EDITORIAL

GOODBYE AND HELLO
I'M HERE TO SAY not-quite goodbye. This is my
last issue editing City Limits, a project that has
been my singular passion for nearly six years.
I'm moving on ro write more widely about
many of the same issues I've taken on here-
namely the power, politics and economics of
building thriving and diverse communities.
City Limits will continue to be one of the
publications I write for- and the most impor-
tant one. There's a fallacy in the egomaniacal
profession of journalism that the worthiest
work is national or international in scope,
while local coverage is a merely necessary ser-
vice. I'm looking at my new endeavors in
exactly the opposite way. Drawing from my
work for City Limits, I'll be sharing with new
audiences the remarkable successes, and diffi-
cult trials, of New York City's civic movements.
It's an exciting and confusing moment to
be doing this. New York City neighborhoods
that were written off as chronic problem spots
when I started here in 1999 have been flood-
ed with investment. There isn't a viable parcel
of real estate out there that doesn't have rein-
Cover illustration by ALR Design.
forced concrete sprouting out of it. But these
are wily dollars, chasing windfall returns.
They have as much power to destroy as to
nurture, just as a life-giving sea can give rise
to a tsunami. Though some poor New York-
ers have ridden the city's ongoing revival to a
more secure economic status, others have
been forced to leave. The community devel-
opment movement is only beginning to rise
to these new challenges, in small factions led
by brave innovators.
New York neighborhoods are under so
much pressure not only because civic leaders
have been so successful but because many
other American cities have not been successful
enough. Our (mostly) functional mass transit
system alone accounts for untold billions in
real estate values. Our tradition of tolerance
made the city a magnet for the artists and rene-
gades who built a flour ishing creative culture.
A dense geography helped give wealthy resi-
dents common cause with the poor living in
close proximity-and has led to civic philan-
thropy and social work on a scale and sophisti-
cation unmatched in the world. And on and
on. These are the commodities new arrivals to
New York are buying into, at very high prices.
How do you replicate those elsewhere?
Don't say you can't. Say that these are the val-
ues that built America's greatest city, and that
others must aspire to in order to survive. Those
new cities must grow more densely in order to
halt sprawl, conserve energy and put the brakes
on global warming (an issue in which New
York City has quite a bit at stake) . Those
denser cities must build functional local
democracies and cultures of tolerance, for how
else can Americans live as intimate neighbors?
They must build thriving civic institutions and
find ways to assist the needy, for the federal
government has already hung out the going-
out-of-business sign on domestic programs.
And if you don't want to do it because it's the
right thing to do, do it because it provides great
return on investment.
The work in New York is far from done.
But it's time for us to start spreading the news.
-Alyssa Katz
Editor
Cente.[ {or an
The Center for an Urban Future
F
Utroan
u ure
the sister organization of City Limits
www.nycfuture.org
Combining City Limits' zest for investigative reporting with thorough policy
analysis, the Center for an Urban Future is regularly influencing New York's
decision makers with fact-driven studies about policy issues that are important to
all five boroughs and to New Yorkers of all socio-economic levels.
Go to our website or contact us to obtain any of our recent studies:
tI New York's Broadband Gap (December 2004)
tI Between Hope and Hard Times: New York's Working Famil ies in Economic Distress (November 2004)
tI Seeking a Workforce System: A Graphical Guide to Employment and Training Services in New York (November 2003)
tI Engine Failure: With Economic Woes That Go well Beyond 9/11, New York Needs a Bold New Vision To
Renew the City's Economy (September 2003)
tI Rearranging the Deck Chairs? New York City's Workforce System At The Brink (May 2003)
To obtain a report, get on our mailing list or sign up for our free e-mail policy updates,
contact Research Director Jonathan Bowles at jbowles @nycfuture.org or (212) 479-3347.
City Limits and the Center for an Urban Future rely on the generous support of their readers and advertisers, as well as the following funders: The Robert Sterling Clark Foundation, The Unitarian Uni-
versalist Veatch Program at Shelter Rock, The Scherman Foundation, JPMorganChase, The Annie E. Casey Foundation, The Booth Ferris Foundation, The New York Community Trust, The Taconic Founda-
tion, The Rockefeller Foundation, The Rockefeller Brothers Fund, The Spingold Foundation, The Ira W. DeCamp Foundation, L1SC, Deutsche Bank, M& T Bank, The Citigroup Foundation, New York Founda-
tion, Bernard F. and Alva B, Gimbel Foundation, Independence Community Foundation, Stella and Charles Guttman Foundation, Washington Mutual, FAR Fund, Child Welfare Fund, United Way, Merrill
Lynch, F.B, Heron Foundation, J.M. Kaplan Fund, Deutsche Bank Americas Foundation,
FEAT
THE BIG BOX BOOM
It's way beyond Wal-Mart:
love or loathe them, giant retailers are here to stay.
A City Limits guide to the new retail cityscape.
18 MORE IN STORE
Wal-Mart's out in Rego Park but still determined to open stores
in New York. Can labor and community activists stop the retail
Goliath-or bring it and other megastores in line?
There's a lot to learn from successes in other cities.
By liza Featherstone
20 GOOD NEIGHBOR POLICIES
Big boxes aren't all fabricated from the same mold. Here's how they
rate on business practices and community connections.
By Matthew Schuerman
22 OUTSIDE THE BOX
An interview with Red Hook revitalizer Greg O'Connell, on Fairway,
Ikea and big-and-balanced development.
By Jonathan Bowles
PLUS:
Measuring Southeast Queens' Retail Gap
Harlem Gets New York's First Community
Benefits Agreement
24 FOR THEIR OWN GOOD
Juvenile delinquents get sent upstate because it's supposed
to be a better environment than their homes.
The Department of Probation has a new idea:
Fix the family instead.
By Wendy Davis
27 OUT OF MIND
Juvenile facilities are dangerously underscrutinized.
By Cassi Feldman
29 SOCIAL CHANGE, INC.
As government, foundations and donors cut back spending,
nonprofits have an urgent need for savvy business
sense-and some are hiring MBAs to get the job done.
By Xiaoqing Rong
MAY/JUNE 2005
CONTENTS
5 FRONTLINES: SAY GOODBYE TO MOM
AND POP ... GUARDS' POOR PAY COMPROMISES
SECURITY ... HIRINGS, FIRING AND RETIRINGS ...
SEX WORKERS GO GLOSSY ... PUBLIC
HOUSING'S HOME-IMPROVEMENT HASSLES •.• HOW
TO STOP HIV FROM LEAVING PRISON ... MOVING
INTO BATIERY PARK CITY ... BUT NOW GRANDMA
CAN GIVE CONSENT ... AN ICON PASSES ... HIGH MARKS
FOR JOB CENTERS .•. HPD'S MUST-READS
I NSI 0
12 WOMEN NOT WANTED
The Bloomberg administration vows to put more women in construction
jobs. A group of unemployed tradeswomen isn't waiting-they're organizing.
By Dan Bell
==CITY tIT==
35 PRISON BREAK
Downsizing Prisons: How to Reduce Crime and End Mass Incarceration
By Michael Jacobson. Reviewed by Sasha Abramsky.
2 EDITORIAL
38 JOB ADS
40 PROFESSIONAL DIRECTORY
46 OFFICE OF THE CITY VISIONARY
3
LETTERS
BINGO ON BROOKLYN
The article ''The Return of Metro Tech"
Qanuary/February 2005) is one of the most
well-researched and well-written articles
regarding development in Brooklyn that I have
ever seen. Well done!!!
METROTECH'S GIFTS
-Amy Greer
Brooklyn
In spite of the fact that the article "The
Return of MetroTech" is quite lengthy, it fails
in a number of ways to give an accurate picture
of the impact of Downtown Brooklyn's
MetroTech development on the economic
heal th of our borough.
Let us look at what is known. Just before
Metro Tech went into construction, in the late
1980s, Downtown Brooklyn was in crisis. The
retail core was hemorrhaging businesses and jobs.
Vacancies abounded, crime was rampant, the
streets were filthy, and those who remained were
trying desperately to leave. Fast forward 15 years.
At least 20,000 jobs have either been relocated or
anchored within the MetroTech complex alone
to say nothing of the vastly improved retail cli-
mate on the Fulton Street Mall, Willoughby
Street and Jay Street. Although many of these
jobs were initially relocated from other areas of
the city, as people leave their positions the "back-
fills," more and more, are coming from Brook-
lyn. It never was, and is not now, the intent of the
MetroTech companies to exclude local residents
of any economic strata from available jobs.
As contrasted with the bleak outlook of the
mid-1980s, all of the major colleges in Down-
town Brooklyn have constructed new facilities
and continue to grow. Brooklyn Friends School
has just announced that it is leasing an addi-
tional 17,000 square feet of space, on
Willoughby Street. All of this activity has led to
more jobs, for teachers, guidance counselors,
service workers, construction workers, and in
the retail sector.
And what about the confidence that
MetroTech has provided to spur future growth?
Would Atlantic Center, the BAM Cultural Dis-
trict, the Brooklyn Bridge Waterfront Park, and
the booming Downtown neighborhoods be the
buzz of the city? Every one of these efforts pro-
vides construction jobs, permanent jobs and
related economic activity. Failure to report fully
on this activity gives a distorted picture.
Now let's get to the issue of low income res-
idents in the adjoining neighborhoods. In the
same paragraph there are rwo statements as fol-
lows: " ... business leaders and community
activists agree that the number [of low income
jobs] is very low" and "No one knows how
many low-income residents of the adjoining
neighborhoods are working at the complex." If
no one knows, then how does one conclude
that the number is low?
The issue is much more complex than just
counting the number of low-income jobs and
equating success with results inside one adja-
cent housing development. Should the low
income residents of other Brooklyn neighbor-
hoods be excluded from eligibility for available
jobs in Downtown Brooklyn? This flawed logic
would lead one to advocate for new jobs in
Harlem to be only for Harlem residents or new
jobs in Spring Creek to be only for Canarsie
residents. We should not have one community
in our city fighting to exclude another from
available employment.
This is not to say that we cannot do better.
We need to support the efforts of the city and
the private sector to strengthen job training and
job readiness programs. We need to continue
the good work of the Metro Tech Companies,
working with the local schools and community
organizations, to provide internship programs
and job development initiatives. We need to
advocate for affordable housing and better
schools that are also key components of efforts
to provide economic equality for our citizens. A
more balanced view of the Metro Tech experi-
ence would better serve this work.
-Michael Weiss
Executive Director
MetroTech Business Improvement District
www.citylimits.org
4
CITY LIMITS
Volume XXX Number 3
Publisher: John Broderick broderick@citylimits.org
Associate Publisher: Jennifer Gootman jennifer@citylimits.org
Editor: Alyssa Katz alyssa@citylimits.org
Managing Editor: Tracie McMillan mcmillan@citylimits.org
Senior Editor: Cassi Feldman cassi@citylimits.org
Senior Editor: Xiaoqing Rong xrong@citylimits.org
Reporting Fell ow: Dan Bell danbell@citylimits.org
Copy Editor: Ethan Hauser ethan@citylimits.org
Admin Assistant: Tariqah Adams tariqah@citylimits.org
Contributing Editors: Neil F. Carlson, Wendy Davis, Nora
McCarthy, Debbie Nathan, Robert
Neuwirth, Hilary Russ, Kai Wright
Design Direction: Hope Forstenzer
Art E d ~ o r : Margaret Keady margareUeadY@citylimits.org
Photographers: Michael Berman, Margaret Keady,
Casy Kelbaugh, Gregory P. Mango,
Nina Westervelt
Contributing Photo Editor: Joshua Zuckerman
Contributi ng Illustration Editor: Noah Scalin/ALR Design
Interns: Bennett Baumer, Han Ou
General E-mail Address: editor@citylimits.org
CENTER FOR AN URBAN FUTURE:
Director: Neil Kleiman nei l@nycfuture.org
Research Director: Jonathan Bowles jbowles@nycfuture.org
Project Director: David J. Fischer djfischer@nycfuture.org
Deputy Director: Robin Keegan rkeegan@nycfuture.org
Research Associate: Tara Colton tcolton@nycfuture.org
BOARD OF DIRECTORS:
Andrew Reicher, Chair
Ira Rubenstein, Vice Chair
Karen Trella, Secretary
David Lebenstein, Treasurer
Michael Connor
Ken Emerson
Mark Winston Griffith
Marc Jahr
John Siegal
Peter Williams
SPONSORS:
Pratt Institute Center for Community
and Environmental Development
Urban Homesteading Assistance Board
City Limits is published bi-monthly six times per year (Jan/Feb.
Mar/Apr, May/Jun, Jul/Aug, Sep/Oct, Nov/Dec) by City Futures,
Inc., a nonprofit organization devoted to disseminating infor-
mation concerning neighborhood revitalization.
Subscripti on rates are: for individuals and community
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Arbor, M148106.
CITY LIMITS
FRONT LINES
Saying Goodbye to Mom and Pop
FOR YEARS, Virginie-Alvine Perrette hovered
intently over her video camera, capturing pieces
of New York slipping away. Michael's Salon,
owned and run by Nick DiSisto, for instance,
offered Upper East Side children their first
haircuts (complete with lollipops) for almost a
century. In December 2002, when the charm-
ing Italian shop where Perrene herself got her
hair cut as a child closed, she was there to film
it. According to DiSisto, the landlord wanted
to double his $4,770 monthly rent.
Rent hikes, chain stores, and gentrification
have put the city's 185,000 mom-and-pop
businesses in danger like never before, says
Sung Soo Kim, president of New York's Small
Business Congress, a federation of city trade
organizations. Based on commercial evictions
and bankruptcies, Kim estimates that the city
lost 10,000 small businesses last year alone.
A native of the city, Perrene first noticed the
MAY/JUNE 2005
abrupt change in her own neighborhood on the
Upper West Side. After returning ftom college
at Stanford and practicing international and
environmental law in Latin America, she came
home to find that many of the shops she grew
up with were gone.
Determined to bring their stories to life,
Perrene started taking video production cours-
es at NYU. "Digital video has made documen-
tary filinmaking very accessible," she says. "I
took a few courses, then just jumped in." Now
Perrette spends her days producing, shooting
and editing the documentary. She also
cofounded a nonprofit, 2 Spot Digital, which
creates videos for other community organiza-
tions, foundations and schools.
Howard Hassan, owner of a family business
that prepared fruit and nut baskets, was one of
her subjects. On February 23, 2001, he invited
Perrene to film the last day of the Basket Shop his
parents opened 62 years ago. A new owner of the
Woolworth building wanted to build an entrance
into the garage, forcing Hassan to close his doors.
"My dreams aren't that great-I don't need to be
a giant," says Hassan, who has since opened up a
new Basket Shop in Brooklyn's Borough Park.
In production since 1998, the film will
debut next year, its 20-plus hours of film boiled
down to 40 minutes. Perrene plans to call it
Twilight Becomes Night, inspired by a quote
from author John Barth, about how hard it is to
pinpoint the exact moment when twilight has
become night.
"We will not fully know that all the charm,
character, flavor and humanity from small
mom-and-pop stores is gone from Manhattan
until it is too late," says Perrene. "At that point,
twilight will already have become night. "
-Carlos Menchaca
To view a clip visit www.twilightbecomemight.com
5
FRONT llNES
Guards say better
jobs make
the city safer.
By Tracie McMillan
JESSE VILLEGAS takes pride in protecting the
Empire State Building. A security guard at the
34th Street entrance, he reports to work in the
landmark's cavernous marble halls, overseeing
turnstiles that scan office workers' 1.0. cards.
Bur even though he's a security officer, Villegas
sometimes wonders if the building is safe.
"Nobody really checks 1.0.," says Villegas. "All
they're doing is making sure people don't jump
over the turnstile. "
They also don't do much to screen the 3.8
million tourists who pour through annually. A
visitor's first encounter with security is an x-ray
machine for bags, located in the building base-
ment where the line for observatory tickets
begins. Entry to the building itself and various
parts of its lower floors is monitored by noth-
ing more than a surveillance camera.
