up most of thestaff, and do most of the footwork. They areout in the community with accurate informa-tion on the various city systems – child care,public schools, after school care, special edu-cational services, and more. Being local par-ents, they bring perspectives and experiencethat reflect the diversity in the neighborhoodsin which they work in.

Parents Advocates were recruitedthrough training facilitated by ACT. The three-month program featured Early Childhood De-velopment Training, Parent Advocacy, ParentEmpowerment Training, Work Preparedness,Building Healthy Child and Parent Relation-ships and Crisis Intervention. Additionaltraining included housing issues, Family Lit-eracy and Immigration. Trainings were pro-vided by experts in the field, including BankStreet College of Education, Alianza Domini-cana, Best Beginnings, Cornell CooperativeExtension, Bushwick Right Start and LearningLeaders.

Parent advocates work with the localsponsor agencies which are ACE IntegrationHead Start in Bushwick, and Fort George En-richment Center in Washington Heights-In-wood.

Jennifer Woo serves as IMPACT Bush-wick’s Community and Family EngagementDirector. Deborah Rubien, ACT’s Director ofCommunity Planning, provides supervisionto the project.

Even prior to the November officialopening, the program had helped at least 60families gain access to neighborhood re-sources by walking families to day care sitesin the area, and guiding them through appli-cations. Family Literacy programs haveserved 250 children with their parents inreading activities and through three lan-guage development and pre-literacy skillsworkshops. An Information and ReferralProgram has assisted 135 families to findchildcare, special needs supports, mentalhealth services, after school programs,ESL/GED, school transfers, housing sup-ports, domestic violence programs, and pub-lic benefits. Through their Early ChildhoodSupports program they have coached 36 par-ents on reading activities to offer their chil-dren a smoother transition to kindergarten.

An advocacy project documentsclient experiences and case studiesto identify service gaps ad barriersto accessing child care services.

Bushwick is a working classneighborhood where an estimated33% of the population consists ofsingle parent households. In 2003,there were 2,476 formal child careslots in Bushwick for 10,175 chil-dren under five, according to Citi-zen’s Committee for Children’sKeeping Track 2003.

ACT chose to concentrate inBushwick – as well as in Washing-ton Heights where IMPACT is alsoinvolved -- based on several crite-ria. One was the leadership andwillingness of local providers to ac-tively engage in collaboration. An-other was the neighborhood’sreadiness to maximize on existing

resources and coordinate with other neigh-borhoods on the project. Both Bushwick andWashington Heights had an early childhoodcoalition in the past.

“IMPACT is a Hybrid model with ele-ments of other models around the country,”said Loren Miller, the Policy and ProgramAssociate for ACT. According to AntheaMcLaughlin, ACT’s Associate Executive Di-rector,“ the heavily collaborative model hassome roots in Family Support America, a na-tional think tank for family resource cen-ters.”

“It’s very real because it’s based on par-ents doing the work,” said Virginia Mason,President and CEO of Family Support Amer-ica. “Families are well served when they areworking parent to parent, and family to fam-ily.” Family Support American reports thatthere are an estimated 2,600 family resourcecenters in the country with models varyingto meet the needs and resources of individ-ual communities.

IMPACT grows out of the New YorkCity Early Learning Project, a project begunwith funding from the U.S. Department ofHealth and Human Services and subsequentsupport from United Way. It was an 18month joint effort of Citizens Committee forChildren, Child Care Inc, and Agenda forChildren Tomorrow to promote collaborativeservice delivery models, create an integratedearly care and education system, and to im-prove access to information for parents. The

Bushwick IMPACT Serves Parents

(left to right): Joanne Shanley, United Way New York City, Direc-tor, Contract Administration and Data Analysis; Denise Rosario,Exec Director Coalition for Hispanic Family Services; JenniferWoo, IMPACT Community and Family Engagement Director; ElsaRamroop IMPACT Parent Advocate Volunteer; Cynthia Velez, IM-PACT Parent Advocate Volunteer; Cheryl-Ann Hodge, IMPACTParent Advocate Volunteer; Beatriz Diz, IMPACT Parent AdvocateVolunteer.

IMPACT Community and Family Engagement Director Jennifer Woo engages some family members in story time.

of the 1998 Sundance Prize for Best Featureand the just-released “On the Outs; ”and“Bum-rushed by my Past,” by 17-year-oldNatasha Santos, who was recently adopt-ed after having spent six years in fostercare.

The stories were adapted for the stageby director Tamilla Woodward, a graduateof Yale School of Drama, and by dramatistSharahn LaRue McClung.

The film, Changing Lives, One Story ata Time, executive produced by esteemeddocumentary filmmaker Ric Burns and pro-duced and directed by Marilyn Ness andAmy Brown, follows Garcia and Santosworking on stories at Youth Communicationto find their voices as writers and be heard.

Many authors that make up the impres-sive Youth Communication alumni were firstpublished by Youth Communication while inhigh school: They include National BookAward finalist Edwidge Danticat. NewsdayMiddle East Bureau Chief Mohamad Bazzi.Former New York Times South Africa BureauChief Rachel Swarns and Daily News editorialboard member Lion Calandra. Novelists andwriters James Earl Hardy, Ernesto Quiñonez,and Veronica Chambers.

“We feel both proudand privileged to haveplayed such an importantrole in the lives of the thou-sands of teens who haveparticipated in our pro-gram,” said publisher, exec-utive director and founderKeith Hefner, who won theprestigious MacArthur “Ge-nius” Fellowship for hiswork in journalism andyouth development.

For more informationabout Youth Communica-tion’s impact on teen writ-ers and teen readers callLoretta Chan at 212-279-0708 x. 115.

Youth Communication celebrated its25th anniversary on January 18th with liveperformances and a short film produced byesteemed documentary filmmaker RicBurns. The sold-out event, held at Sympho-ny Space located on 95th Street and Broad-way in New York City, featured performanc-es highlighting the ground-breaking workand writing cultivated by this acclaimedNew York City youth organization.

Professional actors offered movingdramatizations of stories published overthe last 25 years in Youth Communica-tion’s award-winning magazines, NewYouth Connections, distributed to studentsat nearly 250 New York City publicschools, and Represent, read in grouphomes, foster homes, and child welfareagencies nationwide. Performances oftrue-life stories include “They Called Me‘Crack Baby’” by Antwaun Garcia, whoovercame the stigma and taunts of havingbeen born to a drug-addicted mother,learned to read at 10, and is working onhis Associates Degree at LaGuardia Com-munity College; “Who is Bönz Malone?”by the alum turned actor/writer/produc-er whose film credits include Slam, winner

Youth Communications Celebrates25th Aniversary

us as African Americans as the most grace-ful and benevolent people on the planet.”

Janice Huff., meteorologist forWNBC, served as Mistress of Ceremonies.

Honored at the ceremony wereMichael Flanigan, VP/Director of Com-munity Relations, Citibank, N.A., DebraSmallwood, Public Affairs Manager, ConEdison and Deborah C. Wright, Chairper-son & CEO, Carver Bancorp, Inc. Over 500persons attended the event which includ-ed leaders in the fields of social services,community service and business and pol-itics. The Honorary Chairs of the eventwere Ralph Dickerson, Chairman, BlackEquity Alliance and Arthur Barnes, SeniorVice President External Affairs and Cor-porate Contributions, HIP Health Plan ofNew York.

Black Agency Executives is led bynewly installed President StephaniePalmer, who is also the Executive Directorof New York City Mission Society. Theluncheon co-chairs were Melissa Moorer-Nobles who is also the Director of HumanResources at New York City Mission Soci-ety and Carla D. Brown who is also theExecutive Director of Charles A. WalburgMulti-Service Organization.

Black Agency Executives (BAE)hostedtheir 29th Annual Rev. Dr. Martin LutherKing Jr. Luncheon and 17th AnnualFounders Award Ceremony on January

19th at The SheratonNew York Hotel & Tow-ers. The luncheon themewas “Rebuilding OurCommunities: ThroughStrength, Love and Ac-tion.”

Mayor MichaelBloomberg thanked BAEfor keeping the legacy ofDr. King alive andtouched on the issue ofeducation saying, “…theright to a quality educa-tion is just as importantas the right to vote.”

Keynote speakerHon. Frank Melton, May-or of Jackson, Mississippi,thanked New York for itssupport of the victims ofHurricane Katrina andRita which he describedas “a defining momentfor our culture. It defines

Black Agency Executives Host Dr. King Luncheon

16 New York Nonprofit Press www.nynp.biz February 2006

EVENTSEVENTS

Actors Charles Everett, Tiffany Jewel, andD.J. Monica Pineda bringto life the true teen-written stories published in Youth Communica-tion's two magazines, New Youth Connections and Represent.

an examination of demographic, social andeconomic forces on Long Island. A panelfeaturing County Executives Steve Levyand Tom Suozzi addressed issues of afford-ability and governmental fragmentation.United Way of Long Island President &CEO Patrick Foye cited “a perfect storm” ofrising costs in the areas of taxes, energy andhousing.