The lax security hasn't gone unnoticed. Last
summer, tenants filed a lawsuit alleging reckless
6
Building Insecurity
and negligent security practices. Howard
Rubenstein, spokesperson for the building's
management, says security is "based upon
industry standards. "
Yet even since 9/11, those industry stan-
dards are woefully low, according to a recent
report from the city's public advocate. Charac-
terizing the city's security force as "ill-prepared
to protect its public, " the survey found officer
training to be outdated and frequently insuffi-
cient, wages low, and turnover rampant.
SEIU Local 32BJ is hoping to change all
that with a new campaign to organize about
6,000 security officers in high-end office build-
ings, including the Empire State Building and
250 Broadway, home to local legislative offices.
The union hopes not only to raise wages and
garner benefits for security officers but to raise
the profile of a typically low-wage, entry-level
occupation. "Security is a workforce that's often
overlooked as part of building staff," says Lenore
Friedlander, director of organizing for 32BJ,
which represents security officers as well as other
building service workers like janitors and porters.
That's far less true across the pond, says Jim
McNulty, an executive vice-president at Securi-
tas, the largest security company in the U.S.
Regarded as an industry leader, Sweden-based
Securitas employs about 5,000 security officers
in New York City. "In many European coun-
tries, the job itself carries more respect," says
McNulty. "People are better paid and have bet-
ter benefit programs." Here, guards' wages aver-
age between $9 and $10 an hour, with many
making considerably less. Few companies offer
health insurance, sick days or vacation.
The companies say they're doing their best.
Fierce competition renders industry profit
margins tight, so the cost of higher wages or
more benefits would be borne by clients. And
few are willing to pay more. "A lot of people
see security as a necessary expense, bur not
[related to] profits, " says McNulty. "Conse-
quently, cost becomes a big factor."
Low wages and benefits exact their toll,
mostly because they fuel turnover, estimated to
be as high as 400 percent nationwide. Having
workers cycle in and out can compromise safe-
ty, says Robert McCrie, professor of security
management at John Jay College and an expert
on the industry. The longer an officer stays in a
job, the more familiar he or she is with a build-
ing. That means that "when exceptions occur,
[guards] are in a better position to do the right
thing," explains McCrie, "rather than just
stumble and call for help."
Guards also need better training, say insiders.
"The curriculum we use, it's so old it's pathetic,"
says a security instructor at a local firm, who
declined to be named or identifY his employer.
State requirements for security training were
last updated in 1994, and mandate just eight
hours of prejob training, plus 16 on the job. That
requirement is often ignored; 17 percent of
workers surveyed by the public advocate report-
ed having less than the eight hours of prejob
training required by law. New York's standards
are more lax than those in Europe, where train-
ing programs often exceed 150 hours.
Last fall, the City Council passed a resolu-
tion calling for the state to adopt more stringent
security standards, but there's been no move-
ment in Albany thus far. (In November, the
governor did sign legislation requiring stricter
background checks.) For its part, 32BJ has
developed a 40-hour training program with city
agencies that includes terrorism awareness and
response, crime prevention, and basic fire pre-
vention and extinguishing skills- none of
which are currently required by the state.
Villegas thinks that's a shame. He sought out
and paid for security courses on top of his initial
eight hours, but it hasn't helped his wages. "I'm
making $7.50 an hour," he says. "I'm going to
stay at $7.50 an hour as long as I'm there. " •
CITY LIMITS
= =l NS AND OUTS=:::::::I
MICHAEL CLARK is the new president and executive
director of the Nonprofit Coordinating Committee
(NPCC) of New York, an umbrella organization for more
than 1,300 non profits. Clark has served as president
of Citizens for NYC, a community group, for 18 years.
He will succeed JON SMALL on May 2, when Small
returns to his law career after leading the organization
for five years.
TOM GERETY, executive director of the Brennan Cen-
ter for Justice at the New York University School of
Law, is leaving to resume his academic career,
including writing books and teaching. The organiza-
tion is conducting a search for his successor.
HIVIAIDS Services at the New York City Department
of Health and Mental Hygiene (DOHMH) welcomes
SCOTT KELLERMAN. Kellerman, who took the reins
in early March, is in charge of implementing the
city's HIV/AIDS Continuum of Care plan. He also
oversees more than $200 million in funding for
related program contracts. Before joining DOHMH,
Kellerman worked for several government HIV/AIDS
programs, including the Division of HIV/AIDS Pre-
vention at the federal Centers for Disease Control
and Prevention.
Mothers on the Move (MOM) , a South Bronx social jus-
tice organization, and the nonprofit Northwest Bronx
Community and Clergy Coalition (NWBCCC), both
picked up new executive directors. JAMES MUMM,
codirector of MOM, will become the head of NWBCCC
in April. His codirector, WANDA SALAMAN, will
become head of MOM. Departing NWBCCC executive
director MARY DAILEY will be a lead organizer with
the Center for Community Change, coordinating
national campaigns.
JOSEPH SEMIDEI became executive director and
CEO of St. Christopher, Inc. on March 14. The
Westchester-based child welfare agency's reputation
has been tarnished amid a scandal over forged doc-
uments that led to the loss of city contracts and the
resignation of former director LOUIS MEDINA. Previ-
ously, Semidei was deputy executive director of the
Committee for Hispanic Children and Families and
held senior positions in the New York City Depart-
ment of Mental Health, Mental Retardation and Alco-
MAY/JUNE 2005
holism Services; and the state's Division of Family
and Children Services.
PHAEDRA THOMAS, former director of the Red Hook
and Gowanus programs of the Southwest Brooklyn
Industrial Development Corporation, was promoted
to executive director, replacing LEAH ARCHIBALD,
who left to serve as director of marketing at the
Industrial and Technology Assistance Corporation. A
native of Brooklyn, Thomas served as director of the
Red Hook Office of the Southwest Brooklyn Local
Development Corporation for four years before join-
ing SBIDC.
-Xiaoqing Rong
BETWEEN THE
SHEETS
HUsnER, PLAYBOY
AND JUGS have got
some competition
brewing: $pread,
a new trade magazine
for workers in the
sex business. That includes strippers, erotic
masseurs, call girls, dominatrixes, rent boys
and-judging from the performances at the
rag's launch party-transvestites sporting
lank hair, fulsome faux breasts and bare
phalluses. Heavily pro-sex and keen on
legalizing prostitution, the magazine includes
tips for workers and clients ("Present the
money up front, but nonchalantly") and
news updates about sex work around the
globe. The magazine does its grassroots best
to explore the pros of sex work (flexible hours,
potential for high pay) while giving a nod to
the cons (violence, disease, social stigma).
$pread's illustration-heavy, black-and-white
pages might disappoint the occasional mis-
led porn connosieur who picks it up, but
they'll at least get a glimpse of one thing
they probably haven't seen before: sex work-
ers' frank accounts of their jobs.
-Tracie McMillan
NANCY
HARDY
Insurance
Broker
Specializing in
Community
Development
Groups,
HDFCs and
Non-Profits.
Low-Cost Insurance
and Quality Service.
Over 20 Years
of Experience.
270 North Avenue,
New Rochelle, NY
10801
914-636-8455
7
FRONT llNES
Renovations vex
public housing
residents.
By Cassi Feldman
HOME RENOVATION is a big hit on reality TV:
The teary-eyed family returns from a weekend
away to discover a new sofa set, a cleaned-out
garage, a colorful playroom for the kids. But for
residents of New York City public housing, the
reality of renovation isn't quite so cute. In Feb-
ruary, the New York City Housing Authority
(NYCHA) announced plans to pump an
unprecedented $2 billion into 129 develop-
ments around the city. The modernization will
include exterior brickwork and roofing, new
kitchens, boilers, elevators and intercoms.
Most residents agree that the rehab is need-
ed, if not overdue. But at Walt Whitman Hous-
es and Raymond V Ingersoll Houses, two
Brooklyn developments where prep work has
started, tenants say it's also brought them a
mess of problems.
First, they say, it's hard to know exactly
what's going on. The boxy brick buildings
show few signs of renovation, other than minor
8
Extreme Makeover
scaffolding here and there. The one obvious
construction site is a community center, ren-
dered unusable for years. Meanwhile, tenants
have been moving out steadily since 2003, at
the direction of the Housing Authority.
"What's the latest timeline?" asks Whitman
resident and tenant organizer Enida Davis, 27.
''They had this super rush and now nothing's
happening. It's a fight to get any information."
NYCHA spokesperson Howard Marder
says the work is "basically" on schedule and is
currently in a design phase. "This is a major
undertaking," he says. "We've got to do one
thing at a time. "
The 1,526 families whose apartments are
slated for overhaul were given three options:
They could move to other apartments in their
developments, move to other NYCHA com-
plexes, or leave public housing entirely. The
Housing Authority set up an onsite Relocation
Assistance Unit and offers grants to cover mov-
ing expenses. Many tenants, however, still
describe the process as chaotic and disruptive.
Kizzy Wilson, 27, says she waited for
months, postponing job opportunities and
school, before NYCHA found her family an
apartment in Greenwood Houses in Flatbush.
"Everything was in limbo," she says. Then, in
March 2004, her transfer was approved, sudden-
ly leaving her just two weeks to move and forc-
ing her to pull her son out of fust grade midyear.
Monique Midyett's family of six outgrew its
three-bedroom apartment years ago, but she's
not yet eligible to move because her phase of
the renovation hasn't begun. Meanwhile, she
says, her apartment is in disrepair. "We've got
no closet doors, the ceiling is falling," she says.
"You're doing apartments that no one is living
in. What about us that are paying rent?"
On the flip side, some residents have dug in
their heels. "I'm sick and disabled and don't
want to move," says Edna Grant, 65, who has
lived in Ingersoll since 1959. Like many older
residents, she will likely be downgraded to a
smaller apartment, whether she likes it or not.
To help ease residents like Grant into mov-
ing, NYCHA created tenant-run relocation
committees. But there seems to be a disconnect
between those who have the information and
those who need it. "If [tenants] don't come to
the meeting," admits Secretary Priscilla Dou-
glas, "they wouldn't know what was going on."
Without proper information, word spreads
informally-and unfounded rumors are ram-
pant. "People have said that they sold the proj-
ects to MetroTech," says Douglas. Others simply
don't trust assurances from the Housing Author-
ity that they'll be allowed to move back in.
Brooklyn's public housing residents aren't the
only ones worried. In Staten Island, residents of
Markham Gardens are protesting plans to raze
the 360-unit development and replace it with
mixed-income housing. The Housing Authori-
ty insists that most families who leave will be
able to return, but it has not yet agreed to a one-
for-one replacement of the demolished units.
Linda Couch, deputy direcror of the
National Low Income Housing Coalition, says
residents are right to be wary, given the history
of public housing rehab. "They should make
sure relocation and rehousing plans are as
detailed and transparent as possible, " she says.
Even well-planned relocation will inevitably
leave some people out, argues Susan Popkin,
research associate at the nonprofit Urban Insti-
tute, who has studied the impact of HOPE VI
reconstruction. "It's an open secret that there
are all kinds of people living in public housing
who aren't on the lease."
Nearly every resident City Limits spoke with
said the benefits of the renovation were out-
weighed by its human cost. "To be honest, I'm
against the whole darn thing," says Effie Jones,
vice president of the Ingersoll tenant associa-
tion. "We :,eel like we're being pushed out of
our homes .•
CITY LIMITS
===HEAlTH
No Condoms for Convicts
THE APPEARANCE OF a new "super-strain" of
AIDS in February dramatically refocused pub-
lic attention on the importance of HN pre-
vention. Needle exchange, condom distribu-
tion and high-profue awareness campaigns
have been part of the arsenal for years.
Unless you happen to be one the state's
65,000 prisoners, who still lack access to even
the most basic safeguards.
According to a National Commission on
Correctional Health Care report published
in 2002, 20 percent of all HIV infected
individuals pass through the prison system
in a year, and rates of infection are five to 10
times higher in prisons than in the general
population.
Assemblymember Dick Gottfried has spent
years trying to lower those numbers. In Febru-
ary, he reintroduced a package of bills that
would improve prison oversight and create
HIV-prevention programs such as needle
exchanges and condom distribution. Though
the bills still need a Republican sponsor, Got-
tfried hopes that this year, public pressure and
the support of more than 40 community
groups will finally spark action. "We don't
think the bills are particularly radical," he says.
The first of the three would require annual
review by the Department of Health (DOH)
on policies and practices concerning HIV,
AIDS and Hepatitis C at state prisons and local
jails. As it stands, monitoring of prison health
care is not only internal to the Department of
Correctional Services (DOCS), but is often left
up to individual facilities.
The second would place health care facilities
operated or supervised by the DOCS under the
definition of "hospital," thus bringing them
under the same DOH standards of care
required of hospitals on the outside.
The fmal legislation (known as "the con-
dom bill") authorizes the Corrections commis-
sioner to develop and implement programs in
prisons to prevent the spread of sexually trans-
mitted diseases. Currently, condoms are avail-
able to inmates in jails, where inmates are held
before sentencing, bur not in prisons.
A DOCS spokesperson says the agency does
not comment on pending legislation.
Meanwhile, advocates have found that care
varies widely from prison to prison. Handy
Rayam was diagnosed with HN at Rikers
Island in 1995 and was transferred to Franklin
Correctional Facility a year later. During his
four years at Franklin, Rayam says, he met with
a doctor only rwice. The standard practice for
monitoring HNIAIDS includes a doctor's visit
FRONT LINES
and blood testing evety three months.
John Damars, deputy superintendent for
programs at Franklin, says he would have "no
way of knowing" how often an inmate had seen
a doctor. "If they request to see a doctor, they
would see one," he says.
In 2000, Rayam was transferred to Wood-
bourne Correctional Facility, where he says his
health care improved dramatically. Upon
arrival, he met with a doctor who referred him
to an infectious disease specialist (IDS). With
a new drug regimen and monthly check-ups,
he soon had an undetectable viral load.
Rayam considers his visits with the IDS cru-
cial. "It's very important," he says. "If you had
a chronic disease, you would want to see a
specialist."
Access to an IDS is a key indicator used to
monitor prison health care. Research conduct-
ed by the Prisoners' Rights Project of the Legal
Aid Society showed that in 2001, 54 percent of
the state's known HN-positive inmates never
saw an IDS.
"Prisons are like fiefdoms. What happens in
prison A doesn't necessarily happen in prison
B," says Jack Beck, director of the Correctional
Association's Prison Visiting Project. "This is a
public health opportunity that is not being
adequately exploited. Prison health care is good
public health. "
-Dan Bell
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9
FRONT llNES
MOVING IN AND MAKING NOISE
CLAD IN PAJAMAS, shower caps, and hair curlers, housing activists
staged a mock move-in at Battery Park City in March to demand
that the city make good on its 1989 agreement to spend $1 billion
over 20 years on affordable housing. The agreement stipulated that
in lieu of property taxes, the Battery Park City Authority would pro-
vide $400 million in bonds and $600 million in revenue to create
24,000 affordable housing units citywide. But the city has found a
loophole in the agreement that allows it to use the funds to plug
gaps in the city's budget. Since the agreement, only $143 million in
bonds has been spent on 1,557 affordable housing units in Harlem
and the Bronx, and no affordable units have been built in Battery
Park City. Meanwhile, luxury apartment complexes have blossomed.
Jodie Velez, who lives in a homeless shelter, carried a sign that read
"Cum pia la promesa" at the protest. "It would be nice if I actually
had a place to move into," she said. The city and state agreed to use
surplus revenue from the Battery Park City Authority to build afford-
able housing in other parts of the city. The authority currently shifts
some of its surplus into a Joint Purpose Fund, which has not yet
been earmarked for any specific project. Tenants are pressuring the
city to use that fund, which is expected to accumulate $40 million
each year over the next five years, for affordable housing.
-Bennett Baumer
CHilD WElFARE
Caregiver Consent
In Memoriam
IN FEBRUARY, Governor Pataki signed inw law
a new bill giving relatives who care for their
kin the authority w make health care and
school-related decisions. The Caregiver Con-
sent bill, inaoduced by Senator Kenneth
LaValle and Assemblymember Thomas
DiNapoli, will allow caregivers to sign paper-
work enabling their children w participate in
special programs and field trips, and w receive
health screenings, diagnoses and treaanents.
"Passage of this very crucial legislation will
remove unnecessary barriers grandparents and
other caregivers experience in providing day-
w-day care for children," says Fatima Gold-
man, executive direcwr of the Federation of
Protestant Welfare Agencies. More than
143,000 grandparents and other relatives care
for more than 400,000 children in New York,
while across the country approximately 6 mil-
lion children are living with their caregivers.
The law goes into effect in May.
-HanDu
10
CUSHING N. DOLBEARE, an influential hous-
ing advocate and researcher, died of cancer on
March 17. She was 78. Dolbeare began her
career in housing in 1952 at the Citizen's Plan-
ning and Housing Association in Baltimore.
Since then, she fought tirelessly for affordable
housing. Among the numerous housing agen-
cies Dolbeare led was the National Low Income
Housing Coalition (NLlHC), which she founded
in 1974 in response to the Nixon Administra-
tion's temporary moratorium on funding for
federal housing programs. She served as exec-
utive director from 1977 to 1984 and from
1993 to 1994. She donated her $250,000
Heinz Award for Human Condition to the NLlHC
to start the Cushing N. Dolbeare Endowment
Fund to encourage research on housing prob-
lems. Her family requests that memorial gifts
be made to the Endowment Fund.
-Xiaoqing Rang

WIA Works
EMPLOYERS WHO get workers from "one-swp"
centers funded by the federal Workforce
Investment Act (WIA) are largely happy with
the results, according w a recent General
Accounting Office (GAO) report. A survey of
employers found that about three-quarters of
them were satisfied with the results and would
be likely w use the one-swp system again.
There is, of course, room for improvement:
The smaller the company, found the GAO, the
less likely it is w know about or make use of
one-swps, suggesting that the system may be
more convenient for large companies (those
with 500 or more employees). For next steps,
the GAO recommended that the federal labor
deparanent begin routine collection of state
data on use of the workforce programs, w
determine, for example, whether employers
utilize one-swp centers' training services or
merely fill job openings. The Department of
Labor agreed.
-Tracie McMillan
CITY LIMITS
NEW BOOKS FOR
BUSHWICK
BUSHWICK, one of the city's poorest neighbor-
hoods, needs a lot of things: better housing,
better health care, better policing. But the city
has decided it also needs better books. As part
of a new outreach program designed to help
residents access city services, the Department
of Housing Preservation and Development pre-
sented the area's three library branches with
these fine tomes:
THE DEATH AND LIFE OF
GREAT AMERICAN CITIES
by Jane Jacobs
My HOUSE. MI CASA
by Rebecca Emberley
IMMIGRANT KIDS
by Russell Freedman
How THE OTHER HALF LIVES
by Jacob A. Riis
EAST HARLEM. NEW YORK.
IMAGES OF AMERICA SERIES
by Christopher Bell
A HISTORY OF HOUSING IN NEW YORK CITY
by Richard A. Plunz
How TO GET DRUG ENTERPRISES
OUT OF HOUSING
by 1imothy Vance
Plus HPO publications:
THE NEW HOUSING MARKETPLACE:
CREATING HOUSING
FOR THE NEXT GENERATION
A GUIDE TO THE PROGRAMS
AND SERVICES OF THE NYC DEPARTMENT
OF HOUSING PRESERVATION AND DEVELOPMENT
"A SAFE NEW HOME"
coloring book
CLEANING: GENERAL
MAINTENANCE INFORMATION
MAY/JUNE 2005
We're Growing
Because We Care ...
~
mercyFirst
, Caseworker - (BA & MAJMSW, Bilingual Spanish. Long Island & Bklyn)
, Casework Supervisor - (LMSW, 2 yrs related exp Long Island & Bklyn)
, Clinician - (PhD/LMSW. Bklyn)
, Psychiatrist - Licensed (Bklyn)
, Directors - (BAand/or LMSW. Long Island & Bklyn)
, Vice President of Group Homes - (LMSW, min 5 yrs expo Long Island)
, Administrative Assistant - (Long Island)
, Payroll Specialist - (High School w/2+ yrs expo Long Island)
Growing child services organization, both JGAHO and GOA accredited, seeks talented
professionals for our unique group home programs. We operate specialized teen
mother/baby group homes and teen group homes utilizing multi-disciplinary treatment
modalities. Management positions require experience with at risk youth, AGS, and DSS.
Interested candidates should email to location of interest:
For Brooklyn
rsantiago@mercyfirst.org
or fax 516-496-3690
For Long Island
amathew@mercyfirst.org
or fax 516-496-3690
mercyFirst, where children
can hope and families can heal.
equal opportunity employer
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11
INSIDE TRACK
Women Not Wanted
Female construction workers face chronic unemployment and
daunting odds. A new mayoral commission will have to change
the face of an industry. By Dan Bell
Joyce Collier is qualified as a plumber but can only find work cleaning up job sites.
JOYCE COLLIER LIKES to stand back from a day's
work and see an empty space filled with some-
thing solid. She feels pride that it was her hands
and her skill that put it there. But for the past
five years, instead of plying her trade as a
plumber, she's been left to tend the fire and
clean the kitchen.
Literally. This winter, Collier spent her work-
days watching over space heaters, checking fire
exits and cleaning up after tradesmen on their
work sites. But it was better than having no job
at all. Even though she qualified as a certified
plumber from a five-year union apprenticeship
in 1999, for the past half-decade she has rarely
worked more than four months of each year.
The last time Collier checked, of the 21
women in her union, Plumber's Union Local 1,
only six were employed using their trades.
12
(Another six are in apprenticeships.) Women
make up less than 1 percent of the 5,700 mem-
bers in her union, and they have an unemploy-
ment rate of 60 percent. According to a business
agent with Plumber's Local 1, the union's unem-
ployment rate as a whole is about 3.5 percent.
Chronic unemployment has led many
women to leave the trades altogether. Collier
has compiled records showing that from 1989
to 2004 the number of women in her union
fell from 56 to 21, as they "lost their books"
when they fell behind on union dues. They
couldn't afford their dues because they weren't
getting work.
Carlyne Montgomery was one of them.
After she qualified in 1995 following her
apprenticeship, Montgomery would call her
union delegate every day to look for work. She
says she found herself continually passed over
for jobs. "You have to know somebody to
work," she explains.
It's not just the plumbers. Collier is a mem-
ber of Sisters in the Trades, a group of more
than 200 tradeswomen who are beginning to
organize for equal treatment. In addition to
plumbers, the group represents laborers, carpen-
ters, sheetmetal workers, painters and teamsters.
"It is definitely at least three or four times
harder to be a woman in this industry than it is
to be black," says Lavon Chambers, a field rep-
resentative with the Greater New York Labor-
ers-Employers Cooperation and Education
Trust. "What would be easier, to tell all of your
30 or 40 guys not to sexually harass, or not to
hire a woman?"
In his State of the City speech in January,
Mayor Bloomberg announced a new Commis-
sion on Construction Opportunity to tackle dis-
crimination in the building trades. With the city
on the brink of billions of dollars in new con-
struction, Bloomberg pledged to rally developers,
contractors, union representatives and politicians
to help ensure that women and people of color
have access to the estimated 230,000 new jobs
that will come with the redevelopment of Man-
hattan's West Side and other neighborhoods.
The trouble is, discrimination is so
entrenched that it's hard to know where to
start. Everyone agrees that as more women
come into the industry it will change. But it's
a catch-22: More tradeswomen will dilute the
sexism, but sexism is preventing women from
getting a foothold.
There is a "revolving door," says Francoise
Jacobsohn, a project manager for Legal
Momentum's Women Rebuild project. ''As fast
as they come in, they leave again. " The atmos-
phere on site is often so hostile, she says, that
women who do get employed often leave
quickly afterwards.
Continual verbal abuse was only the start of
it for Collier. She describes instances where
CITY LIMITS
workers groped her and undressed in front of
her. She has often been forced ro share the same
rest huts where the men change their clothes
before and after work. When Collier asked the
men to warn her so she could leave before they
undressed, they ignored the request.
"Do me a favor: If you're going to change into
your street clothes, give me the same respect that
you'd want all these men to give your mother, sis-
ter or daughter, " she told them. "And one guy
just went right ahead and dropped his pants."
This treatment, she says, went on for cwo
months on one site. "I've left plenty of jobs cry-
ing, and told the foreman 1 was sick because of
what was happening," says Collier.
The trade group representing empl oyers
doesn't dispute that there are few women in the
construction business. "I have not ever heatd
that contractors discriminate on the basis of sex, "
said Francis X. McArrlle, managing director of
the General Contractors Association of New
York. "I think the biggest question is the extent
to which [women] apply into apprenticeship
programs and are accepted."
Applicants' qualifications are an issue, agrees
Anne Rascon, executive director of Nontradi-
tional Employment for Women (NEW), which
does preapprenticeship training. She gets more
applicants for those programs than there are
spaces, but many of them are prevented from
enrolling because they lack high school diplo-
mas. "Not having a GED is paramount," says
Rascon. ''There are a lot of women who don't
have ninth grade reading or math skills." The
same is often true for men, but with so few
women in the trades, every obstacle has a dispro-
portionate impact.
Women continue to show massive inrerest in
apprenticeships, the first step toward construc-
tion careers. Last March, in an event tied to the
reconstruction of the World Trade Center si te,
more than 700 women bottlenecked the stai rs of
Pace University to learn about careers in con-
struction and watch half a dozen female
plumbers, electricians and carpenters plying their
skills on trade-show mock-ups.
FEDERAL LAW is supposed to offer some assur-
ances for female construction workers. A 1978
executive order requires contractors and subcon-
tractors on projects receiving federal funds to
make "best faith efforts" to ensure 6.9 percent of
hours are worked by women. The Office of Fed-
eral Contract Compliance Programs (OFCCP) is
charged with enforcement.
Last year, OFCCP did not carry out a single
compliance evaluation of any construction con-
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tractor in New York. Over the past five years, it
carried out 134 in New York City. Bur no local
case has been brought to litigation in the past 10
years, according to an OFCCP source.
And although OFCCP performs random
audits and responds to complaints, it does not
track the number of women unless a contractor
has been selected for audit. Neither does the
Equal Employment Opportunities Commission,
the City Commission on Human Rights or the
Department of Labor.
Following a month of phone calls from City
Limits, the State Department of Transportation,
a major recipient of federal funds, was unable to
say how many women were working on any of
four current highway projects-9A on the West
Side, the Bruckner Expressway, the FDR Drive
or the Staten Island Expressway. "I personally
have never been asked in three years to put these
"What would be
easier, to tell all of
your 30 or 40 guys
not to sexually
harass, or not to
hire a woman?"
numbers together, " says agency spokeswoman
Lisa Kuhner.
For contractors that receive money solely from
city or state agencies, there is even less oversight.
Between 2002 and 2004, Collier unsuccessfully
"shaped" (applied for work on site, rather than
through her union) the $2 billion upgrade of the
Newtown Creek Water Pollution Control Plant
in Brooklyn six times. She says that on only one
occasion did she see another woman on site.
According to a construction manager at New-
town Creek, there are currently around 800
workers, of whom about 20 are women.
A DEP spokesman said that the agency has
no hiring goals, and averred that the project does
not receive any federal funding.
So what are unions doing about it? Not a lot,
CITY LIMITS
say advocates. Collier has even brought an anti-
discrimination case against Plumbers Local 1.
Her complaint alleges that the union's referral
process, in which it acts as a mediator between
workers and contractors, is biased and does not
put women forward for jobs as often as men.
Collier brought her case to the Equal
Employment Opportunity Commission, the
National Labor Relations Board and the New
York State Attorney General. Both the EEOC
and the NLRB ruled in favor of her union.
In a lerrer explaining its ruling, the NLRB
said, "A union operating a non-exclusive refer-
ral service like the one here owes no duty of fair
representation in connection with its opera-
tion .... Accordingly, even assuming that the
union did discriminate against you and others
in the referral process, it owed no duty of fair
representation. " In other words, because the
union is not the only means by which its mem-
bers find work, if it chooses to discriminate, it
is not a violation of the National Labor Rela-
tions Act.
"They lost. They have no case," says Dudley
Kinsley, a business agent with Local 1. Though
the union has an equal opportunity policy,
Kinsley declined to provide information on it.
Labor insiders say the real obstacle presented
by the unions is one of neglect and intransi-
gence, rather than active obstruction. The
unions "could tell the contractors that we're not
going to tolerate this, but they don't, " says Jane
laTour, author of Sisters in the Brotherhood, a
book about women in New York's construction
indusuy. Tradesmen often see hazing and tough
humor as part and parcel of working in the
trades; as apprentices, many had rough treat-
ment themselves.
Some unions, including those representing
carpenters, laborers and the sheet-metal work-
ers, are starting to try to berrer accommodate
women. Each has a women's commirree that
works to organize female construction workers
and provide them with support services. The
committees provide mentors, announce job
prospects, and host guest speakers on every-
thing from coping with sexual harassment to
credit card debt. Unions also provide social
workers to help women and minorities gain
access to child care and other support services.
"We believe thar women need to get organized,
to get involved in the union, " says Elly Spicer
INSIDE TRACK
of the New York and Vicinity Carpenters
Labor Management Corporation. Just over 1
percent of the carpenters are women. "We are
at the beginning of the process, nor the end,"
she adds. "We have a long way to go."
It remains to be seen how much help they'll
get from the Bloomberg administration. The
34-member Commission on Construction
Opportunity, which includes seven city agency
heads, had its fust meeting in March and has
yet to discuss any specific measures. Advocates
say a crucial first step would be to start track-
ing the number of women hired.
Right now, Collier hasn't been hired any-
where-she was laid off from her heater duty
job in March. After 11 years as a plumber, she
has accrued six years worth of pension contri-
butions. If she gets injured now, she says, she
will have $400 a month to live on. She has no
health coverage. ''I'm struggling just to keep
my head above water, and I can name a lot who
are going through the same thing," she says.
Why doesn't she give it up?
"Because I have invested so much time in it
and because I like plumbing, " she says. "I like
working with my hands." •
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16
Center for an Urban Future and City Limits
Projects of City Futures, Inc.
invite you to join us for our Fourth Annual
Gala Cocktail Reception
honoring
Phyllis Rosenblum, Senior Vice President, HSBC
and
Martin Dunn, President, Dunn Development Corp.
Chairperson: Marc Jahr, Vice President, Citibank Community Development
Thursday, May 12, 6-9pm
The West Side Loft, 336 West 37th Street, between 8th and 9th Avenues
Ticket Levels
$5,000 VISIONARY Eight Premium Tickets and a Silver Page in the Tribute Journal
$3,000 IDEALIST Six Premium Tickets and a Full Page in the Tribute Journal
$1,500 STRATEGIST Three Premium Tickets and a Half Page in the Tribute Journal
$600 ACTIVIST Two Individual Tickets and an Eighth Page in the Tribute Journal
$500 PREMIUM Tickets
$175 INDIVIDUAL/NONPROFIT Tickets
For more information or to purchase tickets, contact Tariqah Adams at
212-479-3319 or tariqah@citylimits.org
1
I
-
j
CITY LIMITS
The Big Box
It's not just Wal-Mart:
Megastores are in New York for keeps.
City Limits tours the
new retail landscape.
MAY/JUNE 2005 17
Wal-Mart
Valley Stream, Long Island
..
More in Store
When Wal-Mart wants to open new stores, it doesn't give up.
What can New York do about it?
MANHATTAN IS A MECCA for destina-
tion shoppers from allover the world. But
many less visible parts of the city, especially
poor neighborhoods in the outer boroughs, are
anything but customer-friendly. Stores are few
and far berween. Basic necessities are over-
priced, resulting in the sad irony that the work-
ing poor must travel to middle-class communi-
ties to find better bargains. Selection is dismal,
and merchandise is often damaged. Return
policies are, at best, informal and capricious.