"We are excited about this opportunityto bring together leaders from across sectorsto examine the critical issues facing Long Is-land, and are grateful to Sen. Clinton for be-ing the catalyst for this discussion and thedraw for this sold-out summit," said SuzySonenberg of the Long Island CommunityFoundation. "If we hope to positively affectthe future of the region, we must come to-gether to build a unified agenda for collab-orative action."

Several hundred members of Long Is-land’s nonprofit, business and labor com-munities turned out on January 9th to hearU.S. Senator Hillary Rodham Clinton,County Executives Thomas Suozzi andSteve Levy and others address a widerange of issues confronting the region."Supply and Demand in the NonprofitWorld: A Leadership Summit for Nonprof-its, Labor, Business and Government onLong Island," was hosted at Adelphi Uni-versity by Sen. Clinton, the United Way ofLong Island, the Long Island CommunityFoundation and the Long Island Federa-tion of Labor.

"Long Island's suburbs face significanteconomic and growth-related challenges,which are increasingly putting the pinch onemployers, community organizations andresidents alike," said Sen. Clinton, theevent’s keynote speaker. The Senator ad-dressed one of the Summit’s key themes“Breaking the Myth of Suburban Affluence”and noted that her recent introduction ofthe Suburban Core Opportunity Restorationand Enhancement Act of 2005 (SCORE)which would provide $250 million in feder-al funds to the nation’s older suburbs. Thebipartisan bill is being introduced in theHouse of Representatives by Long Island’sPeter King.

The senator used the Summit to an-nounce the launch of a new “Grant Re-source Center” at her website www.Clin-ton.senate.gov. She also renewed herappeal for federal support for regional 2-1-1 call centers through passage of the “Call-ing for 2-1-1 Act” which she has jointly in-troduced with Senator Elizabeth Dole.Senator Clinton cited the critical role whichlocal 2-1-1 call systems played duringemergency response in areas hit by Hurri-canes Katrina and Rita.

Carrie Meek Gallagher, director of theLong Island Index, opened the summit with

Long Island Summit Features Clinton and County Executives

U.S. Senator Hillary Rodham Clinton

Above: Panel on “Breaking the Myth of SuburbanAffluence”: (Left to Right) Long Island Federationof Labor, AFL-CIO President John Durso, Familyand Children’s Association President & CEORichard Dina, Long Island Association PresidentMatthew Crosson, Suffolk County ExecutiveSteve Levy, Nassau County Executive TomSuozzi, and United Way of Long Island President& CEO Patrick Foye. Not pictured, panel moder-ator and former Suffolk County Legislator PaulTonna.

Ralph Dickerson, Honorary co-chair BAE MLK Luncheon and Chairman, Black Equi-ty Alliance; Honorable Frank Melton, Mayor of Jackson Mississippi; Debra Small-wood, Founders Awardee; Stephanie Palmer, BAE President, Michael Flanigan,Founders Awardee; Arthur Barnes, Honorary co-chair BAE MLK Luncheon and Se-nior Vice President for External Affairs & Corporation Contributions, HIP Health Planof New York

NYNP

February 2006 New York Nonprofit Press www.nynp.biz 17

PEOPLE SERPEOPLE SERVING PEOPLEVING PEOPLE

of United Neighborhood Houses (UNH).“Linda is a great choice. She has a proventrack record as a manager and is someonewho understands policy and the interrelat-edness of all these areas of human servic-es.”

“This is the first time in a very longtime that we have had a ‘go-to’ person incity hall,” said Ron Soloway of the UJA-Federation. “Linda has the respect of thesector.”

The inclusion of the Departments ofCorrection and Probation within theHealth and Human Services portfolio ap-peared to represent a new way of thinkingabout those services, noted Wakstein. TheDepartment of Youth and Community De-velopment would continue to report toDeputy Mayor Dennis Walcott.

In addition to her four years as Com-missioner of the Department of HomelessService, Gibbs’ experience in City Govern-ment includes service as Deputy Commis-sioner for Management and Planning at theAdministration for Children's Services andDeputy Director of the Mayor's Office ofManagement and Budget. She was a ProjectDirector at the Vera Institute of Justice.Gibbs received a BS at the State Universityof New York at Potsdam and a JD at theState University of New York at Buffalo.

Mayor Michael Bloomberg has ap-pointed Linda I. Gibbs to the newly createdposition of Deputy Mayor for Health andHuman Services. In this position, she willoversee the Department of Health andMental Hygiene, the Human ResourcesAdministration, the Administration forChildren’s Services, the Department ofHomeless Services, the Department for theAging, the Health and Hospitals Corpora-tion, Department of Correction, Depart-ment of Probation, Department of JuvenileJustice, the Office of Health Insurance Ac-cess and the HIV Health and Human Ser-vices Planning Council. Gibbs is currentlyCommissioner of the Department ofHomeless Services.

“Linda Gibbs is the ideal person tooversee our City’s health and human serv-ice agencies,” Mayor Bloomberg said. “Ascompetent as she is compassionate, sheknows how to best help those in need, es-pecially the most vulnerable among us. Iknow this talented public servant will do asuperb job at bringing fresh approaches tosome of our most complicated challenges.”

Nonprofit service providers reacted fa-vorably to the move.

“We are excited on two levels,” saidMichael Stoller, Executive Director of theHuman Services Council of New York City,“first, that they have created a DeputyMayor for Health and Human Servicesand, second, that it is Linda Gibbs. We lookforward to working with her.”

“I am delighted,” said Fatima Gold-man, Executive Director of the Federationof Protestant Welfare Agencies. “Linda is aperfect choice. She has earned the respectof those with whom she has worked. Shehas experience and knowledge of the Cityand human services sector. And, she hasthe intelligence, creativity, persistence andheart to make the changes that will be re-quired.”

“We applaud the Mayor for creatingsuch an essential position, something thatwill promote efficiency in government,”said Nancy Wackstein, Executive Director

Gibbs Named Deputy Mayor forHealth and Human Services

Linda Gibbs

of the Comptroller, City of New York, andawards from the Association of HispanicHealthcare Executives and the New YorkCity Mayor’s Office of AIDS Policy Coordi-nation.

Other awards and acknowledgmentsinclude the Mutual Welfare League Certifi-cate by the Osborne Association; the LibertyAward from the Lambda Legal and Educa-tion Defense Fund; the Community ServiceAward from the Empire State Pride Agenda;and NY State Senate Democratic ConferenceCommunity Civil Rights Award.

Ms. Oliveira will begin her new positionon February 20th, 2006.

The New York Women’s Foundation is across-cultural alliance of women helpinglow-income women and girls achieve sus-tained economic security by providing fi-nancial support to programs led by womenand girls, offering leadership to promote ef-fective public policy and philanthropic giv-ing, and promoting leadership and alliancesamong women and girls. For more informa-tion about the NYWF call 212-414-4342 orvisit www.nywf.org.

Ana Oliveira has been appointed to bethe President and Chief Executive Officer ofthe New York Women’s Foundation(NYWF). Oliveira has a long history of serv-ice in the field of health, human services andsocial justice, most recently as Executive Di-rector of Gay Men’s Health Crisis (GHMC).

“Ms. Oliveira’s public service successesand commitment to social justice issues willcontribute greatly to the Foundation’s workto empower women and girls to competeeconomically on a level playing field in soci-ety,” said Barbara Wynne, Board Chair ofThe Foundation.

“Gender inequities and poverty are so-cietal factors that often deter women andgirls from achieving their potential. I amlooking forward to working with the Foun-dation and its constituents to build on theFoundation’s prominence and strong historyof providing support and a voice for womento overcome these challenges,” said Oliveira.

Oliveira has been executive director atGMHC since 1999. Before that she servedthe organization in Director of Women’s Ed-ucational Services and later as their Manag-ing Director of Program Services. While atGMHC she oversaw the establishment ofground-breaking initiatives, such as the In-stitute for Gay Men’s Health and theWomen’s Institute.

Prior to GMHC, Oliveira directed pro-grams at the Osborne Association, SamaritanVillage, and developed innovative acupunc-ture-based treatment approaches for thetreatment of substance abuse at Kings Coun-ty and Lincoln Hospitals.

In 2004, Oliveira was appointed byMayor Bloomberg to the New York CityCommission on AIDS, and was profiled inthe July 18, 2005 issue of Newsweek as part ofa new series, “America’s Best,” honoring or-dinary individuals who use their extraordi-nary vision to make a difference. She hasalso received a commendation by the Office

Oliveira Named President/CEO atNew York Women’s Foundation

Ana Oliveira

during his career. Prior to his appoint-ment as Chief of Staff, he served as FirstDeputy Commissioner of the Fire Depart-ment, Deputy Commissioner for Budgetand Operations at the Department ofBuildings, and executive assistant to theDeputy Mayor for Operations.