It's no wonder, then, that big box stores
would look at New York's boroughs as an
untapped market, and that some consumers
might crave them. Would New Yorkers wel-
come Wal-Mart, which undercuts competi-
tors by 30 to 70 percent, sells just about any-
thing a household might need, and serves
more poor and working-class shoppers than
any other retailer?
"Fuhgeddaboutit!" as a TV news headline
declared. When word got out last December
18
By Liza Featherstone
that Wal-Mart was planning to open a store in
Rego Park, Queens, as part of a shopping cen-
ter that would also include Old Navy and
Sears, the outcry was swift. That's because, as
Rego Park City Councilmember Helen Sears
explains, "People who shop are also people
who work. "
Wal-Mart is not kind to those who work. In
the last several years, it has faced large-scale
legal actions for sex discrimination, overtime
and child-labor violations. Even worse, the
company pays poverty wages-$8 to $10 per
hour-and Wal-Mart workers pay as much as
40 percent of their health insurance premiums.
(Many employees choose to depend on pub-
licly subsidized health care instead.) The com-
pany has also been unwavering in its disregard
of labor rights, recently closing a Quebec store
after workers voted to join the United Food
and Commercial Workers (UFCW). WaI-
Mart's entry into the market often has a disas-
trous effect on unionized supermarkets, which,
Rutgers labor relations professor Robert Ange-
lo points out in a recent study of the industry,
have for many people "replaced factories as
attractive and stable places of employment
opportunity." For all these reasons, says Stuart
Applebaum, president of the Retail Wholesale
and Department Store Union (RWDSU) ,
"We'd like to keep Wal-Mart out."
To that end, in December the New York
City Central Labor Council (CLC) , UFCW
Local 1500 and the RWDSU began to build
coalitions with small business and neighbor-
hood groups, and to forcefully lobby City
Council members behind the scenes, arguing
that, as Applebaum puts it, "Wal-Mart's low
prices come at too great a cost."
The City Council proved receptive. Says
Local 1500's Pat Purcell, "What politician is
going to be the one to let Wal-Mart in, in an
election year?" At hearings on the issue, and in
public statements, council members seemed to
compete with one other to denounce the red-
CITY LIMITS
state retailer in the strongest terms. Coun-
cilmember Sears took her concerns directly to
the source, meeting with Wal-Mart officials for
what she delicately calls "an open and candid
discussion. " She told them that if Wal-Mart
came to New York City, it would have to
"review" its labor practices. Sears also met with
officials ftom Vornado Realty Trust, the com-
pany that planned to develop the Rego Park
site. Throughout January and February, the
developer endured pressure from politicians
like Sears, as well as bad publicity about the
Wal-Mart deal, as the coalition's press confer-
ences and hearings drew media coverage.
In late February, Vornado dropped the
retailer from the Rego Park project. The
national developer's decision was particularly
striking given that many of its projects in other
communities have included the retailer, and
that Vornado proudly displays the Wal-Mart
logo on its website.
The quick death of the Rego Park Wal-Mart
was a victory for the Wal-Mart Free NYC coali-
tion. But Wal-Mart has said it is looking at sev-
eral other New York City sites, including two
on Staten Island, and it's likely that many of
the problems Wal-Mart ran into in Queens can
be avoided on the next try. Wal-Mart proved an
albatross to the Rego Park project, which has
several other major retailers eager to move for-
ward. By contrast, one of the Staten Island
locations-in Richmond Valley-is an aban-
doned and polluted industrial site with no
other takers. Like Rego Park, it would require
City Council approval for rezoning, but in a
local political climate that is likely to be friend-
lier. Already, the Staten Island Advance has edi-
torialized in favor of the company's plans to
open on the island.
Wal-Mart is determined to come to New
York. Many retail analysts say that the compa-
ny must open more stores in urban areas in
order to continue its growth, as it has nearly
saturated rural and exurban America, and
many of its stores are now competing with each
other. Given its mediocre stock performance in
recent years, Wal-Mart also does not want to be
humiliated on Wall Street's home tur£
Most communities that have defeated Wal-
Mart have ended up having to fight the retail-
er again. The company has a proven ability to
learn from its mistakes. In Inglewood, Califor-
nia, Wal-Mart attempted to make itself an
exception to local land use rules by holding a
voter referendum on a proposed Supercenter.
That arrogance proved costly to Wal-Mart, says
Madeline Janis-Aparicio of the Coalition for a
MAY/JUNE 2005
Better Inglewood, which led the campaign
against the Supercenter. "It became an issue of
respect, " she says. "What Wal-Mart did was
stupid, and it helped us. " CEO Lee Scott now
acknowledges the company erred in Ingle-
wood, and Wal-Mart has approached further
development in California with far more suc-
cess, opening several Southern California
Supercenters since its Inglewood defeat.
In New York, the company displayed a sim-
ilar arrogance. It received invitations but didn't
send representatives to the two hearings related
to the Rego Park project held by the City
Council's Economic Development Commit-
tee. Rego Park might have been a mistake, too;
it's a middle-class neighborhood, which is not
as desperate for retail as other parts of Queens
or Brooklyn and the Bronx, where Wal-Mart is
now looking. [See "Queens' Cash Flow Prob-
lem," page 20.]
Nor is it as conservative as Staten Island.
There, Wal-Mart opponents will face a "chal-
New York's anti-Wal-Mart coalition is
exploring several policy strategies. In Chicago,
where a store is scheduled to open by this
Christmas, Wal-Mart opponents have been try-
ing to require the retailer to pay a living wage.
That wouldn't work for New York City, which
does not have the authority to set wage stan-
dards. But the City Council does have power
over zoning. Seventeen members have intro-
duced a bill requiring large retailers-those
opening stores bigger than 85,000 square
feet-to give a full public accounting of crimi-
nal charges, civil actions or violations against
the company. They would also have to explain
what wages and benefits the store would pro-
vide as well as its projected local economic
impact. One model is Los Angeles, where to
get a license to build such a store, a company
must pay for an economic impact study to
show how the project will affect local workers
and businesses.
One player decidedly unenthusiastic about
Wal-Mart is determined
to come to New York.
Retail analysts say it must open
more stores in urban areas in order
to continue its growth.
lenge, because of the political environment,"
admits Richard Lipsky of the Neighborhood
Retailers Alliance, which has been a vocal anti-
Wal-Mart pressure group. But Lipsky points
out that there is a conservative case to be made
against the retailer, one that emphasizes "place
and tradition, quality of community life." In
Staten Island, Lipsky promises cheerfully, "We
will be cultivating right-wing populism as well
as left-wing populism."
As varied as the upcoming battles may be,
the company's recent setback in Queens shows
that New York may have the political will to
defeat Wal-Mart. Rabbi Michael Feinberg of
the Greater New York Labor-Religion Coali-
tion, who has been active in the fight against
Wal-Mart, says, "To be honest, if New York
City can't keep Wal-Mart out it's quite absurd.
Other communities with far less organized
labor and community activism have been able
to stop Wal-Mart."
such policies is Costco, which declared in a
recent letter to the City Council that con-
straints on major retailers' business practices
are unfair to Costco, whose wages and benefits
were among the best in the retail industry.
Wal-Mart's possible arrival has also been a
major inspiration behind the Health Care Securi-
ty Act (HCSA), introduced before the City
Council this fall, which would force large grocery
stores-as well as large employers in several other
industries-to provide health insurance for their
workers, or pay into a fund that would do so.
Since Wal-Mart would probably never agree to
abide by HCSA, its passage could deter the com-
pany from opening stores in New York. (In con-
trast to Costco's reaction to big box legislation,
many companies are supporting HCSA as a way
to make competition fairer.) As associate counsel
at the Brennan Center for Justice, Nathan New-
man helped draft Chicago's living wage law and is
continued on page 36
19
QUEENS' CASH FLOW PROBLEM
Some outer-borough residents deplore big box stores, calling them magnets for traf-
fic that offer neighborhoods little but giant walls. Others desperately want their low prices
and relatively wide selection. But there's no disputing one thing: Neighborhoods from
Soundview to the Rockaways need a variety of retail services that they' re not currently
getting from businesses, big or small.
Just how badly do New York City neighborhoods need retail? The Queens Economic
Development Corporation turned to MetroEdge, part of Shorebank Corporation, to find out
how much money consumers in five residential neighborhoods-Hollis, Laurelton, Queens
Village, the Rockaways, and South Ozone Park-were spending elsewhere. Much of that
money presumably goes to neighboring Nassau County, home to ample retail services.
MetroEdge estimated retail supply and demand for different types of services based on
the federal Census of Retail Trade, which is performed every five years. (The available data
is from 1997.) To determine which types of businesses consumers spend money on, ana-
lysts assessed consumption patterns associated with demographic characteristics of each
neighborhood. An important caveat: The Census for Retail Trade tends to undercount sales
at small and informal businesses, exaggerating the flight of dollars from neighborhoods.
Here are the top unmet retail needs for each area:
Hollis
Total spending
$196,152,470
Eating and drinking
Department stores
Apparel
Laurelton
Total Spending
$157,470,456
Automotive
Eating and drinking
Food stores
Queens Village
Total Spending
$229,897,696
Food Stores
Department Stores
Apparel
Rockaway
Total Spending
$149,933,899
Automotive
Apparel
Department Stores
South Ozone Park
Total Spending
$233,374,344
Automotive
Eating and Drinking
Department Stores
Estimated dollars
spent elsewhere
$59,151,269
$11 ,469,467
$9,911,042
$9,152,868
$66,912,564
$21,853,264
$11,669,314
$9,076,674
$63,379,651
$23,135,310
$12,251,739
$12,018,085
-$2,941,992
$20,562,695
$8,248,813
$7,503,631
$94,995,588
$33,503,651
$18,615, 303
$12,582,140
Percentage spent
outside neighborhood
27
44
94
78
44
92
56
30
28
53
99
87
-02*
92
92
93
41
95
61
100
*indicates inflow in other categories
-Alyssa Katz
20
Good
Neighbor
Policies
Megaretailers
are trying to be
better citizens.
Here's how
they stack up.
By Matthew
Schuerman
AT FIRST GLANCE, big box stores
look an awfully lot alike. Beloved
by consumers, they are scorned
by local retailers. All of them
want to deliver shareholder value
to investors. None of them
welcome unions.
But beyond that homogenous
exterior, big box stores differ from
one another significantly, and not
just because of the merchandise they
sell. Here are three that have opened
outlets in New York City with above
average employment practices and
community outreach efforts.
CITY LIMITS
COSTCO Legendary for high wages and low
turnover, this warehouse club has beaten back
Sam's Club-a competitor run by Wal-Mart-
through a strategy that dates back 24 years. By
offering a mix of low-cost necessities and brand-
name indulgences, and everything in bulk, Costco
draws a wide demographic of shoppers and
pumps up total sales.
Treatment: Wages start at $10 an hour; the
average is $16.97 an hour. Compare that to
$10.38 an hour for Wal-Mart's metropolitan New
York stores. Eighty-six percent of employees
receive health insurance (Wal-Mart: 47 percent).
For years, Wall Street analysts pounded the com-
pany for its generosity, but investors have stopped
listening: Costco stock today is just as expensive as
Wal-Mart's in future earnings per share. CEO Jim
Sinegal has long maintained that happy workers
reduce turnover and increase customer satisfac-
tion, and last year a Business Week analysis proved
him right: The typical Costco employee brings in
higher profit than does one at Sam's Club.
Solidarity: Costco has 56 unionized stores, none
in New York City. 'We did try organizing five years
ago," recalls Patrick Purcell, organizing director of
Local 1500 of the United Food and Commercial
Workers. "But when we did a comparison of what
workers were receiving, there wasn't much differ-
ence." Still, he says, having some stores unionized
keeps up pressure to maintain wages and benefits.
Collateral Damage: The Long Island City
store has hurt, but not killed, local supermarkets,
according to Richard Lipsky, a lobbyist for the
Neighborhood Retail Alliance. The Brooklyn and
Staten Island locations have done less damage.
Still, when Costco tried to open a scaled-down
store on the West Side of Manhattan five years
ago, a coalition including Lipsky's group, commu-
nity activists and labor unions blocked it. Another
location, in Harlem, also failed. Sinegal has not
ruled out another try. "It's just difficult to come up
with a site that would make it feasible," he says.
"Real estate is expensive."
MAY/JUNE 2005
LOWE'S Relatively new to New York City, Lowe's
debuted on Staten Island and opened its second
store, in Brooklyn, last year. The No. 2 home-
improvement chain, Lowe's can be expected to
open more stores in the five boroughs, since it is
serious about gaining market share in metro areas.
Rival Home Depot, with 600 more outlets nation-
ally, just opened two new innovative, car-free loca-
tions in Manhattan.
Treatment: Eighty percent of Lowe's
160,000 employees work full -time, and the
chain offers flexible shifts for working mothers,
two weeks paid vacation after a year, 401 (k)
matching, and accrued sick time that can be
used should one adopt a child. Its comprehen-
sive health insurance coverage is affordable but
not cheap. (For a variety of reasons, however,
only 52 percent of Brooklyn employees are
enrolled.) Stock analysts regularly give the chain
high marks for customer satisfaction, which may
say something good about employee satisfac-
tion as well.
Getting Involved: To pave the way for its
entrance in Brooklyn, Lowe's held two communi-
ty meetings and also took advice from the
Gowanus Canal Community Development Cor-
poration on landscaping issues. The result: a pub-
lic esplanade on the ever-promising Gowanus
with benches and tables, as well as a mural on the
back wall for which a contest was held. The store's
location is so out of the way that it has caused lit-
tle traffic congestion-though that could also
hamper sales.
Collateral Damage: As for knocking out small
local businesses, Home Depot did that years ago
when it opened in neighboring Red Hook, says
Matt Mazzone, the manager and son of the owner
of Mazzone True Value Hardware in Carroll Gar-
dens. 'We've felt very little impact," he says. "Most
of the studies show that when the second big box
comes in, they more compete with each other
than with the little guy."
TARGET
TARGET Like Costco, this trendy discounter of
clothing and household goods appeals to people
of all, or at least most, tax brackets, which means
the opening of one in the middle of a city is
something of a civic event. Targets make a splash
in other ways too, making overtures to commu-
nity institutions when they open. The big ques-
tion is whether the company ever follows up
once the novelty wears off.
Treatment: By reputation, Target pays better
than average for retail work and offers substantial
benefits. The company, however, does not
release any information publicly. In New York, it
has made efforts to recruit in the immediate vicin-
ity of its stores: Before an outlet opened in Brook-
lyn's Atlantic Terminal Mall last summer, Target
partnered with the city-run Workforce 1 Career
Center and sought applications through the
office of Council member Letitia James. Of the 40
applications received from constituents, about 20
ended up working at the store; roughly half are
managers.
Getting Involved: Though the company's
corporate giving-second most generous in the
country, according to Forbes magazine-focuses
on Minneapolis-St. Paul, where the corporation is
headquartered, all store managers get discretion
over local grants, from $1,000 to $3,000. (Non-
profits can apply for the funds online.) But in New
York, the chain hasn't been so ready to be active
in the local business community. The store in
Queens at first joined the local commercial orga-
nization, the College Point Board of Trade, but
hasn't paid the $100 dues in the last couple of
years, according to board president Fred Maz-
zarello; the store also hasn't participated in the
group's annual dinner, Memorial Day parade or
other functions. "They threw a few dollars around
at the start, signed up for membership," Maz-
zarello says, "but otherwise we have had very lit-
tle luck getting them to cooperate." Calls to the
College Point store were referred to headquar-
ters, which did not return several rnessages.
21
Outside the Box
Developer Greg O'Connell seeks
balanced building for Red Hook.
By Jonathan Bowles
ONCE AN EMBLEM of urban blight, Red
Hook today is enjoying a mini-renaissance
fueled by an ecleccic mix of activicies, from its
busy container port and thriving light manu-
facturing sector to its growing community of
artists and hipsters. While unemployment and
poverty rates in the neighborhood remain
depressingly high, Red Hook recencly attracted
major retailers like Fairway and Ikea, and will
soon boast a new $30 million cruise ship ter-
minal. With so many developments on tap, the
Center for an Urban Future went to speak with
Greg O'Connell, the developer of the Fairway
project and one of the people most responsible
for the Red Hook's rebirth, ro get his thoughts
on the neighborhood's future.
CUF: You've been developing commercial
properties in Red Hook for a couple of decades
now. How did you first get involved in the
neighborhood?
GO: There had been a huge urban renewal
going on in the late '70s and the city was going
to put in a huge container port, which was
going to go from where the container port is
today all along the waterfront through the end
of Red Hook, including Erie Basin. They were
taking property through eminent domain. They
would knock the buildings down and deed
them over to the Port Authority. And of course,
the businesses that were here at the rime moved
out because they knew they were going to be
taken and the landlords weren't putcing any
money into their buildings. And then came the
fiscal crisis. It lefr Red Hook with some build-
22
ings that were up, some that were down, and
lots that were vacant. That's when I came in,
because they amended the whole urban renew-
al plan to include only the container port where
it is today. I saw it as an opportunity, a chal-
lenge. The location was good. And I had
worked as a detective for the 1st Precinct in
50ho when the transformation there started, so
you could see the ingredients were there. You
try to be ahead of what you thought the next
area of development would be.
CUF: It's hard for me to imagine that Red
Hook at that point would have been seen as the
next neighborhood.
GO: Without a doubt, it was not the next
neighborhood. You can imagine what buildings
vacant for 10 to 20 years were like. That's what
I bought. But I have a love of historic buildings
and I like a challenge. The challenge is to take
a building that nobody wants and make it alive.
So that's what I did. I plugged away. The first
building I bought was in 1982, and it was 90
percent vacant. There was only one tenant in
the whole building, a mattress manufacturer. I
renovated the building, taking advantage of the
ICIP [Industrial Commercial Incentive Pro-
gram, a city initiative that provides tax break
for developing or renovacing commercial build-
ings) . So I could bring down the rent low. And
so I advercised it in the Times. People would see
the ad and call up. I'd tell them all about the
property and then they'd ask me where it was.
I'd say Red Hook, and then it was conspicu-
ously silent on the phone.
CUF: From the looks of things it must be a lot
easier to attract tenants here today?
GO: It has completely changed. I don't do any
advertising now. We're 98 percent occupied
and my rental basically is by word of mouth.
For the last 10 years, I have two signs I leave on
the building. That's all I do.
CUF: How many businesses do you have today
in the buildings you developed in Red Hook?
GO: About 80. And they're in buildings that
were basically vacant or empry. Years ago, this
was dumpy. You'd see packs of dogs down here.
You'd see no one. There was nothing going on
here. For me, it's quite rewarding to see that
now you have activities. You have people work-
ing, you have art shows, you have people on
bicycles coming down.
CUF: Obviously, Red Hook's also become an
attractive place for residential developers. Do
you worry that residential encroachment will
push out the businesses?
GO: The trick is you want to keep the balance.
There's a certain hum you want to create in a
neighborhood, and if it's too much in one
direction or another, you lose something and it
becomes sterile. You have historic buildings.
You have a great waterfront, you have plenty of
air and light, you have a great location. People
want to live here. Absolutely. I can understand
why and there's nothing wrong with that. But
the small business owners are happy here and
it's produccive for them. They want to stay
here, but they're now very concerned with the
thing that every business wants: stability. If you
lose the working waterfront, if you give it up to
residential development, you never get it back.
CUF: Your latest project involves bringing the
Fairway supermarket to Red Hook. How did
that come about?
GO: About 15 or 16 years ago, one ofFairway's
principals was importing olive oil for his store
and he rented warehousing space here at one of
my buildings. The product was so good and so
well accepted, that he looked to expand into
other related lines. When I bought the Beard
Street warehouse, he was one of the first ten-
ants, and he doubled the space. Later, when I
became interested in [the building now being
developed for Fairway], I was looking for a
business that I thought would be good for the
community. And if you walk around Red
Hook, you'll find that the markets here are gen-
erally expensive, poor quality and not so clean.
Also, I learned that one of the best businesses [0
CITY LIMITS
put into an inner city is a supermarket, because
it employs locally. So here we had a Fairway,
which at the time had just opened up in
Harlem, where it employed hundreds locally.
The community in Harlem loved it and it had
quality products and pricing. I thought that it
was a perfect match. I spoke to them, and we
managed to make a deal. And they will be
opening at the end of the year.
CUF: How is this going to benefit Red Hook?
GO: They will employ locally, there'll be union
jobs and there'll be benefits. I think it will also
have a multiplier effect on other businesses in
the neighborhood. We have a wine store and a
bakery that just opened up, and a new restau-
rant. Some of these businesses are opening up
in anticipation of people coming down into the
area, walking in the area, becoming part of the
community. Plus, when we began to look at
the food business, we found that there weren't
enough markets to service the population,
partly because the population has been increas-
ing. You don't see abandoned houses anymore,
you see new construction going on, and there's
more disposable income. These people need a
place to shop.
CUF: Do you fear the Fairway will have a neg-
ative impact on some local businesses?
GO: I was concerned about the mom and pop
business and would they be put out of business.
I heard this when Pathmark opened up 15
years ago on Smith Street, and it's been just the
opposite. It never happened. I asked that same
question to the principals of Fairway, and they
told me the opposite took place [around their
store in Manhattan]. What happened was the
mom and pops-the small grocery stores-
cleaned up their stores and lowered their prices,
and they're still in business.
CUF: Red Hook is also getting an Ikea, a much
bigger development than your Fairway project
and one that many people in Brooklyn oppose.
What do you think?
GO: I'm on the community board and I voted to
support Ikea. I think Ikea is not what you con-
sider a typical box store. If you look at their
health benefits, the way they rreat their employ-
ees, it's much different. They did much ourreach
into the community and adjoining communi-
ties, and listened to what people said. They're
opening up the waterfront where now you can't
get to at all. There'll be 500 or 600 jobs. That's
important when you look at Red Hook Houses,
where the unemployment is so high. And Ikea is
MAY/JUNE 2005
going to start training programs way in advance
[of the store's opening] and give those people
opportunities and do it on a continuous basis.
They're also going to use the waterfront to tie up
some tug boats, and I think now they're even
going to be putting in a ship repair facility some-
place there. The other side of the coin is the traf-
fic it's going to generate.
CUF: There's a lot of attention on big box
HOW MARRIOTT MADE
HARLEM HAPPY
THE POLS broke ground in February on
what will be the tallest building in upper
Manhattan, to be called Harlem Park. The
$236 million glass tower will be anchored by
a Courtyard by Marriott, the first hotel to be
built in Harlem in decades. The complex will
also include office space and apartments.
It will be a massive development with a
corporate tenant that is openly anti-union.
But unlike Wal-Mart, Marriott got approval
for a zoning change from the City Council
and is moving forward on friendly terms with
its host neighborhood. That's because the
developer signed a Community Benefits
Agreement (CBA) with Community Board 11
that will give Harlem residents first shot at an
estimated 948 hotel and 1,482 construction
jobs. It is New York's first CBA.
CB11, which represents East Harlem, has
had trouble with businesses that moved in
but did not hire Harlem residents. So when
Harlem Park developer Michael Caridi
approached the board, members jumped at
the chance to sign an agreement, recalls dis-
trict manager Javier Llano. "We're sick and
tired of promises and they don't deliver," says
Llano. 'We felt we should take this opportu-
nity to hold the developer accountable."
The benefits agreement, worked out dur-
ing a week of negotiations last year, sets
goals of 50 percent minority employment in
hourly positions. In management, 35 percent
will be women and 35 percent minority, the
company pledges. Construction contractors
will open a community hiring office and refer
applicants to unions. The hotel will also give
one-quarter of its contracts to minority- and
women-owned firms and make a good-faith
effort to employ Harlem residents in one in
four hotel jobs. ''The goals are attainable,"
stores, partly due to Wal-Mart's attempt to
open a store in the city. Why do you think so
many are looking to set up shop here?
GO: I think they realize that the city's safer and
they realize that the market is here, that the
need is here. They look at Ikea's store in Para-
mus and see how well it is doing, and they find
that a lot of their shoppers are coming from
New York City. So why shouldn't we have the
advantage of these type of items in our area? •
says Marriott Senior VP of Diversity Initiatives
Dave Sampson. 'We're not just talking about
jobs-we're talking about careers."
Marriott management will not interfere if
hotel workers decide to unionize-part of an
existing neutrality agreement between the
corporation and UNITE-HERE Local 6. Marriott
has 1 3 hotels and 4,000 employees in New
York City, many of whom are already union
members. "It's up to the associates," says
Sampson. "They will have the opportunity to
organize the hotel."
The developers badly needed community
support. The site previously was restricted to
low-rise development, so a zoning change had
to get approved by the City Council. Orga-
nized opposition from the community board
could have been fatal. After discussions with
the board, Caridi agreed to lower the tower's
height, now projected at about 458 feet.
Some say CB11 could have gotten much
more. There are no hiring goals for the con-
struction jobs, and no way for newcomers to
enter the overwhelmingly white trade
unions. The carpenters' apprentice program
will not have openings for another year; by
then, construction will be well underway.
"There's a clear lack of involvement of
unions," observes Adrianne Shropshire of the
New York Unemployment Project, which is
working to promote CBAs. She helped orga-
nize a community-labor coalition that won a
precedent-setting CBA in Los Angeles. In
2001, the developers of the Staples Center
committed to hire more than 5,000 nearby
residents for living wage jobs and agreed to
provide funds for parks development, park-
ing, affordable housing and job training.
"We didn't have any legal basis-only the
ability to organize," said Victor Narro of
UCLA's Labor Center, who helped negotiate
the Staples agreement. "They didn't want to
see us in the streets."
-Bennett Baumer
23
For

elr wn
Hundreds of teens are in jail for crimes for which adult
would walk. Can the Probation Department reform its
By Wendy Davis
Illustrations by Matt Vincent
"Nym" was 15 years old when he caught his
first case.
He was a passenger in a stolen car-though,
to this day, he maintains he didn't know the car
was stolen before he accepted the ride. The
police picked him up after the driver, an older
acquaintance, crashed the vehicle.
The police brought Nym to the station. Fol-
lowing standard procedure, they called his
mother to pick him up. Had she retrieved him
from the precinct, the last four years of his life
might have turned out very differently.
Instead, she told the police to keep him
overnight-setting in motion a chain of events
that would result in him going upstate until his
18th birthday, at a cost to taxpayers of
$125,000 a year.
"She said, The first time you get arrested,
I'm going to let you spend the night in the
precinct,'" he recalls. Like many parents, she
couldn't have realized the consequences.
Many kids arrested for riding in a stolen car
will never see the inside of a juvenile facility.
But whether they get sent upstate for this or
almost any other crime depends largely on
whether they've been attending school, have a
sober parent at home, ever got into fights-
almost anything besides the crime itself
At sentencing, or "disposition," in family
court lingo, judges are required to impose the
least restrictive alternative in keeping with a
young person's best interests and the need to pro-
24
tect the community. In practical terms, judges
look at the supervision in a child's home-and
usually that means scrutinizing their mothers.
They'll look at a parent's mental health, whether
she's a substance abuser, even housing conditions.
It's all part of assessing whether she is able to exert
authority over the youngster.
Nym's mother was in court with him the
day he was sentenced. But it was too late.
The judge decided that his mom couldn't
handle him.
The number of young people sentenced to
confinement upstate is shrinking. There were
2,142 in 2002, down from 2,740 in 1995.
Yet more and more of them are being sent
up on less serious crimes, according to data
from the state Office of Children and Family
Services (OCFS). In 2002, for the first time in
at least 10 years, admissions to juvenile facili-
ties for crimes against property oumumbered
those for crimes against people.
In 2002, 140 young people were confined
for criminal mischief, such as graffiti or vandal-
ism; 294 were for larceny-shoplifting, snatch-
ing a bag from an empty office, and the like;
and III were for riding in a stolen car. Another
237 cases were related to drugs, marijuana
included. The Vera Institute ofJustice reported
last year that more than half of the juveniles
incarcerated had committed misdemeanors.
Family Court judges make these decisions,
but they're guided by the New York City
Department of Probation. The agency makes
recommendations to judges about whether a
young person should be locked up or paroled
pending trial. It can decide to divert a case
before it even gets to court.
If a defendant is found guilty, probation
conducts an investigation and makes a recom-
mendation. Its reports are critical to judges'
decisions in moving to "place" a young person
in jailor let them go.
The Department of Probation is now mak-
ing major changes in how it deals with young
people like Nym. It is collaborating with the
Vera Institute's Project Esperanza to ensure that
more young offenders remain in the commu-
nity instead of in jail.
The changes are guided by a very simple
fact: There's little if any evidence that locking
up nonviolent young offenders does anything
to reduce crime. More than half of the boys
released from state facilities are arrested again
within nine months, and 81 percent within
three years, according to a 1999 study com-
missioned by the state legislature. That's not
surprising, says Probation Commissioner Mar-
tin Horn: "When you send a kid to placement,
you haven't done anything about
the home the kid has come from, about the
school situation. "
Cases like Nym's confound the commis-
sioner. Why are the courts sending young peo-
CITY LIMITS
00
offenders
ways?
pie ro jail for minor offenses? "Often place-
ment decisions were made for reasons unre-
lated ro the degree of danger presented by the
child," says Horn of family court-like prob-
lems with their families, or housing, or school
attendance. "All the wrong reasons."
Like Hom, lawyers, judges and probation
officers who work with adult criminal defen-
dants are frequently puzzled when they dis-
cover that, in family court, youngsters who
don't appear ro pose a risk of violence are sent
away and incarcerated.
Nym was charged with grand larceny, unau-
thorized use of a vehicle and reckless endanger-
ment. The judge sentenced Nym ro up ro 18
months in a facility overseen by OCFS. That
turned into three years, after OCFS petitioned
ro extend placement through his 18th birthday.
(Nym says his stay was extended for challenging
the staff's authority roo many times.)
Adults rarely do three years on a car case.
Had Nym been just one year older when he was
arrested, he would have gone ro criminal court,
where he would almost certainly have been able
ro work out a plea bargain that didn't involve
prison time.
But in Family Court, the rules are different.
After finding a youngster guilty, judges are
allowed to impose a wide variety of sentences,
ranging from dismissing the case ro probation
ro sending youngsters ro OCFS-which usu-
MAY/JUNE 2005
Juveniles from troubled homes can be sent upstate for almost
anything-including a ride in a stolen car.
ally places them in locked facilities upstate.
Whether the arrest is for possessing a loaded
gun or writing graffiti, family court judges are
required ro figure out a sentence by weighing
what's best for a youngster with the need ro
protect the community. They are supposed ro
impose a "least restrictive" alternative-proba-
tion over confinement-wherever possible.
"The whole mindset of family court is that
the level of the crime does not dictate the out-
come," says Jacqueline Deane, who trains
attorneys at the Legal Aid Society's Juvenile
Rights Division. Instead, judges look at the
broader picture: the child, the family, school,
the home environment and prior court hisrory.
This discretion works ro some kids' advan-
25
tage. If they've committed a serious offense but
have other factors in their favor-they're
attending school regularly, the parents are
appropriately concerned, and the offense
appears to be an aberration-judges sometimes
impose probation.
But the flip side is that teens who have
committed relatively minor offenses end up
sent away for far longer than adults convicted
of similar crimes. Bart Lubow of the Annie E.
Casey Foundation ticks off the reasons he's
seen in New York courts and others: "Lousy
to send fewer youngsters to detention pending
trial. He is now the Casey Foundation's direc-
tor for system and service reform.
"We often describe family court as quick-
sand, " says Mishi Faruqee, director of the juve-
nile justice project at the Correctional Associa-
tion. "Once you get caught in family court,
you get deeper and deeper."