“As someone with an interest in phi-lanthropy, I applaud Peter for joining theRockefeller Foundation, a charity with anendowment of over $3 billion,” said May-or Bloomberg. “ Our loss is their gain andI know that Peter’s problem-solvingskills, strong work ethic and sound judg-ment will serve that organization well inits quest to make the world a betterplace.”

“Peter's leadership and commitmentto public service will be a crucial asset toour ambitious domestic and global agen-da in the years ahead,” said Rodin.

Peter Madonia, former Chief of Staff toNew York City Mayor Michael Bloomberg,has been appointed chief operating officerof the Rockefeller Foundation.

As COO, Madonia will provide highlevel leadership and oversee critical finan-cial and operational functions at the NewYork City-based Foundation, which main-tains grant making staff and operations inthe United States, Africa and SoutheastAsia, as well an international conferencecenter in Europe. He will serve as pointperson for Foundation President JudithRodin on all operational issues, and be re-sponsible for the Foundation’s human andfinancial resources, domestic and interna-tional offices and facilities, informationmanagement as well as other knowledgeand research services.

Madonia has served in senior positionsthroughout New York City government

Madonia, Bloomberg’s Chief of Staff,Joins Rockefeller Foundation

Mental Hygiene under Mayor Bloomberg,where her achievements included expand-ing needle exchange in the city and coordi-nating citywide distribution of over 5 mil-lion male and female condoms in 2004.

Gay Men’s Health Crisis (GMHC) an-nounced the selection of Dr. Marjorie J. Hillto serve as the agency's interim Executive Di-rector. Dr. Hill will serve in this positionwhile a search is conducted to find a replace-ment for Ana Oliveira,

“Dr. Hill is a recognized leader in theHIV/AIDS community and brings a collec-tive wealth of experience and accomplish-ments to her new role as GMHC's interimExecutive Director," said GMHC BoardChair John Colón. "The Board is confidentthat she will further the agency's fiscal andprogrammatic achievements that have great-ly enhanced the lives of people living withand affected by HIV and AIDS."

Dr. Hill has a long leadership historywith GMHC. Most recently she served asthe first director of the Women's Institute,and served as a Board member from 1994 to1999 and Board co-chair from 1999 to 2001.In addition, prior to joining the agency, Dr.Hill worked in city government, under twoadministrations – first as the LGBT liaisonunder Mayor Dinkins, and then as AssistantCommissioner for HIV/AIDS Services at theNew York City Department of Health and

GMHC Names Hill as Interim Executive Director

Dr. Marjorie J. Hill

18 New York Nonprofit Press www.nynp.biz February 2006

PEOPLE SERPEOPLE SERVING PEOPLEVING PEOPLE

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ly, on an industry-wide basis, he is servingas First VP for the Committee Of MethadoneProgram Administrators (COMPA), a mem-ber of the Therapeutic Community Associa-tion (TCA) and a Board member for Togeth-er Our Unity Can Help (TOUCH) an AIDSservices organization in Rockland County.

Barish is a graduate of Western ReserveUniversity and received his graduate degreefrom the Columbia University School of So-cial Work.

Herbert Barish has been named Presi-dent and CEO at the Lower Eastside ServiceCenter, a provider of recovery and mentalhealth treatment services for New Yorkersliving with chemical dependency and men-tal illness. Barish was a founder of LESC,and has served in many capacities duringthe agency’s 46-year history. Most recently,Barish had been First Vice-President withoversight responsibility for strategic plan-ning, grant development, program design,housing and facilities development andcommunity relations. His contributions in-clude development of seven residential andoutpatient treatment centers across the city,with two new facilities currently under con-struction in Bronx.

Throughout his career, Barish hasplayed a key role in the development anddesign of most of the agency’s treatment pro-grams, including the Pregnant Women andInfants Program, Chinatown Mental HealthDay-Treatment Program, Su Casa Short-StayRecovery Residence Program, and PencerHouse supportive and permanent housingfor low-income New Yorkers living withHIV/AIDS.

In October of this year, Barish was pre-sented the prestigious LESC DistinguishedAchievement Award for his pioneering workin the recovery field, and he is soon to be in-ducted into the National Association of So-cial Workers Pioneer Hall of Fame. Current-

Barish Named President/CEO at LESC

Herbert Barish

made sure that Forestdale had a great rep-utation,” said Agnew.

Agnew holds a MSW from Columbiaand a BA from Goucher College in Balti-more.

Anstiss Agnew has been appointed asthe new Executive Director of Forestdale,Inc., a Queens-based provider of fosterboarding home and other child welfareservices. Agnew succeeds Joy Bailey whoretired late last year after serving theagency for 23 years.

Agnew was Executive Director of In-wood House from 1994 to 1998. She joinedthat agency in 1990 as Assistant ExecutiveDirector. Prior to joining Inwood House,Agnew spent two years with New YorkCity’s Child Welfare Administration as Di-rector of Evaluation and Planning. Earlierin her career, she had served in a variety ofclinical, supervisory and management po-sitions with Covenant House and the Jew-ish Board of Family and Children’s Ser-vices. For the past seven years, she hasmaintained a private practice while devot-ing time to her family.

“Forestdale is a terrific agency with a151-year history of caring for children inneed,” said Agnew. She expressed grati-tude for Bailey’s prior leadership. “She

Agnew New Executive Director at Forestdale

Anstiss Agnew

als a day throughout the greater New Yorkmetropolitan region. She will also be re-sponsible for the housing operations of therecently merged New York Society for theDeaf, which provided specialized residen-tial care to 250 individuals who are deafand/or elderly, including those who re-side in the Tanya Towers complex in Man-hattan. As senior vice president, Moranwill be involved in the broad scope of theagency's operations, which reach morethan 100,000 individuals a year, some10,000 each day throughout the New Yorkregion.

F•E•G•S Health and Human ServicesSystem has announced the appointment ofMargaret (Peg) Moran to the position ofSenior Vice President, Behavioral HealthResidential Services and Special Initia-tives.

Moran joins F•E•G•S on the heels ofan accomplished career in both public of-fice and the private hospital sector. Mostrecently, she was Vice President for Behav-ioral Health Services at St. Vincent's Med-ical Centers. Prior to that, she served in ex-ecutive positions at Mt. Sinai MedicalCenter and Four Winds Hospital. Herbackground includes many years with theNew York State Office of Mental Healthand, formerly, with the Association for Re-tarded Children. Moran has a Masters de-gree in Social Work, held an academic ap-pointment at New York Medical College,

and served on numerousboards and public com-mittees, including theMental Health News,New York Academy ofMedicine, and the MentalHealth Association ofNew York State.

At F•E•G•S, Moranwill oversee the agency'sextensive and diverse be-havioral health housingoperation, which servesmore than 600 individu-

Moran Joins F•E•G•S as Senior VP

Margaret Moran

sistant Executive Director of Astor’s EarlyChildhood Programs. During her time withAstor, she created Head Start, Early HeadStart, and preschool special education pro-grams, all acclaimed on local, state and na-tional levels. Her commitment to the careand education of infants, toddlers and theirfamilies is unmatched and under her vision-ary direction, Head Start grew each year andhas served more than 5,000 children to date.

NYS Senator Stephen Saland, Assem-blyman Joel Miller, Commissioner RobertAllers and William O’Neill (representingCounty Executive William Steinhaus), andLorie Patricola (representing CongressmanJohn Sweeney) were on-hand to commend

Elizabeth Colkin was recognized for herpioneering implementation of DutchessCounty’s Head Start at a December ceremonywhich drew early childhood professionals aswell as federal, state and local officials. Thereception was held in honor of Colkin’s retire-ment after more than 25 years with The AstorHome for Children.

“Betty was a true asset, both to The AstorHome and to Dutchess County,” said JamesMcGuirk, Ph.D., Executive Director of The As-tor Home. “She did so much during her timewith us. It’s clear to me, and to everyone as-sembled here, that we are a better agency anda better county for having had her with us.”

Since 1989, Ms. Colkin has served as As-

Colkin Honored Upon Retirement

February 2006 New York Nonprofit Press www.nynp.biz 19

PEOPLE SERPEOPLE SERVING PEOPLEVING PEOPLE

will head the organization received praisefrom PPFA Interim President Karen Pearl,who said, "Planned Parenthood has chosena dynamic leader who will be an importantvoice in advocating for reproductive free-doms around the world."

Founded in 1916 by Margaret Sanger,Planned Parenthood is the world's largestand most trusted voluntary reproductivehealth care organization, with highly re-spected domestic and international pro-grams. The federation has an advocacypresence in every state, and its affiliatesmanage more than 850 health centersacross the nation, providing reproductivehealth care and sexuality education fornearly five million women, men and teensevery year.