Sometimes young people agree with judges
who want to send them off to juvenile facili-
ties-they're thrilled to be getting out of bad
homes. Take 17-year-old "Grimes." He says he
Since October, more than 200 young offenders have gotten a caseworker
instead of a criminal sentence.
school careers, the parents may abuse sub-
stances, the families may be less than ideal, it
may be a very poor family living under very
tenuous circumstances, maybe one of the fam-
ily members or more is incarcerated," says
Lubow. "With kids who are most likely to end
up in residential placements for minor
offenses, you tend to find a constellation of
these needs and issues in play. " Lubow is an
expert on New York City's juvenile justice sys-
tem, a veteran of a failed attempt in the 1990s
26
"loved" Berkshire Farms, the upstate center his
judge sent him to after he gOt into a fight at
school. Grimes had been in foster care but con-
tinually ran away, back to his family, even
though he had suffered abuse growing up there.
Based on those circumstances, a Bronx judge
decided Grimes would be better offin a juvenile
facility and sent him to Berkshire Farms.
Bur his stay there didn't solve anything.
After two years there, Grimes was released-
and immediately rearrested for fighting at
school again. Berkshire Farms took him back
for another year.
Courts also examine school records. Kids
who don't attend class or who are failing
courses, or who've gotten into rrouble for
things like fighting, are much more likely to be
incarcerated than honor students.
For many kids, the problems start early. In
elementary school, Nym was suspended for
fighting. Judges look at that history when they
decide on sentencing. It literally goes on a kid's
permanent record.
Judges, it turns out, don't like this state of
affairs either. "There's a certain degree of angst
here," says Joseph M. Lauria, administrative
judge for New York City family courts. "You're
trying to do the right thing for the youngster
and the community. We certainly want, if there
must be a placement, for the placement to be
as short as possible and return to the commu-
nity and be a productive individual."
He adds, "No one goes into this saying,
' Let's see how many youngsters we can place. '"
Judges typically do go in with the intent to
rehabilitate a young offender. (That's why
Judge Lauria says it's a mistake to even com-
pare juvenile sentences with adult ones-"It's
apples and oranges. We have a different phi-
losophy. It's not punitive-it should be reha-
bilitative.") But the reality is that most of the
kids in OCFS care live in locked facilities and
a restrained environment. They're transported
to and from some facilities in handcuffs and
leg irons; a few of the most secure centers are
ringed with barbed wire. While the "limited
secure" centers aren't quite Attica, they're not
group homes, either. Kids in the centers usu-
ally aren't allowed to leave unescorted, and, in
some cases, they're not even allowed to ven-
ture from room to room.
Why subject petty offenders to months or
years of this? In many cases judges feel that the
years of problems that preceded a crisis are too
big for the courts to solve. Instead, it seems less
risky to just send the youngsters upstate for a
while, in hopes that some time away will do
everyone good. The problem is, it does nothing
of the kind.
"The system operates on the basis of cer-
tain myths, or certain sacred cows, that it just
hasn't been willing to confront-and one of
them is that out-of-home placement is good
for kids," says Lubow. "You're talking about a
kid going away for maybe a year, and then
that kid's returning home, and the family's
exactly the same, and what do people think
CITY LIMITS
Out of Mind
Who knows what happens inside
juvenile facilities?
By Cassi Feldman
"Everybody calls it Rugbum City," says Carl*, 17, about the Louis Gossett,
Jr., Residential Center, where he was incarcerated for gang violence. "I still
have a scar on my face to this day." After a verbal spat with a staff member,
he says, he was pulled from his room and physically restrained. 'There's four
staff on you: two on your arms; two on your legs. And they're scraping your
face on the carpet The staff really messed me up."
Kids in juvie are tough, of course, and wrestling maneuvers are a neces-
sary survival tool for those supervising them. But many teens who have
done time upstate describe rug burns as an intentional- and indelible-result
of overzealous restraint holds. They also report harassment, homophobic
slurs, overmedication, unsanitary conditions and sexual advances from staff.
Yet juvenile residential centers run by the Office of Children and Family
Services- which range from small community homes to massive campuses
rimmed with razor wire-are rarely inspected by outsiders. While they are
overseen by an ombudsman, independent review board, and volunteer cit-
izen advisory boards, aU of these report to the agency itself. Legal Aid used
to visit, but its last report dates back to 1999.
'These young people are very isolated," says Kim Hawkins, director of
the Peter Cicchino Youth Project of the Urban Justice Center, which moni-
tors LGBT youth in state care. "It's a comedy of errors just to get a conver-
sation by phone."
When problems are brought to light, they're handled internally, if at all.
A youth restrained at Lou Gossett in 1996 suffered brain damage and later
died, yet teens who stay there continue to report abuse by staff members.
When asked about the center, OCFS said it couldn't comment due to client
confidentiality. It's a screen that serves two purposes: protecting both the
teens and the facilities themselves.
That's why activists are pushing for the creation of an Office of the
Child Advocate. A6334, a bill sponsored by Assemblymember Barbara
Clark, would establish an independent office to oversee aU state services
for children, including foster care and juvenile justice. "Children are mov-
ing between these systems, but the systems themselves are fragmented,"
says Gertrud Lenzer, a professor at the Brooklyn College Children's Stud-
ies Center, who lobbied for the bill. 'This will really bring them together."
Other states have already created such offices. In Connecticut, Child
Advocate Jeanne Milstein has successfully pushed for reform at the state's
troubled correctional school. In New Jersey, Child Advocate Kevin Ryan con-
ducted an investigation into the state's 17 detention facilities and found that
adolescents with profound mental health needs were going untreated.
Here in New York, oversight of adjudicated youth falls to one man with
a nearly impossible job: Robert Dodig. the OCFS ombudsman, is expected
to oversee 2,900 youth in 44 facilities.
OCFS argues that it has other safeguards in place. All its centers are
accredited by the American Correctional Association and staff are trained
annually on use of force, explains spokesperson Brian Marchetti. Whenever
a restraint occurs, the facility must conduct an internal review. If the youth
MAY/JUNE 2005
Juvenile facilities get inspected infrequently.
alleges abuse, a call goes into the state's child abuse hotline and the accused
staffer is transferred.
But former ombudsman Vincent O'Brien, who served in the post for 30
years, recalls haggling with facilities over what constitutes abuse. "Every facil-
ity had its own administration and there was a lot of variation in when to
call CPS [Child Protective Servicesl."
Over the years, he says, his job became harder. At one point, the
ombudsman's office had five attorneys and was relatively autonomous.
Now it has one, who must answer to the agency's legal department.
Marchetti says visits are conducted "as frequently as required: but
O'Brien recalls visiting some facilities as seldom as once every two years.
For Diana*, 17, talking to the ombudsman felt pointless. While con-
fined in the Brentwood Residential Center in Long Island, she says, she
was shunned and then transferred after reporting that a popular staffer
had assaulted her (he was later charged with sexual abuse and sodomy).
"All of those stories just get covered up," she says. "It's just a big cover-up."
Supporters say a Child Advocate would be more independent, and
therefore more inviting. The office would be accessible to youth via a toU-
free number and have the power to file lawsuits if necessary.
So how likely is the bill to pass? Even with bipartisan support, Clark has
her doubts. In 2003, she points out, the governor okayed a commission to
oversee foster care group homes but never funded it Here again, funding
could be a sticking point. "I don't think it's controversial," says Clark. "But it's
going to cost some money."
' Names have been changed.
27
had made a difference?"
Nym was released early in 2004, when he
was 18. "You feel violated when you come
home," he says. Litrle things, like 50-cent pay
phones, "bugged me out.
"For a long time, I used to blame my
mother," he says. Now, he says he's over that.
Now he wants to go to college in Canada,
where he intends to study music marketing.
But first he has some unfinished business in
New York City to take care of. Like most young
men who've done time with OCFS, Nym was
rearrested almost immediately.
Nym's next arrest, in June 2004, was for
This "home-based placement" program
assigns MSW social workers to work closely
with the entire family and serve as mentors for
the teenager on probation; each has no more
than 10 cases at any time. Workers make regu-
lar home visits, and someone is always avail-
able for emergency calls. They offer or refer
family members to services, including counsel-
ing, drug treatment and assistance with hous-
ing. All this continues for four to six months,
at a cost of $8,000 to $10,000 per young per-
son-far less than the expense of confinement.
Probation's goal is to reduce the number of
youth sent to OCFS from 1,400 last year to
Judges send kids upstate
hoping it will do them good.
But four in five boys who've
been in juvenile facilities are
arrested again within three years.
assault. After a few months on Rikers Island, he
struck a deal to get probation.
Starting about six months ago, the New
York City Department of Probation launched a
new effort to keep young offenders out of juve-
nile facilities when they don't need to be there.
A parmership with the Vera Institute ofJustice,
Esperanza/Hope works to maintain youngsters
at home with their families.
Since last October, Esperanza has kept 200
delinquents at home who would otherwise
have been sent away to juvenile facilities.
Almost any juvenile defendant is eligible; the
only exceptions are those with "obvious and
severe mental health problems" and those
whose parents refuse to cooperate.
28
1,1 00 this year. After six months, 65 percent of
the youngsters referred to the program are still
in good standing, boasts Horn-an improve-
ment over the 50 percent of young men usu-
ally rearrested within six months of leaving
state facilities.
The department has tried intensive proba-
tion programs before. It didn't get far. Prosecu-
tors from the Corporation Counsel resisted.
The state, which helped finance prior efforts,
put bureaucratic blocks in place. Judges, mean-
while, lost faith after discovering that case-
workers didn't always report back to them
promptly when problems emerged. "Credibil-
ity with the court is of the utmost importance,"
says Lauria. When judges "find out they've
been misled," he says, they're reluctant to trust
that program again.
This time around, Lauria is cooperating
with Probation. As Esperanza gets going,
courts are sending youngsters to the project's
home-based placements and hoping it works
out. Lauria says time will tell; if the recidivism
rate is any lower than it is now, he will consider
it a success.
Esperanza is something Vera has wanted to
push for a long time. When Horn showed up,
the institute found an enthusiastic partner. For
the commissioner, Esperanza is just one aspect
of a larger plan to reduce rates of juvenile incar-
ceration. "We think we've changed Probation's
role," says Horn. "We're moving to restoring
the concept of best interest of the child com-
bined with best interest of society."
Since taking the reins at the Probation
department in 2002, Horn, who is also com-
missioner of Correction, has spearheaded ini-
tiatives to not only reduce the number of
youngsters sent upstate but to send fewer kids
through the court system in the first place.
Probation has the power to divert delinquency
cases from judicial system altogether, but in
the past only diverted 8 percent of arrests.
That's because diverting a juvenile takes
careful work. To put the brakes on prosecution,
Probation needs to get the consent of the police
officer, victim or other party involved in bring-
ing the case. Under Horn's direction, the
agency is now making an effort to track those
parties down and secure their cooperation-
and in the second half of last year, diversion
increased to 23 percent. "We think we can do
better yet," says Horn.
The probation department has also taken
another look at the process by which probation
officers make sentencing recommendations to
the court. Officers used to mostly go with their
gut. But recently, Probation asked Vera to create
a "probation assessment instrument"-an
analysis officers use to evaluate the needs of
youngsters as well as the strengths of their fam-
ilies. The process "reserves a recommendation of
placement for the most severely disadvantaged
kids," says Horn. In the last 18 months, the pro-
bation department has gone from recommend-
ing placement in 50 percent of cases to seeking
placement in only 35 percent of cases.
Lest anyone think that the man in charge of
New York's prisons and probation is soft on
crime, Horn knows how to frame the issue.
''I'm a fiscal conservative," he says. "I believe
that taxpayer dollars belong to taxpayers. When
I look at what we spend on placement and what
we get for it, it offends me. " •
CITY LIMITS

Three case studies: How MBAs are
ways nonprofits do business.
F
or New York's nonprofit organizations, this
year's federal and local budgets bring reams
of bad news. President Bush plans to cur
$216 billion from the nation's social services sec-
tor in the next five years. Governor Pataki intends
to slash $150 million from New York City's in the
coming fiscal year. The cuts
and their impact are still
Alliance, an organization that helps nonprofits
start for-profit businesses, saw its membership
jump to 500 last year, more than three times its
level in 2002.
Making money isn't the only skill nonprof-
its are looking to pick up from the business
r nsforming the
business schools provide. MBAs are already fix-
tures on nonprofit boards; eight in 10 Harvard
MBAs, for example, are involved in some way.
Bur increasingly, MBAs are also raking on lead-
ership roles at non profits and related ventures.
At the same time, the business schools that
train them have started pay-
ing more attention to the
uncertain, since the budgets
haven't been finalized. But
one thing is clear to Burton
Weisbrod, a professor at
Northwestern University's
lnstiru te for Policy Research.
"If those budget proposals are
enacted, either the nonprofit
organizations have to cut back
"Organiza· s are getting more
freedom to advocate for their missions.
nonprofit sector and its
causes. Corporate social
responsibility is a hot ropic.
And people trained for the
business world are showing
unprecedented interest in
working for nonprofits. "In
the last couple of years,
there's been at least a 20 ro
30 percent increase in peo-
ple transferring from the
Their destinies are in their hands
versus the hands of fickle funders
their mission-related activities
or they've got to get money
from some other sources," he
says. "It leads to a growing pressure to fmd some
business-type commercial activities or find some-
thing they can sell profitably."
In an environment with fewer government
resources and an increasing number of com-
petitors for funding, more and more organiza-
tions have been turning to market activities to
keep their programs strong. Social Enterprise
MAY/JUNE 2005
or government."
world. The IRS and other federal agencies are
increasing their demands for financial
accountability. Major philanthropists, mean-
while, expect their donations to be spent effi-
cienrly and effectively. It all adds up ro intense
need among nonprofits for organizational and
financial planning and management.
These are exactly the skills that graduates of
business sector into the
nonprofit sector," says Gayle Brandel of Pro-
fessionals for NonProfits, an executive search
firm. "It's been pretty substantial."
Business schools have been both a catalyst
and a follower of this trend. In the 1990s, MBA
programs started to establish social enterprise
concentrations and courses to address demand
for people with management skills and a desire
29
to do more than produce a profit. These are now
fixtures at all major business schools in the U.S.
"It is evident that the boundaries between the
business, nonprofit and government sectors are
becoming blurred. There is a growing overlap
and interdependence," says James Austin, direc-
tor of the Social Enterprise Initiative of Harvard,
one of the earliest such programs. "It will
become increasingly cornmon
for the MBAs to cross over from
one sector to another during
their careers. "
The mix worries Weisbrod,
who has been outspoken in
urging that the nonprofit and
for-profit sectors remain as sep-
arate as church and state.
"When you enter the realm of
the private sector, you'll find
yourself under a growing pres-
sure to act like a private firm,
which is in the business to
make money," says Weisbrod.
"It becomes impossible to com-
pletely separate the money-rais-
ing activities from the mission-
related activities that really con-
stitute the rationale for the
organization's existence. "
Others argue that nonprofits'
missions are even more severely
compromised by the endless
chase for grants and donations--
a treadmill that business ventures
and strong management can help
them get off. "We've seen many
organizations generating enough
operating dollars through their
earned income efforts and getting
more treedom to advocate for
their missions," says Beth Bubis,
president of the Social Enterprise
Alliance. "Their destinies are in
their hands versus the hands of
fickle fimders or government."
Bubis, it turns out, has a master's degree in
social work. "It was the way to do it 25 years
ago when I was in college," she says. "But now
MBAs are recognized as having a real value. "
Ben Thomases
Col umbia MBA 2003
First Source Statting
N
onprofits in need of new revenue have
increasingly been turning to so-called
social ventures-for-profit business
30
enterprises. But many such businesses end up
failing soon arrer they are born. Among the rea-
sons: The businesses don't fit with the nonprof-
its' social mission and therefore don't get suffi-
cent organizational anention. Many non profits
also lack the business skills needed to make the
ventures succeed. This was the conclusion of a
report published in January by Seedco, an orga-
To some MBAs who have been taught
about social entrepreneurship, the challenge of
balancing the dual demands is a prime attrac-
tion of the nonprofit sector. "There was a ques-
tion in my mind whether it's possible to run a
successful social purpose business, " says Ben
Thomases, who enrolled in Columbia Univer-
siry's business school in 2001 arrer spending
three years as a communiry
organizer with the criminal-jus-
tice-reform group CASES.
"Look at all the energy we
spend worrying where the
money would come from to
support our social programs. If
our social programs can support
themselves, we don't have to
worry about that."
Thomases went straight trom
school to the kind of job that all
MBAs dream of- president of
the company. FirstSource Staffing
is a for-profit temp agency owned
by the FifTh Avenue Comminee,
a nonprofit organization that
helps poor people in Brooklyn get
housing and jobs. He makes
money by finding office work for
graduates of the FifTh Avenue
Comminee's job training pro-
gram and other hard-to-employ
people living in Brooklyn.
Ex-community organizer Ben Thomases now has
an MBA and a growing firm finding jobs for the
hard-to-employ.
Before Thomases applied for
the job, FirstSource Sraffmg had
burned through three managers
in just four years. "When we
evaluated Ben, we were excited
about both sides of the equation
that he brought to the table.
That was the nonprofit experi-
ence and commitment to our
mission as well as his MBA
toolbox of skills," says Aaron
Shiffman, director of the FifTh
Avenue Committee-spawned
organization Brooklyn Work-
force Innovations.
nization that has been assisting nonprofits in
business planning since 2000.
"A bakery is a bakery. You need a market for
your muffins whether you are for-profit or not-
for-profit, " says Diane Baillargeon, president of
Seedco. "It is more complex for a nonprofir
because they have this double bottom line,
which is both to contribute to their mission as
well as generate a profit. "
Thomases' firm does all the
things any staffing company does, from inter-
viewing job seekers carefully to make sure they
are qualified to hitting up fellow Columbia
alumni for job openings. He has to bring in
enough money to pay his three staff members.
But unlike the for-profit staffing companies,
when employers complain about his job seek-
ers, Thomases doesn't fire them-he personally
sits down with them to improve their conduct.
CITY LIMITS
Business Goes Pro Bono
M
BAs who settle into non profits right after graduation are the
exception. Despite the rapidly increasing number of students
selecting social enterprise classes, the financial burden left
by high tuition limits the proportion of MBAs from major business
schools who join non profits to less than 5 percent. However, social-
minded MBAs also help in other ways. Increasingly, like their peers in
the legal profession, they're turning to pro bono consulting.
"More organizations offering similar services are springing up,"
says Anastasia Thatcher, a student at Stern School of Business at
New York University, who leads a consulting group for non profits at the
school. "We have more competition to attract volunteers. " Thatcher' s
group is a local chapter of Net Impact, a national network that focus-
es on using business skills for social good.
Founded in 1993 by a few MBA students who were interested in
social issues but felt isolated, Net Impact now has more than 10,000
MBA students and professionals in 100 chapters around the country,
and it's expanding overseas. In addition to the fellowship and intern-
ship programs, in 2002 the organization launched Service Corps, a
program that matches MBA teams to nonprofit organizations to help
on specific projects, such as marketing or strategic planning. More
than 50 non profits are involved in 16 cities.
Pro bono MBAs were what made it possible for the Child Abuse Pre-
vention Program, a small New York organization with a staff of seven,
to launch a fee-for-service training program for other organizations in need of their expertise, says Executive Director Marion White. Rrst,
MBA NYC, a pro bono consulting group established after September 11 to help lower Manhattan businesses, worked with the Child Abuse
Prevention Program to rework the pages of informal notes used by its trainers into a standardized three-week curriculum. Then Net
Impact's Service Corps took it from there, working with White and her colleagues to identify potential customers and develop a market-
ing strategy. White now has a concrete plan: Develop one organizational customer this year, then build to four in three years-a level of
business that will make the program profitable. "If you are interested in feeding hungry people or providing housing for the homeless, it
usually comes from a wish to do good, " says White, who is currently scouting for customers. "To pair your good intentions with people
who have a strong business mind really makes a difference."
The following institutions provide business consulting services free of charge to nonprofit organizations:
Net Impact New York Chapter
www.netimpact.org
MBA students and professionals take on a variety of projects-for example,
defining and developing metries of organizational success or strengthening mar-
keting plans. Length of service depends on need. Net Impact New York current-
ly serves seven organizations, including Chinatown Manpower Project and Inter-
faith Hospitality Network for the Homeless.
To apply: Visit website; applications for fall open this summer.
MBA Corps
www.mbacoros.org
These MBA professionals assist nonprofit social ventures-non profit-run for-
profit entities. They provide, free of charge, three months of intensive work plus
18 months of advice. Clients include the West Harlem Art Fund and Uniformed
Fire Officers Association.
To apply: Contact Joe De Bono, 917-579-6612 or info@mbacorps.org
Stern Consulting Corps
www.stern.nyu.edu
Students from New York University's Stern School of Business undertake 1(}'
week projects, including strategic and financial analysis, marketing and entre-
preneurship. Past clients include Carnegie Hall and Robin Hood Foundation.
To apply: Email initiatives@Stern.nyu.edu
MAY/JUNE 2005
The Small Business Consulting Program
http: //www.gsb.columbia.edu/students/organizations/sbcp/
Students from the Columbia University Business School devote a semester
to a particular nonprofit or for-profit organization. Client names and details are
kept confidential.
To apply: Email KKordestani04®gsb.columbia.edu or mz2104® columbia.edu
Columbia University courses
http: //www.gsb.columbia.edu/socialenterorise/academics/coursesl
Several courses provided by the Social Enterprise Program at the Business
School of Columbia University incorporate nonprofit consulting projects for course
credit. Nonprofits typically apply directly to professors of these courses at the
beginning of each semester. These include:
Social Entrepreneurship
Spring semester, Professor Cathy Clark.
Contact cathy@cathyhc.com
Board and Executive Management of Nonprofits
Fall semester, Professor Ed Henry.
Contact eph36@columbia.edu
Marketing art, culture and education
Spring semester,Professor Robert Shulman.
Contact: shulman@markitecture.com
-XR
31
Marketing materials sent to potential employ-
ers make clear that the company is an affiliate to
a nonprofit and the profit will be used on social
services. But there is no word about where its job
seekers come from. "There is certainly stigma
attached to people who come through commu-
nity-based programs, which is why we handle the
maner delicately," says Thomases.
The delicate rouch works well. Clients say
five years.
Thomases' vocation would be foreign to
Thomases' mother, a veteran in the nonprof-
it sector, and his father, a business consultant.
"Straddling the line between the nonprofit
and for profit sector is harder than just plant-
ing yourself firmly in either one," says
Thomases. "That's why I jumped into this
opportunity."
Michael Schreiber, formerly of the accounting firm De/oitte, is one of the many
MBAs overhauling United Way.
they're highly satisfied wi th the service.
"They've been terrific. They seemed to pick
up very quickly. They seemed to have very
good office skills," says Sean Delany, execu-
tive director of Lawyers Alliance for New
York, a legal services organization that has
used FirstSource Staffing seven times since
November. "If they didn't, we wouldn't go
back." In Thomases' 18 months in the job,
the revenue of FirstSource Staffing has
increased 30 percent. (He declines to disclose
precise revenue figures, or his salary.) He
expects to boost revenue growth even more in
the next 18 months and aims to begin pro-
viding revenue to the nonprofit in three to
32
Brian Gallagher
Emory MBA 1992
Michael Schreiber
Duke MBA 1995
United Way
T
alk to some of the top managers at United
Way and it sometimes feels like you're
conversing with a bunch of executives
from General Electric or IBM. The business jar-
gon flows freely. The emphasis is on brand build-
ing, pay for performance, entrepreneurship,
effective management controls.
Since CEO Brian Gallagher, an MBA from
Emory University, took over in 2002, United
Way has welcomed many MBAs and business
consultants into its ranks. At the top echelons
there are now two MBAs in charge of enter-
prise services (both of whom previously
worked for the accounting and consulting firm
Deloine), and a former partner from McKin-
sey & Company, the business consultants to
Fortune 500 companies.
They see nothing strange about
leading an organization fIXated
beyond the bottom line. "The reason
I was willing to engage with this
organization is the subculture, the
specific focus on the business as a
business," says Brian Leamy, a Whar-
ton graduate who joined United
Way in 2004 as a vice president of
enterprise services.
This is not the first time United
Way has brought MBAs in at a criti-
cal moment. Thirteen years ago,
Elaine Chao, a Harvard MBA who
now serves as Labor Secretary for the
Bush administration, was named
CEO when her predecessor, William
Harmony, resigned amid allegations
of theft. (Harmony was later convict-
ed of stealing $600,000 from the
organization.) Chao helped United
Way rebuild trust and rescued the
organization from financial woes.
The situation Gallagher and his
team face is no less daunting. Other
entities have arisen that do the same
thing United Way does-<:ollect
donations through corporate partners
and channel them into charitable pro-
jects. The rise of internet fundraising
has also been a formidable challenge to United
Way's dominance as a fundraiser and distributor
to member nonprofits. And if that weren't
enough, the institution is still recovering from a
financial scandal, in which several local United
Ways were caught using a controversial account-
ing method to exaggerate donations. Gallagher
had to oust the management team of the Wash-
ington D.C.-area United Way eight months
after he took the helm.
These incidents sparked a series of dramatic
reforms now underway, intended to rebuild
trust among donors and redefine the institu-
tion's role. The objective: change its identity
from a fund distributor for its members to an
investor focusiDg on key social issues and work-
ing with local nonprofits to solve them. The
results are measured by tangible indicators, such
CITY LIMITS
I
as local high school drop-out rates.
Internally, management can feel the heat.
Stricter accounting rules adopted in 2003
require local United Ways to report their finan-
cial data to the national office for a third-party
review. Recently, the organization hired Noel
Tichy, a business school professor at the Uni-
versity of Michigan, to train its senior Staff in
management skills. Tichy, who helped GE go
through the same process two years ago, is now
helping Gallagher set up a standard that will tie
the pay of executives to their performance, a
method common in the corporate world.
"United Way is becoming much more per-
formance focused every month," says Brooke
Manville, who joined United Way from McK-
insey in 2003 and is the executive vice president
overseeing the new community impact strategy.
The new business culture made it possible
for Michael Schreiber, executive vice president
of enterprise services, to launch United eWay.
The venture provides online platforms to com-
panies and organizations, matching volunteers
and tracking the impact of donating online.
The goal is to make it easy for donors to con-
tribute right from the workplace. What's
more, it generates its own income, by charging
the corporations that sign up a fee for each
donation made by their employees.
United eWay was established in 2002
through two acquisitions: an electronic pledg-
ing system originally set up by some local Unit-
ed Way groups for their exclusive use, and an
online volunteer matching system invented by
a group of MassachusettS Institute of Techno 1-
ogy students. It launched with $5 million in
start-up capital borrowed from banks-the
first commercial loan for operating purposes in
United Way's history. "That's not something
anybody would have been comfortable doing
before," says Schreiber, an MBA from Duke
University who previously worked for Deloine.
United eWay now serves 100 local United
Ways and has more than 800 nonprofit and cor-
porate clients. Its revenue was $400 million last
year, and it has recorded a 20 percent annual
growth rate since its inception; it is expected to
be profitable next fall. United eWay is sening the
pace for the rest of the organization. The cen-
tralized technology center makes it highly effi-
cient-it has a 1.5 percent overhead expense,
compared with 10 percent for United Way as a
whole. Schreiber is now working to launch a
slew of central services, including data manage-
ment and customer support, for local offices.
Local United Ways are also being encouraged
to retool themselves for efficiency and results. In
MAY/JUNE 2005
2003, United Way of New York City set out to
rarget its resources to five areas of urgent need-
homelessness, affordable housing, workforce
development, the nonptofit sector and educa-
tion. It collects performance data on its projects
and makes it available to donors. The organiza-
tion hired McKinsey to develop a marketing
plan, and Larry Mandell, CEO of United Way of
New York City, says he is considering inviting
Tichy or experts from McKinsey to train his
management team. "It's important for non profits
generally to make sure they are managed in a
businesslike way," says Mandell. "Because really
these are businesses."
Laura Goodman
Columbia MBA 2003
KaBOOM!
W
hen Laura Goodman enrolled in
Columbia University's business school
in 2001, her dream was similar to
those held by many students seeking an MBA-
she wanted to be a consultant to corporate
America. But that was then. "The social enter-
for its unusual ability to attract corporations
not as mere check-writers but as strategic part-
ners. Under the sponsorship of Home Depot,
Stride Rite, Computer Associates and others,
KaBOOM! has built 750 playgrounds in
"child-rich and playground-poor" cities across
the country, including New York. The spon-
sors, for their part, get favorable media cover-
age and build employee morale. As sponsorship
manager for the $12 million organization,
Goodman puts her understanding of the MBA
rnindset to work. "Knowing how to communi-
cate to business executives in the language they
understand is extremely important," says
Goodman. ''At the end of the day, my job is to
make a case to show our corporate partners
why they can support KaBOOM! and meet
their business objectives. "
Darell Hammond, executive director of
KaBOOM!, believes that non profits are going
to want more people like Goodman to con-
vince corporations to donate. "Corporations
are looking for higher performance. It requires
non profits to be able to measure the impact of
the dollars, which either allows the company to
United Way' online-donations venture
launched with $5 million in start-up capital
bolTOwed from banks-the first commercial
operating loan in the institution's history.
prise program changed me," says Goodman four
years later, sitting in her office in KaBOOM!, a
nonprofit that builds playgrounds.
Through classes offered by Columbia's Social
Enterprise Program and a summer internship at
Blue Ridge Foundation New York, an organiza-
tion that provides assistance to start-up non-
profits, Goodman found there were many inno-
vative models in the nonprofit sector that were
"extremely intellectually stimulating." She dis-
covered, too, that her business skills were keenly
desired and respected. Nonprofits presented,
Goodman says, "the opportunity of making an
impact right away with what I just learned, and
the opportunity to have a larger responsibility
and to be part of a team at a more senior level."
KaBOOM! offered all these to Goodman.
Established in 1995, the organization is known
invest more resources, or they'd make a judg-
ment and say, 'We didn't get enough out of
what we invested in the first place,'" says Ham-
mond. "The MBAs going to nonprofit organi-
zations act as change agents and help the orga-
nization understand business processes. "
Hammond harbors a bigger dream for the
new generation of MBAs-to make more cor-
porations behave like nonprofits, at least to
their own employees. "In many instances non-
profit organizations wouldn't have to be srarted
if businesses closed the loop on what they were
responsible for, from the employee's stand-
point, like providing child care or health insur-
ance," says Hammond. "Business students are
being educated more than ever about business
responsibilities. They play a pivotal tipping
point in this perfect storm." •
33
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ITYLIMI
Prison Break
New York City's ex-jails chief prescribes a cure for the
nation's incarceration addiction.
By Sasha Abramsky
Downsizing Prisons: How to Reduce Crime and End Mass Incarceration
By Michael Jacobson
New York University Press, 292 Pages, $29.95
OVER THE PAST 30 years, America has undergone
an expansion of its prison, parole and probation
populations unprecedented in scale and impact.
Today, more than two million Americans live
behind bars, and many millions more are on
parole or probation. That much is well-known.
Less well-known is that New York Ciry, a
showpiece for crime decline in the 1990s and
2000s, actually channeled fewer people into the
prison system during the past decade, at a time
when the rest of the country was busily putting
more and more behind bars.
True, misdemeanor arrests have skyrocketed.
The number of people cycling through New
York Ciry jails has risen. But as brutal as the
policing strategies of Zero Tolerance New York
have been, the total number of inmates in the
ciry on any given day has gone down, and the
total number of prisoners being shipped from
the ciry to the state prison system has also
declined. While states such as California and
Texas have seen astronomical increases in their
prisoner numbers in the past decade, New York
State's have increased only marginally-largely
as a result of fewer ciry residents entering the
criminal justice system.
In Downsizing Prisom, Michael Jacobson
points to New York as a prime example of why
states can't simply incarcerate their way out of
crime epidemics. There is, he writes, "no
apparent relationship ... between increased use
of prisons and crime reductions."