Planned Parenthood Federation ofAmerica (PPFA) announced the appoint-ment of Cecile Richards as its next presi-dent. Richards is a prominent activistleader and will join Planned Parenthood,which is headquartered in New York City,in mid-February after more than 20 years atthe helm of social justice movements.

"Planned Parenthood has recruited anexperienced, proven leader who has the vi-sion and skill to lead Planned Parenthoodduring a period of both opportunity andchallenge," PPFA Chair Esperanza GarciaWalters said.

"It is a great honor to assume the lead-ership of an organization that stands for thevery freedoms embraced by the majority ofAmericans; the ability to decide when andwhether to have children; and the impor-tance of privacy, safety and access to healthcare," Richards said. "I look forward toworking with Planned Parenthood affili-ates, staff and partners to realize the dreamof access to reproductive health care for all."

Richards has a long history of work inthe reproductive rights community. She cre-ated and directed the Turner Foundation'snational pro-choice project and has servedon the boards of the Planned ParenthoodAction Fund and NARAL Pro-ChoiceAmerica.

Richards also served as deputy chief ofstaff to Minority Leader Nancy Pelosi,founded the Texas Freedom Network tocounter the influence of the radical rightwing, and worked on the campaign of hermother, former Texas Governor AnnRichards.

The announcement that Ms. Richards

Richards to Head Planned ParenthoodFederation of America

Cecile Richards

Larsen Award as Staff Attorney of the Yearfor Legal Services of New Jersey, and in2001 she was awarded a Legal ServicesAward from the New York City Bar Associ-ation.

Cornett Lewers, who will chair theBoard of Directors of the newly mergedprogram, began serving as Interim Directorof Harlem Legal Services on a pro bono ba-sis early in 2005. Before working at HarlemLegal Services, Mr. Lewers was most re-cently Vice President and Associate Gener-al Counsel with Starwood Hotels, and heplans to return to the private sector afterstepping down as Interim Director. Prior tothe merger, Mr. Lewers had been Chairmanof the Harlem Legal Services Board of Di-rectors.

“After an extensive national searchconducted with the assistance of a LSNY-wide search committee, Ms. Earisman waschosen from a field of excellent candidatesbecause of her extraordinary commitmentto high quality community based legalservices, and her enormous depth of expe-rience, legal talent and leadership abilities,”said Andrew Scherer, LSNY’s Executive Di-rector. “LSNY also owes a great debt ofgratitude to Cornett Lewers for his incredi-bly generous pro bono commitment to theprogram during this transition period andas we move forward. Together, PeggyEarisman and Cornett Lewers will nodoubt develop the newly merged programinto a premiere source of legal assistancefor the low-income communities of Man-hattan.”

Legal Services for New York City(LSNY) has selected Peggy Earisman as theProject Director for its new Manhattan bor-ough-wide program, which combinesHarlem Legal Services and LSNY-Manhat-tan. Cornett Lewers will serve as BoardChair of the new program.

The newly combined Manhattan pro-gram was created to provide more effectivedelivery of legal services to low-income res-idents of Manhattan who face rising unem-ployment, a growing chasm between richand poor, and a critical lack of affordablehousing. The program will have offices inHarlem and lower Manhattan.

The merged staff of the new programbrings enormous expertise and vast experi-ence, having provided free civil legal repre-sentation to thousands of low-income resi-dents of Manhattan for more than four (4)decades. They have helped children whoaren't receiving the child support they areentitled to; victims of domestic violencewho need help and safe haven; people withAIDS and HIV; and the elderly, who needhelp fighting eviction or unsafe living con-ditions.

Earisman, who served as Interim Pro-ject Director of LSNY-Manhattan from Jan-uary 2003 until her new appointment, is“excited about moving forward to create anenhanced Manhattan-wide program thatwill offer a broader range of services to ourclients and communities.” After graduat-ing from Columbia University School ofLaw in 1980, Earisman began her career as aHousing Law attorney with the PassaicCounty Legal Aid Society in New Jersey.She joined LSNY in 1992 as the managingattorney of a LSNY-affiliated office on Man-hattan’s west side. Over the course of herlong and distinguished career, she hasworked to provide high quality legal servic-es in a way that reflects communities’ needsand desires. This includes representingpublic housing tenants and the PublicHousing Residents of the Lower East Side(PHROLES) in seeking to enforce theirrights to grievance procedures and to retaintheir homes; obtaining federal land to con-struct transitional housing for homelessfamilies; and helping assert the voices oflow-income communities in the LowerManhattan rebuilding effort after the Sep-tember 11, 2001 World Trade Center attackthrough representation of the RebuildCoalition. In recognition of her work, in1988 Ms. Earisman received the James B.

Earisman Named Director of LSNY Manhattan Program

Peggy Earisman

The Juvenile Diabetes Research Foun-dation International (JDRF), the largestcharitable funder of diabetes research inthe world, announced today that it hasnamed Arnold W. Donald as President andChief Executive Officer. Mr. Donald comesto the New York City-based JDRF fromMerisant Company, a global consumerfood products business, where he hasserved as Chairman and Chief ExecutiveOfficer. At JDRF, he replaces Peter Van Et-ten, who is retiring after six years as Presi-dent and CEO at year end.

Juvenile Diabetes Research Foundation Names President/CEO

Arnold W. Donald

this organization and assisting them infulfilling their critical mission.”

“We are delighted to welcome MikeSpano to our Board of Directors,” statedWilliam A. Kirk, Jr. “Mike brings awealth of distinguished governmentservice to Leake and Watts, having suc-cessfully represented the interests of thegreater Yonkers’ constituency in Albanyand White Plains for well over adecade.”

Mike Spano is currently an associ-ate with one of the leading public affairsand government/media relations firmsin New York State: Patricia Lynch Asso-ciates.

Mike and his wife, Mary CalviSpano, a WCBS TV Week-end News An-chor, reside in the Colonial Heights sec-tion of Yonkers with their three chil-dren, Michael, Jr., Alexandra andChristopher.

Leake and Watts is a private not-forprofit corporation dedicated tostrengthening resources for vulnerablechildren and families in the GreaterNew York Region by providing a con-tinuum of high quality community-based programs and specialized resi-dential, education and therapeuticservices.

William A. Kirk, Jr., President of theLeake and Watts Services, Inc. Board ofDirectors, has announced the election ofMichael J. Spano of Yonkers to theAgency’s Board of Directors effectiveJanuary 1, 2006.

First elected in 1992 to the NewYork State Assembly as its youngestmember, Mike Spano represented hishometown of Yonkers for six terms.During his tenure in the Assembly,Spano garnered a reputation as astaunch advocate of children’s issues,championing landmark legislation suchas Megan’s Law, which protects young-sters from sexual predators. He also pro-posed legislation to prevent childrenfrom being targeted on the Internet andcalled for the New York State Depart-ment of Health to embark on a publiceducation campaign on the dangers ofEcstasy use among teenagers. Prior tohis election to the Assembly, Spano alsoserved as a member of the WestchesterCounty Board of Legislators.

In expressing his gratitude and ap-preciation on being elected to the board,Spano said: “As a long time supporterof Leake and Watts’s dedicated serviceto the young people of the Bronx andWestchester, I am proud to be joining

Spano Elected to Leake and Watts

Board of Directors

20 New York Nonprofit Press www.nynp.biz February 2006

offering sub-acute and long-term care, aswell as community health programs, in-cluding adult day health care, anAlzheimer’s day care center, home healthcare and hospice programs.

Parker Jewish Institute for HealthCare and Rehabilitation has announcedthe promotion of Daria Carioscia to Direc-tor of Special Projects for Developmentand Public Affairs. She will be responsiblefor planning and implementing special de-velopment and promotional events, de-signing the Institute’s collateral marketingand promotion materials, and acting as li-aison with Parker’s Associate Board ofTrustees.

After graduating from Flagler Collegein St. Augustine, FL, Carioscia began hercareer in the non-profit sector. She servedas Membership and Database Coordinatorwith Old Westbury Gardens and as a Con-sultant with Levy Philanthropic Counselon various membership campaigns includ-ing the Long Island Chapter of AFP. Car-ioscia joined Parker Jewish Institute as aDevelopment Associate in 2002. She is amember of the Long Island Chapter of theAssociation for Fundraising Professionals.

Parker Jewish Institute is an interna-tionally known 527-bed health care facility

Parker Jewish Institute Appoints Director of Special Projects

Daria Carioscia

Cairo, Egypt, and serving in the PeaceCorps in Lesotho, Southern Africa. Sheholds a B.A. in Elementary Educationfrom Wichita State University, and anM.A. in International Development fromNew York University.

Stephanie De La Rosa has joined Bai-ley House as Fiscal Technical AssistanceSpecialist. In this capacity, she will providetrainings and one-to-one assistance to helpHIV/AIDS service providers stabilize theirinfrastructure and expand capacity by ac-quiring effective fiscal management tools.

In addition to its own direct programservices, Bailey House’s Technical Assis-tance and Program Evaluation (TAPE) Ser-vices offers support to HIV/AIDS serviceproviders, community organizations andpeople with HIV/AIDS with the goal ofimproving the availability and effective-ness of HIV/AIDS services. The TAPEprograms conduct a variety of activities inNew York City and across the country.

Previously, De La Rosa served as Di-rector of the New York Philanthropic Ad-visory Service at the Better Business Bu-reau of Metro New York. Before joiningthe BBB, she was the Employee TradeMonitoring Coordinator in the MarketSurveillance Division at the New YorkStock Exchange. De La Rosa is formerly aclassroom teacher, primarily teaching inthe international school setting including

De La Rosa Joins Bailey House

Stephanie De La Rosa

The Golf Channel and Classic Sports Net-work.

Cheryl Todmann joins the BrooklynBureau’s development team as Director ofCommunity Relations and is responsiblefor increasing the overall visibility, commu-nity awareness and support of the agencyas well as assisting in its fundraising efforts.Most recently, Todmann was Director ofCorporate Sponsorship, Grants & MajorGifts for E.D.I.F.Y. Communities of NewYork, Inc., the community-building not-for-profit arm of St. Paul Community BaptistChurch in East New York, Brooklyn, whereshe was responsible for securing partner-ships with corporate and individual donorsand community leaders to develop pro-grams and services to empower the peopleof the community. She is a graduate ofSyracuse University’s School of Manage-ment and brings 15 years of marketing ex-perience from media companies such asEssence Magazine, The New York Times,TV Guide and MTV Networks.

Brooklyn Bureau of CommunityService has announced the appoint-ments of Donald Starcke as Director ofDevelopment and Cheryl Todmann asDirector of Community Relations. TheBrooklyn Bureau is one of the borough’soldest and largest providers of socialservices to disadvantaged children, ado-lescents, families and adults.

“We are most pleased to have Donand Cheryl in these very importantroles,” said Executive Director Donna A.Santarsiero. “Since joining our team in2004, Don has greatly contributed to thesuccess of our foundation/corporategrantwriting program and our specialevents, which led us to expand his roleto Director of Development. We lookforward to Cheryl’s contributions asDirector of Community Relations givenher track record of securing valuable re-lationships and partnerships that benefitthe community-at-large.”

As Director of Development, Starckeoversees the agency’s private fundraisingefforts, including foundation and corporategiving, special events, and individual sup-port. Starcke joined the Brooklyn Bureau inNovember 2004 as Director of FoundationGiving. Previously, he served as Director ofDevelopment for Community Access, aManhattan nonprofit that provides housingand services for people with psychiatric dis-abilities, and earlier, was a workplacefundraiser for United Way of New YorkCity. He also served as a volunteer in theU.S. Peace Corps, working as a small busi-ness advisor in the Chuvash Republic,Russian Federation. He is a 2001 graduateof the nonprofit management program ofthe Milano Graduate School at The NewSchool, and his not-for-profit career follows16 years of sales and marketing experiencefrom a variety of cable television networks,including Showtime, The Movie Channel,

BBCS Appoints Key Executives

Donald Starcke and Cheryl Todmann

The 2005 OSI New York City Commu-nity Fellows are: • Ms. Nieves Ayress (Bronx) established

Nuevo Podes desde los Margenes("New Power from the Margins") to con-nect immigrant women, cultural, andyouth groups and build an independentbase of activists to work within immi-grant communities and advocate forprogressive local and national reforms.

• Ms. Carmen Balentine (New York City)established Beyond HIV, Beyond Prob-lems to train lesbian, gay, bisexual,transgender, and queer youth of color toproduce video documentaries to edu-cate the public about sexual orientationdiversity. The project will teach leader-ship skills and develop cultural pro-gramming for LGBTQ youth of color.

• Mr. Davim Horowitz (New York City)designed the Prisoners' Rights and Ad-vocacy project to address transgenderinmates’ needs for safe and gender-ap-propriate housing and medical treat-ment.

• Mr. Ahsanullah "Bobby" Kahn (Brook-lyn) launched the Coney Island AvenueProject (CIAP) to advocate on behalf ofSouth Asians detained or harmed bybias attacks in the aftermath of 9/11.CIAP will map and assess the needs ofthe South Asian community and form acommunity caucus to combat racism

Nine community organizers, activistsand leaders have been selected as recipi-ents of the Open Society Institute’s 2005New York City Community Fellowships.The nine fellows each will receive 18-month stipends of $48,750 to continuetheir work on a range of innovative publicinterest projects, including safe housingand medical treatment for transgenderprisoners, support for South Asiansharmed by post-9/11 bias attacks, and awriting program for teens that fosters crit-ical thinking and creativity.

Since 1997, the Open Society Institute(OSI) has invested some eight million dol-lars to support the work of 78 social justiceadvocates working in underserved NewYork City communities. This is the lastyear that (OSI) will administer the NewYork City Community Fellowships. In Jan-uary 2006, OSI will transfer the fellowshipprogram to the Research Center for Lead-ership in Action (RCLA) at New York Uni-versity’s Robert F. Wagner School of Pub-lic Service(www.nyu.edu/wagner/leadership).RCLA supports leadership for socialchange within the public and non-profitsectors. RCLA’s administration of the fel-lowships will reflect OSI’s original intentto support individuals that initiate com-munity-led projects that empower neigh-borhoods and address critical social needs.

2005 Open Society Institute NYC Community Fellowships

and promote civic engagement and civilrights.

• Ms. Loira Limbal (Bronx) created theReel X Project, a social justice and cre-ative filmmaking space for young peo-ple in the Morrisania section of south-west Bronx. The video training institutewill foster a new generation of filmmak-ers dedicated to raising awareness andorganizing for social justice in their com-munity.

• Ms. Robina Niaz (New York City) estab-lished Turning Point for Women andFamilies to address the needs of Muslimwomen and children survivors of do-mestic violence. Through crisis interven-tion, individual and group counseling,advocacy, outreach, education, andtraining, the organization aims to pro-vide culturally appropriate services tothe Muslim community.

• Ms. Karla Quinonez-Ruggiero (Brook-lyn) developed Nuestro Proyecto Voz yArte Mexicano ("Our Mexican Voice and

Art") to serve the Mexican-Americancommunity in Sunset Park. The projectwill work to create a cultural center, in-crease the Spanish-language skills ofMexican-American primary-school-agechildren, offer immigration forums foradults, and host family cultural events.

• Mr. Joseph Ubiles (New York City) creat-ed Power Writing/Youth Speaks to trainteens in writing and critical thinking.The program works to strengthen read-ing, writing, and public speaking skills,and will offer intensive field study at po-litical, financial, cultural, and historicallocations in New York City.

• Ms. Margaret Williams (Bronx) will runthe Voter Enfranchisement Project forthe Bronx Defenders. The project willwork to educate people with felony con-victions about their right to vote whentheir sentence is complete, maximizeBronx voter turnout, and improve elec-tion officials’ compliance with votingrights laws.

February 2006 New York Nonprofit Press www.nynp.biz 21

LEAKE AND WATTS SERVICES, INC.,A LEADING CHILD WELFARE AGENCY, SEEKS:

Social Workers/MSWsGroup Homes, Bronx

The successful candidates will be responsible for individual service plan reviews, risk assessment, treatment

plans, progress notes, counseling, and home visits.

After Service CoordinatorsPreventive Services

The experienced professionals we seek will handle crisisintervention, housing, budgeting, and socialization activities.Ensure that post-discharge service plans are in place and

conduct home visits on a monthly basis.

Case WorkersFoster Boarding Homes, Bronx & Yonkers

In this role you will coordinate and supervise children in fos-ter homes as pertains to emotional health, education, recre-ation, and relationships with biological family. You’ll consult

with program staff and community services to diagnoseproblems and formulate treatment plans to achieve perma-

nency for foster children.

Recreation SpecialistResidential Unit, Yonkers

Plan, organize, and evaluate group and individual activities for assigned houses.

We offer competitive salaries, excellent benefits, and a friend-ly, supportive environment. Please send resume indicating position of interest, to:Mr. John Albert RiveraRecruitment ManagerLeake & Watts Services, Inc.463 Hawthorne AvenueYonkers, New York, 10705Fax: 914-375-8901Email: jrivera@leakandwatts.org

No phone calls please.

MARKETING REPHelp build a social enterprise. Westhab, Inc., Westchester's leadinghousing non-profit, created Top Chefs Soup to employ homeless womenin the business of producing and selling gourmet soup mixes. If you arean exp marketing professional or event planner, have a car and are will-ing to roll up your sleeves to join a motivated group of professionals, wewant to talk with you. Submit resume to HR, Westhab, 85 Executive Blvd,Elmsford, NY, 10523. Fax 914-345-3139. E-mail h.r@westhab.org.

Isabella is a 705-bed long term care facility locatedin Upper Manhatten near the GW Bridge.

SOCIAL WORKER ASST. MANAGER

Home CareNon-Union Part Time/3days (21hrs)Administers the LTHHCP's Social Work service in conjunction with the SocialWork Manager.• Master's degree in Social Work • NY State Dept. of Educ. Certification• One year exp. in healthcare setting• Prior exp. in a Certified Home Health Agency or LTHC program preferred• Interest in depression counseling and/or telemedicine a plus• Excellent communication skills required

SOCIAL WORKERUnion Part Time/3days (22.5hrs)Counsels residents throughout their stay in regard to psychosocial needs asthey relate to their overall adjustment in a health care facility.• BSW or MSW• Fieldwork placement in geriatric/medical field preferred• Excellent written and spoken English• Knowledge of a second language a plus• Excellent documentation skills required

We offer an extensive benefits package and competitive salaries.

Please forward resume to:

Recruiter, Isabella Geriatric Center,515 Audubon Ave,

New York, NY 10040.Fax: 212-781-3678,

e-mail: Recruiter@Isabella.org.EOE M/F

CONTROLLERThe Children’s Village, a nationally renowned ChildcareAgency, has an immediate opening for a Controller.This posi-tion is a highly visible accounting management positionreporting to the Vice President Administration and Finance.Responsibilities include managing the overall accountingactivities of the agency, including ensuring that all accountingtransactions are properly authorized and recorded, that allfinancial reporting is timely and accurate; monitoring, report-ing, and assisting in cash forecasting, and continuouslyreviewing operating and internal control procedures.The successful candidate will have demonstrated exp withthe specifics of not-for-profit accounting and reporting andchild welfare funding. Experience with Medicaid, foster care,federal, state, and city funding agencies is desirable.Bachelor’s Degree in accounting with CPA or 5 – 7 yearsexperience.Excel benefits, (medical effective 1st of month followingemployment), on-site day care. Please send res w/salary reqto:

HR, TCV, Dobbs Ferry, NY 10522Fax: (914) 674-4512,

email: recruiter@childrensvillage.org.Visit our website: www.childrenvillage.org .

EOE. Encouraging a diverse workforce.

DEVELOPMENT OFFICERThe Children’s Village, a leading child welfare agency serving the NY metroregion. We seek a qualified professional to join our fundraising department atour Dobbs Ferry, NY campus HQ in lower Westchester.Reporting to the Assistant Director of Development, the qualified individual willbe responsible forWriting proposals to foundations, corporations and government agencies alongwith working closely with the VP for Institutional Advancement and theAssistant Director to raise approximately $4 million annually for a wide varietyof innovative programs serving children, youth and their families.Additionally, you will perform grant management and reporting, collaborate withprogram staff to develop new programs and sustain existing ones. Will researchand cultivate new funding prospects, provide occasional support with specialevents, other related duties as deemed necessary.Must possess a Bachelor’s degree, experience in proposal writing preferred.Knowledge of philanthropy, foundations, corporate giving, non-profit sector.Must possess the capacity to grasp and write effectively about complex issuessurrounding at-risk children and youth. Strong organizational and project man-agement skills, along with good financial and analytical abilities and experi-ence creating budgets. Must be computer literate with Microsoft Word andExcel; Raiser’s Edge a plus.We offer a competitive salary that is commensurate with experience along withexcellent benefits including health insurance and 3 weeks vacation, as well asopportunity for professional growth. Easy commute from NYC via Metro-Northfrom Grand Central. Affordable on-site daycare for working parents.Fax, mail or email a cover letter and resume to:

VP of Human Resources, The Children’s Village,Dobbs, Ferry, NY 10522;

FAX:914-674-4512,E-mail: developmentrecruiter@childrensvillage.org.

An EOE. Encouraging a diverse workforce.

MAINTENANCE PERSON NEEDED Full time maintenance person needed for mid-town service organization. Dailyoffice cleaning, some errands, occasional moving of furniture, etc. Applicant mustbe trustworthy and have full identification. Benefits plus vacation. Send cover letter, resume and salary requirements to

Maintenance625@aol.comResume must contain current references and complete biographical information.

SPECIAL EVENTS COORDINATOR Special Events Coordinator needed for a busy mid-town service agency.Applicant must be experienced in overseeing major fund raising events. GolfOutings, Dinners, Luncheons, etc. Please email cover letter, resume and salaryrequirements to:

Maintenance625@aol.com

Good Shepherd ServicesA leader in NYC youth and family services islooking for professionals for the following posi-tions located in Manhattan, Brooklyn and theBronx:

* CASEWORKERS AND SOCIALWORKER SUPERVISORS

* YOUTH DEVELOPMENT STAFF

* EDUCATIONAL/VOCATIONALSPECIALIST

* AFTER SCHOOL TUTORS

* SENIOR FINANCEDEPARTMENT POSITIONS

For a complete list of jobsand full descriptions, visitour website:www.goodshepherds.orgEOE

HUMAN SERVICES PROFESSIONAL

ADMINISTRATIVE SUPERVISOR

LCSWMin 3-5 yrs supervisory experience. Good clin-ical skills to work with professional staff and cli-nicians in an expanding Westchester, RocklandTherapeutic Foster Care Program. Experiencein child welfare systems (Connections).Knowledge of OCFS regulations essential.Good communication, superior leadership,team building and excellent problem solvingskills. Driver’s license & car required.Competitive salary & benefits. EOESubmit cover letter & resume to:

Asst. Exec. Director of HR ABBOTT HOUSE 100 N. Broadway

Irvington NY 10533FAX: (914) 591-9435

Email: hr@abbotthouse.net

Visit us at www.abbotthouse.net

DIRECTOR OF DEVELOPMENTVariety Child Learning Center, a large non-profit agency servingyoung children with or at risk of developmental disabilities, and theirfamilies, seeks senior level Director of Development, who will beresponsible for developing, managing and providing leadership forfund-raising activities; identifying, cultivating, soliciting and maintain-ing relationships with major gift donors, corporations and founda-tions. Five years+ fund-raising and development experience.Excellent written and oral communication, management and socialskills required. Knowledge of Raisers Edge preferred. Excellentsalary and benefits. Mail, fax or email resume:

Judith S. Bloch, Founder/CEO, Variety Child Learning Center47 Humphrey Drive, Syosset, NY 11791

Fax: 516-921-8130; jbloch@vclc.org

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22 New York Nonprofit Press www.nynp.biz February 2006

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DEVELOPMENT DIRECTORHuman service Agency in Queens opening new position - DevelopmentDirector – to work with the Executive Director, CFO and Board to create,plan and manage a fundraising program that supports event planning,grant writing and building relationships with donors. BA/BS with min of 5yrs professional fundraising experience required. Must have excellent ver-bal and written communication skills. Comprehensive benefit package.Submit cover letter, resume writing sample and salary requirements to:

ANIBIC, 61-35 220th Street, Bayside, NY 11364 Att: LV or fax to 718-423-4010.

JOB DEVELOPERSThe Center for Employment Opportunities seeks job developers toprospect employers to fill their HR needs. Individual must conduct tar-geted job search campaigns to place clients who were formerly incarcer-ated. Candidates must be able to consistently meet monthly placementquotas. Bachelor’s Degree; previous experience as a Job Developer; ortwo to three years experience working with a disadvantaged population;sales/marketing experience a plus. Spanish/English a must. Salary $33- $48. Send resumes to 212-248-4432 or tebowen2525@yahoo.com

DIRECTOR OF HUMAN RESOURCES

Responsible for managing all Human Resource functions for NewAlternatives for Children with a staff size of approximately 120.Responsibilities include but are not limited to: benefit administration, train-ing, employee relations, compliance, Human Resource policies and main-taining up to date employee records.

Masters Degree with 5 to 8 years experience in Human Resources.Individual must be high energy, personable, and professional. Salary com-mensurate with exp.

Resumes to:New Alternatives for Children, Inc.

37 West 26th Street, 7th Fl, New York, NY 10010or e-mail alawler@nac-inc.org EOE

The New York Foundling, in the tra-dition of openness and compassionof its sponsors the Sisters of Charity,helps children, youth and adults inneed through advocacy and throughpreventive and in-care services thatstrengthen families and communitiesand help each individual reach his orher potential. The New YorkFoundling offers unprecedented pro-fessional opportunities in a challeng-ing and supportive environment.We invite you to join our dedicatedteam.

SUBSTANCEABUSE SPECIALISTCASAC and MSW or BA degree, 3yrs prev exp in substance abuse field.

SOCIAL WORKERSBronx, Queens, Manhattan &

Staten Island locations.Opportunities are available for experi-enced workers in Preventive &Placement Services.

*All positions require a BSW, or BA inrelated field, MSW preferred.Previous experience in child welfare,crisis intervention, substanceabuseand/or bilingual English Spanishstrongly preferred.

Please consider joining our diverseworkforce by sending/faxing (212-886-4098) resume, along withcover letter and salary requirement to HR Dept. NPP, New YorkFoundling, 590 Avenue of theAmericas, New York, NY 10011,Email: nyfhr6@NYFoundling.org.AA/EOE

CAREER COORDINATORRiverdale Neighborhood House seeks a dedicated individual forthis newly created full time position within our Teen Program. Qualifiedcandidates will be comfortable working with young people age 13 to 19and able to interact with local businesses, colleges and schools ontheir behalf. Excellent written and oral communication skills, as well asdatabase skills required. Competitive salary with excellent benefits.Recent graduates and retirees are encouraged to apply. Fax resumeto: 718-884-1645 or email to teens@riverdaleonline.org. EOE.

DEPUTY DIRECTOR

FoodChange, improving lives thrunutrition, education & financial empow-erment seeks a Deputy Director to joinour senior management team in provid-ing day to day support and manage-ment necessary to optimize the opera-tions of the organization, manage theeffective delivery of programs and part-ner with the Executive Director andBoard in carrying out FoodChange’smission.Key responsibilities include:- Developing and implementing strate-gic planning initiatives and specialprojects. - Building on systems that will improvethe overall operation and effectivenessof the organization - Providing financial analyses of budg-ets, project proposals and businesstrends in the multiple areas - Developing appropriate quality assur-ance mechanisms to ensure smoothfunctioning of programs- Collaborating with the managementteam to develop and implement plansfor the operational infrastructure Qualifications:BA/BS degree (advanced degree is

preferable); at least 10 years of man-agement experience; and demonstrat-ed leadership ability. We offer competitive compensationand excellent benefits. EOEPlease send/fax/email resume andcover letter with salary history to:

FoodChangeDeputy Director Search, c/o

Community Resource Exchange42 Broadway, 20th floorNew York, NY 10004.

E-mail fcsearch@crenyc.orgFax: 212-616-4994

CITIZENS ADVICE BUREAUJob openings avail in lrg Bx non-profitorg. Xlnt benefits & opport 4 advance-ment EO/AAE

HUMAN RESOURCESDIRECTOR

2 oversee dept reqs a master’s in HR,industrial relations, or related field 5yrs exp wrkg in HR for a non-profit & 3-5 yrs supervisory exp. Kwldge in fed,NYS & NYC employment laws alsoreqd. Send res/crv ltr to ET at 718-365-0697 or email at etorres@cabny.org

A leader in the provision of human servicesThroughout New York City,

STEINWAY CHILD AND FAMILY SERVICES, INC.Seeks the following professionals due to growth:

PSYCHIATRIST1 Child Psychiatrist: MD, Certif. Preferred. Working in a variety of outpa-tient clinical settings in Queens. Between 20 to 35 hours per week.

F/T SOCIAL WORKERS NEEDED8 Licensed Social Workers (LCSW / LMSW) to provide clinical servicesto a diverse population which includes families, children and individuals, inaddition to group work, and school based services. Evening and Saturdayhours required for some positions. Positions available in Long Island City,Brooklyn, and Howard Beach.

FULL TIME COUNSELORS /CASE MANAGERS

1 Program Supervisor for Queens Adult Blended Case ManagementProgram. MSW preferred with strong supervisory experience and back-ground with SPMI population. Provide direct clinical supervision to programstaff. Also responsible for administrative duties. Starting salary $45K1 Supportive Case Manager for Queens Adult Blended CaseManagement Program. High school Diploma and a minimum of 2 yearsexperience, or a BA/BS and 1 year experience providing direct services tothe SPMI population. Salary $32K1 Intensive Case Manager – Bronx Children’s Blended Case ManagementProgram. Starting salary $38K1 Individualized Care Coordinator for Queens Home and CommunityBased Services Waiver Program. Starting salary $38KIntensive In-Home Per Diem Workers needed in Queens to provide briefin-home individual/family therapy for Home & Community Based ServicesWaiver Program. For the above positions, the qualifications are as follows: BA/BS with 4years post graduate experience or MA/MS in Human Services with 2 yearspost graduate experience working with Seriously Emotionally Disabled chil-dren, adolescents and families. 3 Child Care Workers (Per Diem / On-Call) for Residential Program in LIC.Direct Care staff will work with seriously emotionally disturbed children.Minimum HS Diploma; AA preferred with 1-year experience. There arethree shifts for direct care staff – seven days per week. The shifts areMidnight – 8AM; 8AM – 4:PM; 4PM to 12 A.M. NOTE: There are no ben-efits associated with these Per Diem positions.Excellent benefits package including free life and dental. Please submitcover letter & resume indicating desired position to:

Human Resources DepartmentSteinway Child and Family Services, Inc.

41-36 27th Street, Long Island City, NY 11101Fax: (718) 391-9633. EOE

Minority and bilingual candidates encouraged to apply

Senior MedicaidService Coordinator

Innovative not-for-profit committed to indiv svcs for people w/dis-abilities seeks energetic professional to provide svc coordination,supervise staff, participate on sr mgt team. Great oppty to shape& enhance svcs! BA; 2 years related exp. Salary Hi-$30’s,Resume/letter/salary requirements to jpinfo@jobpathnyc.org or fax212 921-5342.

Since 1978 Services for the Underserved (SUS) has beenproviding residential and support services to individu-als with special needs, in New York City. Our missionis "to provide services and supports for individuals withspecial needs to live with dignity in the community,direct their own lives and attain personal fulfillment."We are looking to fill the following positions in our DD,MH and AIDS Services Divisions:

RESIDENTIAL PROGRAM MANAGERS SUPERVISORS

PROGRAM SPECIALISTS DAY HABILITATION SPECIALISTS

CASE MANAGERS

DESK SECURITY

PSYCHOLOGIST

PSYCHIATRIST

REGISTERED NURSES

Please fax resume w/cover letter to:Human Resources at (212) 633-0483

or email to resumes@susinc.org.

SUS is an Equal Opportunity Employer

INFORMATION &ASSISTANCE ADVOCATE

F/T Information & Assistance Advocatefor seniors/families. Required:Bachelor's Deg. bilingual, computer liter-ate, good phone/listening skills.Background in human services helpful.Salary low 30's. FAX resume 516-227-8973.

SCAN-NY is looking for qualified indi-viduals for its intensive and generalfoster care prevention programs locat-ed in the Bronx

• Supervisor: MSW and three (3)years supervisory and child welfareexperience.

• Caseplanners: MSW or relateddegree, or a Bachelors degree insocial science.

• Substance Abuse Specialist:CASAC certification with (MSW) orrelated degree.

• Consultants: Part-time consultantpositions are available to conductworkshops and individual consulta-tions/counseling in domestic violenceand/or HIV.

A minimum of (3) years experience inHuman services or related fieldrequired. In order to apply fax or mailcover letters and resumes to:

SCAN- NYEvelyn Castro

1075 Grand ConcourseBronx, NY 10452

Fax: (718) 293-2674

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866.336.6967

JOB TITLE: Program Manager,Cab Watch

JOB DESCRIPTION:The Program Manager will oversee allaspects of Citizen's For NYC's CabWatch program, including: developingoutreach campaigns, building coali-tions with city agencies, social serviceproviders, ethnic/immigrant and social-service groups; supervising staff; andbuilding rapport with drivers/industryworkers. Program Manager will alsoconduct training and create curricula torespond to the changing safety, health,economic, social and financial needsof NYC's driver population.Qualifications: A Bachelor's degreeplus 3-5yrs. Operational, training,supervisory, and community organiz-ing experience preferred. Candidateshould have knowledge of issuesaffecting NYC immigrants and low-income communities. Good communi-cation, writing and computer skills arerequired. Must work both collaborative-ly and independently, and thrive in acreative environment. Bilingual pre-ferred. Salary commensurate withexperience. Send cover letter, resume,salary requirements, and short writingsample to:

Attn: Richard Brouillette,Director, Civic Participation,

fax: 212-989-0983, email:jobs@citizensnyc.org, subject

line: "Program Manager, Cab Watch"

SENIOR SOCIALWORKER

CAMBA is seeking a Senior SocialWorker for its Young Adult BoroughCenter (YABC) and Learning-to-WorkCenter (LTWC) located at ErasmusHigh School in Brooklyn. This programprovides services to 250-300 studentsages 17-21 that are overage and under-credited toward graduation. The SeniorSocial Worker provide individual and/orgroup counseling services to assistindividuals and their families to achieveeffective personal development andadjustment and counsel clients in deal-ing with such issues as: behavior, edu-cational progress, family dynamics,mental and physical health, housing,personal finances, substance abuse,mental and/or physical trauma. BA orBSW in Social Work, Psychology,Counseling, or a related field and 3years of applicable experience. E-mailcover letter and resume as a singleattachment in Microsoft Word to: sub-mitresumes@camba.org or mail to: CAMBA, Inc., 1720 ChurchAvenue, 2nd fl, Brooklyn, NY 11226.

COORDINATORUpper West Side Community Center seeks part time coordinatorfor Senior Services Program. Bilingual (English/Spanish) pref.Bachelors and social services experience. Fax resume to 212-665-2780.

RESOURCE DIRECTORY

February 2006 New York Nonprofit Press www.nynp.biz 23

CLASSIFIEDS/RESOURCLASSIFIEDS/RESOURCE DIRECTCE DIRECTORORYY

FINANCIAL SERVICES

REAL ESTATE CONSULTING

Full Service Real Estate Brokers Servicing Non Profits for 80 Years

Arthur SpitalnickDirectorDirect Dial: 917-326-5535aspitalnick@adamsre.com

Joey FriedmannAssociate DirectorDirect Dial: 917-326-5537 jfriedman@adamsre.com

Over twenty yearsauditing experiencein nonprofit.We can also provide consultingservices as an inter-im or part timeCFO.

allanjcohencpa@hotmail.com

Allan J. Cohen CPA PCPhone: 718-232-5144

CPA’S AVAILABLEfor auditing,

accounting, budgeting,bookkeeping, payroll, etc.

JOB SPECIALISTGETTING AND STAYING OUT seeks JS to place ex-offenders (18-21 yr old males)in jobs leading to careers. Conduct job searches, develop relationships w/potentialemployers, work on vocational plans, interview skills. BA/BS in voc. rehab. or relat-ed field. 2 yrs min. exp. placing ex-offenders, knowledge of training programs andcompanies open to this population. Bilingual skills a plus. Sal. $40,000, ben. pkg.Email mgoldsmith@gettingoutandstayingout.org fax: 212 996-0436.

HEALTH CARE ADMINISTRATORWe are seeking a Director of Health & Clinical Services for our large multi-service agencyusing a primary care management model. Knowledge of ACS, OCFS & OMRDD pro-grams, medical & clinical experience, special populations and a progressive, supervisorybackground are essential requirements. This is a full time position with responsibilities inWestchester & the Bronx. MA level RN, licensed Psychologist, MD or MSW with med-ical/clinical experience required. Excellent salary & Company paid benefits.Please send/fax resumes with cover letter & salary requirements to:

Cardinal McCloskey ServicesAttn.: Employment Manager, Two Holland Avenue

White Plains, NY 10603Tel. (914) 997-8000, Ext.119 Fax (914) 997-2166

EOE, M/F

Project Samaritan AIDS Services Inc. has been operating innovative programstreating people with HIV/AIDS and substance abuse programs for over a decade.We are currently seeking qualified professionals for the following positions in ourresidential and outpatient programs:

SUPERVISING CASE MANAGERProvides direct services to clients, and supervise case management teams.Supports Site director with the management of the site. BS plus two years of exp.

CASE MANAGEMENT TECHNICIANConducts home visits, case findings and outreach. Provides direct case workactivities, timely intakes, assessments, advocacy and referrals. AA plus 2 yrexp.

SUBSTANCE ABUSE COUNSELORConducts individual and group counseling, develops treatment plans, and engagesresidents in therapeutic activities for drug free living. BS plus 2 yrs. exp. CASAC pre-ferred.

Positions are F/T and require exp. and understanding of the needs of persons liv-ing with HIV/AIDS and chemical dependency. Send cover letter and resumes to:

Sarah Latimer, Project SamaritanAIDS Services, Inc.

1401 University AvenueBronx, NY 10452(718) 588-5709

slatimer@projectsamaritan.org

EOE

Case Management Positions (Full & Part Time)

AIDS-Related Community Services is the largest AIDS service agency in the MidHudson Valley. Currently we have opportunities to join our team of dedicated pro-fessionals in our Hawthorne (Westchester County) office. The Case Manager is team leader for the case technician and case managementassistant and plays a crucial role in the delivery of needed services to our clients.Duties include intakes and assessments, developing service plans, advocating forentitlements, conducting home/field visits.BSW with case management experience required. Some experience/knowledgein HIV/AIDS, chemical dependency, mental health, or domestic violence is pre-ferred. Access to a car and valid driver’s license also needed. Mileage is reim-bursed.We offer a competitive salary, comprehensive benefits, generous time off, all ina professional, supportive environment.

Please send resume with cover letter and salary requirements to:HR Department, AIDS-Related Community Services

40 Saw Mill River Road Hawthorne, NY 10532FAX: (914) 785-8227

PROGRAM SUPERVISOR FORCASE MANAGEMENT

Join our dedicated management team in a professional, supportive environment. In this po-sition, you will supervise all aspects of our Medicaid-funded intensive case managementprogram in Westchester County.To qualify, you’ll need a Master’s degree in Social Work (or equivalent) with a minimum of 2years of post-graduate experience which must include at least 1 year of providing supervi-sion. OR a Bachelor’s degree with 4 years of strong management/supervisory background.If you are a high-energy person with a pro-active management style, attentive to detail, pos-sess excellent clinical skills with a demonstrated commitment to community case manage-ment, you may be the person we are looking for. Access to a car and valid driver’s licenserequired.We offer a comprehensive benefits package and generous time off.Please send resume with cover letter and salary requirements to:

HR Department, AIDS-Related Community Services40 Saw Mill River Road Hawthorne, NY 10532

FAX: (914) 785-8227EEOE

NEW PROGRAMS OPEN AT CHILDREN’S VILLAGE.Ground Breaking Opportunities.

The Children’s Village, a nationally renowned Childcare Agencyseeks qualified individuals for the following:

MULTI-SYSTEMIC THERAPISTS& SUPERVISORS

(BA with exp in Social Work; or MSW or Master’s I related field.Bilingual a plus).Located in the Bronx, Manhattan and Westchester.

COUNSELORSGED or HS Diploma. Located in Queens and Dobbs Ferry.

SOCIAL WORKERSLocated in Dobbs Ferry and Manhattan

PT ARTS COORDINATORCASE WORKERS

Located in Dobbs Ferry and ManhattanWe encourage new grads to apply-bilingual (Spanish) a plus. Highlycompetitive salaries and comprehensive benefits (medical benefitsbecome effective on the 1st of the month of employment). We offeron-site day care, training, orientation and supervision in a support-ive, team culture. Professional dress required. Please send resume,stating position of interest to: HR, TCV, Dobbs Ferry, NY 10522. Fax:914-674-4512, email: recruter@childrensvillage.org. Encouraging adiverse workforce/EOE. Visit us at: www.childrensvillage.org.

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SUBTENANT(S)CORO NY LEADERSHIP CENTER at Broadway and Exchange Place inLower Manhattan seeking subtenant(s) for up to 400 square feet (1-3 offices).Limited furniture available. Share conference room, photocopier, etc. Closeto subways. Rent $2,500 Per month (or $800-$1000 per office). AvailableFebruary 1. Contact Sheryl Parker 212-248-2935 ext. 311.

FIELD SUPERVISORSEsperanza The Vera Institute of Justice seeks experienced FieldSupervisor. Supervisors will oversee all aspects of client services, includ-ing assessing youths and their families, providing intensive case man-agement services, performing individual and family counseling sessionsin the home and other settings, and coordinating with public and privateagencies to deliver services to individual clients. See websitehttp://www.vera.org/about/about_6.asp for details.

PSYCHIATIC REHABILITATIONSearch for Change, Inc., a premier psych rehab provider inWestchester and Putnam County, NY, is inviting new professionals tojoin our professional and dedicated teams. FT positions come w/Exc.benefits.

FULL TIME SUPPORTED HOUSINGCASE MNGR

9-5 Mon-Fri with one Sat a month; White Plains.Assist clients in setting upa chosen household and sustaining this occupancy for as long as the clientdesires. Provide support w/ socialization, budgeting, symptom mngmt, andcomm. Supports.

FULL TIME RESIDENTIALCOUNSELORS

1-9 pm Tues-Sat or Sun-Thurs; White Plains / Brewster area. Must haveexc. writing skills and edu/exp in human services; psych preferred.

OVERNIGHT RELIEF COUNSELORS in our White Plains/Carmel area community residences. 8 pm- 8am sleeping shifts w/ med observation. Exp. in human services req’d.

*All applicants must have a valid insurable driver’slicense. To apply contact:

April Squillante, Director of Human ResourcesSearch for Change, Inc.

95 Church St., Suite 200 White Plains, NY 10601Fax: (914) 428-5643

Email: asquillante@searchforchange.com

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