Jacobson is particularly well credentialed to
make these arguments. Currenrly president of
the Vera Institute of Justice and professor of
criminology at John Jay College, he has behind
him a long public service career-as a depury
budget director for New York Ciry and as com-
missioner of the ciry's Probation and Correction
agencies. He's gOt an insider's understanding of
which policies are good-sense social interven-
tions and which are likely to be counter-produc-
tive, tools for demagogues and headline hunters
MAY/JUNE 2005
that look "tough on crime" on paper but in prac-
tice cost a fortune and have very lime impact.
Five years ago, the journalist Joel Dyer pub-
lished The Perpetual Prisoner Machine. Dyer
argued that a series of interlocking policies, bud-
get choices, influences of tough-on-crime advo-
cacy groups, and media representations of crime
and punishment had come together to create an
almost irresistible momentum toward expansion
of the U.S. correctional apparatus. Whether
crime went up or down, Dyer argued, enough
people, businesses and government entities now
had a vested interest in seeing the prison popula-
tion rise that it would be extremely difficult to
create effective counterweights.
In Dowmizing Prisom, Jacobson theorizes just
such a countervailing force, building on ideas
developed in recent years by, among others,
researchers at the Urban Institute and Joan Peter-
silia, a criminologist at the Universiry of Califor-
nia, Irvine. In a world of overstretched state bud-
gets, cutting dollars out of the correctional sys-
tem is, Jacobson argues, both logical and politi-
cally possible. Reducing mandatory minimum
sentences for low-level drug offenders; trimming
the amount of time parole violators spend back
in prison; revamping parole to help ex-prisoners
reenter society rather than focusing resources on
catching them in minor rule violations. If the
public can be convinced that such measures
won't lead to significanrly rising crime rates,
Jacobson believes, they will likely tolerate a
shrinking of state correctional budgets.
Because New York City saw such spectacular
successes in barr1ing crime without doubling or
tripling its felon population, Jacobson suggests
that it should serve as a poster child to reassure
nervous public officials nationwide about the via-
bility-and marketabiliry to their constituents-
of such an approach. He proposes diverting
prison funding to rebuilding damaged, high-
crime neighborhoods in order to create environ-
ments less likely to generate such large numbers
CITY LIT
of addicts and criminals in the first place.
These shifts, he suggests, would in the long
term lead to public attitude changes deep-rooted
enough to allow more politicians to challenge
existing correctional policies, without fear of
being seen as soft on crime. And that evolving
political terrain would, in turn, lead to further
legislative changes that would channel more pe0-
ple away ftom the correctional system and into
drug treatment, community service and other
programs. He posits a series of feedback loops
between budget offices, legislatures, public opin-
ion and correctional agencies that, he hopes, will
cumulatively create what might be termed "a per-
petual prisoner reduction machine."
Jacobson's writing is not stellar. He is a tech-
nocrat who loves detail and numbers. At times,
Dowmizing Prisom tries to cover too much
ground too quickly and risks becoming a sta-
tistics-laden primer. Yet this is an important
book. In particular, the recommendations for
reforming parole systems will likely become an
influential part of the policy debate in many
states. And Jacobson's insights on New York
should give pause to advocates of 1990s-style
tough-on-crime policies that expand prisons.
Thirty years ago, theorists such as James Q.
Wilson used crime data and public dissatisfac-
tion with the criminal justice system to dramat-
ically realign America's crime-and-punishment
debate. Over the past few years, budget crises, as
well as public rebellions against policies emanat-
ing from the war on through
various state ballot initiatives--have created the
conditions for another tectonic shift. Downsiz-
ing Prisons should help direct that movement .•
Sasha Abramsky is the author of Hard Time
Blues (St. Martins Press).
35
The Big Box
BOOM
continued from page 19
now working on policy solutions for New
York. "Wal-Mart won't come in if [HCSA] is
passed. Wal-Mart doesn't want the standards
raised," he says. "Of course, you and I know it
won't bankrupt itself paying for workers'
health insurance. But Wal-Mart doesn't want
that demonstrated."
As Wal-Mart begins to consider other New
York locations, those fighting the retailer will
have to address the dearth of shopping alter-
natives in many borough neighborhoods. City
shoppers have enthusiastically embraced
national retailers that aren't too different from
Wal-Mart. Target, for example, is also
nonunion, and its wages are in many markets
as low as Wal-Mart's. Yet when a Target store
opened in Brooklyn's Atlantic Center it
inspired almost no opposition, partly because
there was so little affordable and convenient
shopping in the area.
"I see a lot of people in Park Slope carrying
Target bags," says Michelle de la Uz, executive
Commitment is
director of Brooklyn's Fifth Avenue Commit-
tee, which is located just blocks from the
Atlantic Center, "so I guess it is fuling a need."
But when de la Uz's organization looks for jobs
for graduates of its workforce training pro-
grams, it searches elsewhere for positions-for
living wage jobs. "I think we are all becoming
more sophisticated," she says. "We don't just
need development, but accountable develop-
ment. We have to ensure that people work
with dignity, that we don't invite retailers in to
help depress wages."
In Red Hook, where a new Fairway super-
market is under construction, Fifth Avenue
Committee and its former subsidiary Brook-
lyn Workforce Innovations have been working
with the company to ensure that residents of
the Red Hook Houses will have an early
opportunity to apply for jobs at the store. Fair-
way has an agreement with the UFCW that
any new shop will be unionized, and workers
at the store's Manhattan locations are well
compensated.
Whatever the alternatives to Wal-Mart may
be, says Rabbi Feinberg, "communities them-
selves need to decide what is appropriate eco-
nomic development for communities. Which
seems to be much easier to discuss and think
about than to do."
"It's not that big is bad," says Andrew
Friedman of Make the Road By Walking,
which has been organizing low-wage retail
workers in Bushwick and is part of the Wal-
Mart Free NYC Coalition. "It's exploitative
conditions that are bad."
Addressing the lack of retail in neighbor-
hoods is not at the top of most community
organizations' to-do lists, and it has something
to do with the fact that many regard a single-
minded emphasis on bringing in retailers as a
backwards approach to development. Build a
neighborhood's purchasing power through
better jobs, they agree, and retailers will be
eager to set up shop.
"If there are assets in a community," says
Aaron Shiffman, executive director of Brook-
lyn Workforce Innovations, "there will be
expenditures, and then there will be quality
goods and services." Such development is fos-
tered not simply by bringing in jobs, he adds,
but "quality jobs. Not every job is created
equal. " •
Liza Featherstone is author of Selling Women
Short: The Landmark Battle for Workers'
Rights at Wal-Mart (Basic Books).
Tomorrovv starts today
Deutsche Bank's commitment to
global corporate citizenship recognizes a
responsibility to improve and enrich the com-
munities throughout the world in
which we conduct business.
With a focused strategy of support for com-
munity development, the arts and the envi-
ronment, Deutsche Bank partners with local
organizations to build a brighter future.
leading to results™
Our commitment to a better tomorrow
sta rts today.
Deutsche Bank IZl
36
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by Muadi Dibinga, former adjunct professor at
NYU's Center for Phi lanthropy and Fundraising,
this interactive and dynamic workshop will give
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ACCOUNTANT-University Settlement a Non-
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ACQUI SITION MANAGER-The National Equity
Fund, Inc.: NEF, Inc., a non-profit syndicator of
low-income housing tax credits, seeks an
Acquisition Manager. The primary emphasis of
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functions are to market, originate, structure,
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credit investments. Structuring transactions
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possess competencies to market complex
financing structures to non-profit and for-
profit sponsors/developers. Ability to travel is
required. We offer a competitive salary, along
with a comprehensive benefits package. Sub-
mit resume and cover letter with salary
requirements via fax to (312) 360-0804, e-
mail to rhall@nefinc.org, or mail to The
National Equity Fund, Human Resources
Department, 120 South Riverside Plaza, 15th
Floor, Chicago, IL 60606. NEF IS AN EQUAL
OPPORTUNITY EMPLOYER
ADMINISTRATIVE ASSISTANT-HELP USA's new
Fair Housing Justice Center seeks a highly
motivated individual to provide administrative
support to a small professional staff. The ideal
candidate is reliable, detail-oriented, well-
organized and able to work independently and
as part of a team. Candidates must possess
good oral and written communication skills,
be computer literate, and a proficient user of
Word, Excel and other Microsoft applications.
Responsibilities include procuring equipment,
supplies, and contractual services, assisting
with preparation of reports, coordinating mail-
ings, organizing meetings, and implementing
office policies. Minimum two years experience
in administrative assistant or comparable
position required. High School Diploma
required, Associate's Degree or some college
preferred. Annual salary $24,000 plus fringe
benefits for a 32-hour work week. Send cover
letter and resume to Diane Houk, Executive
Director, Fair Housing Justice CenterIHELP
USA, 5 Hanover Square, 17th Floor, New York,
NY 10004. No calls please. EOE. A Drug Free
Workplace.
ADVOCACY COORDINATOR-Association for
Neighborhood and Housing Development -The
Advocacy Coordinator will advance members'
budgetary, policy, and legislative priorities.
S/he will also support ANHD's membership-
wide campaigns. Qualifications include: 5
years in advocacy, organizing, or policy work;
commitment to the community housing move-
ment. Women and people of color are especial-
ly encouraged to apply. Send cover letter and
resume to david.g@anhd.org
AFFORDABLE HOUSING COMPLIANCE ANO
REPORTING MANAGER-Prestigious Communi-
ty Development Corporation in the Bronx, with
30 years of experience in Property Manage-
ment is seeking an Affordable Housing Com-
pliance and Reporting Manager. Must have
Tax-credit financing and reporting experience.
Bachelor's Degree in Real Estate, Non-Profit
Management, Business Administration or
related field. Master's Degree preferred. Salary
according to experience. Email resume and
cover letter to jroundtree@mbdhousing.org or
fax to HR at 718-542-7694
AFTER SCHOOL PROGRAM COOROINATDR-
Mount Hope Housing-Project R.E.A.D.Y.
(Resources for Employment and Academic
Development for Youth) is a Bronx-based, edu-
cational enrichment and vocational training
initiative, targeted for youth ages 6-22.
Responsibilities: The After School Program
Coordinator position entails working with
grade school age youth, ages 6-1l. Candidate
must possess: strong administrative and edu-
cational development skills; capacity to hire,
train, supervise and evaluate staff; solid
teaching experience at the grade school level;
and experience with curriculum development
and lesson planning. Experience with planning
and implementation of summer camp pro-
gram a plus. Requirements: Minimum BA in
Education or Human Services (MA in Educa-
tion and Teacher Certification preferred) . NYS
School -Age Care Credentials preferred. First-
Aid, CPR, RTE certification preferred. Bi-lin-
gual (English /Spanish) a plus. Minimum 5
years supervisory / managerial experience.
Strong verbal and written communication
skills. Salary commensurate with experience
and credentials. Comprehensive benefits
package. Send resume and cover letter to:
Estel Fonseca, Vice President of Youth Ser-
vices, The Mount Hope Housing Company,
2003-05 Walton Ave., NY 10453. Fax: (718)
466-4788. No telephone calls.
AFTER SCHOOL YOUTH SPECIALIST-Mount
Hope Housing-After School Youth Specialist -
Part lime (25 Hours Per Week) Responsibili-
ties: To work within an after school learning
center for grade school youth, ages 6-11 years.
Design educational , recreational and cultural
activities within a youth development model.
Develop and execute daily lesson plans to
stimulate children's cognitive, motor and
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.CITYLIMITS.ORG
social skills. Prepare students for standard-
ized city wide tests, daily homework assis-
tance and special school projects. Supervise
children throughout daily activities, trips and
insure safety/comfort of children. Assist Pro-
gram Coordinator in the planning and imple-
mentation of school year and summer day
camp program activities. Interface with par-
ents in assessing the educational , social,
emotional , and physical needs of their chil-
dren. Qualifications: Minimum Associates
Degree in Child Education preferred (or equiv-
alent work experience). Completed course work
in child development, curriculum development
and lesson planning for school aged youth.
Minimum three (3) years proven work experi-
ence planning and executing program activi-
ties for school- age children. Bilingual (Span-
ishlEnglish) is a plus. NYS School -Age Care
credentials preferred. First-Aid, CPR. RTE cer-
tification preferred. Salary commensurate with
experience and credentials. Must be available
to work part-time, Mondays through Fridays,
1-6 pm. Send or Fax Cover Letter and Resume
to: Estel Fonseca Vice President of Youth Ser-
vices Youth Services Department Mount Hope
Housing Company 2003-05 Walton Avenue
Bronx, New York 10453 Fax: 718-466-4788. No
phone calls.
ASSISTANT DlRECTDR OF OUTREACH -Candi-
date will serve as counselor to prospective
parents and guide them through the admis-
sions process of various children and youth
programs (Summer Day Camp, Preschool ,
After-School). Travel is required as well as
occasional weekend duties. The position will
require an individual with a minimum of two
years experience working COMMUNITY BASED
outreach, sales, admissions, and/or recruit-
ment. Send email cll and resume to
info@bbccenter.org
ASSISTANT MORTGAGE OFFICER-Community
Preservation Corporation, a leading afford-
able housing lender, seeks an Assistant Mort-
gage Officer for their Bronx office. ResponSi-
bilities will include providing administrative
support to Mortgage Officers, and involve-
ment in all aspects of loan production, due
diligence, the preparation of closing pack-
ages and the monitoring of existing loans.
The position will be responsible for daily coor-
dination with our central office to facilitate
loan closings and will require the individual
to become familiar with all aspects of loan
origination and underwriting for permanent
and construction lending. Qualifications: a
College degree, work experience in a related
area, and strong writing, math and computer
skills (proficient in Excel and Word). Drivers
license required. Knowledge of New York City
neighborhoods very helpful. Salary range:
$30,000 to 40,000 with excellent benefits.
Send cover letter, resume, writing sample,
and a list of three references to Bruce Dale,
CPC, 3154 Albany Crescent, Bronx, NY 10463
or fax to (718) 543-3437.
ASSISTANT TO THE DEPUTY DIRECTOR OF
DEVELOPMENT-American Civil Liberties
CITY LIMITS
Union: Reporting to Deputy Director of Devel -
opment; responsible for maintaining/tracking
budgets/expense reports, maintaining
fund raising reports, writing/editing/proofing
member correspondence, preparing mailings,
customer service, admin as needed; Associ-
ates degree, 3yrs experience, strong organiza-
tiona I/com m u n ication/proofi ng/com puter
skills required; 2 copies of letter of interest
and a current resume by 2.12.05 to: Geraldine
Engel , Deputy Director of Development, ACLU
Foundation, 125 Broad Street-18th Floor, New
York, NY 10004
BID MANAGER-St. Nicholas NPC, on behalf of
the Grand Street District Management Associ-
ation, seeks an energetic, articulate, full-time
Manager/Executive Director for the Grand
Street Business Improvement District
(www.GrandStBklyn.com). The Grand Street
BID is a six block retail corridor between Union
and Bushwick Avenues. The Grand Street BID
provides sanitation services and limited holi-
day marketing activities. The successful can-
didate should: be creative, have experience
working with retail businesses, have good
writing skills, excellent computer/internet
skills, be able to communicate and work with
business/property owners on improving retail
facades, have knowledge of city programs and
agencies, and be able to work independently.
BA degree required. Salary: mid 40s with ben-
efits. Please email resume, cover letter with
salary requirements and three references to
joseleon@ewvidco.com or fax to 718.486-
5982 attention Jose Leon. To view the job
description please visit www.stnicksnpc.org
CASE MANAGEMENT SUPERVISOR-Community
Service Society seeks a Case Management
Supervisor to administer delivery of services to
clients in Eviction Prevention, Family Service,
Services For Individuals, Camp Scholarship
and annual Holiday Project. Responsibilities:
supervise case managers; management of
data , client records, grants & expenses;
develop program implementation and evalua-
tion plans. Requirements: Bachelor's Degree
in Social Work or related field, with 5 yrs expe-
rience (Master's Degree preferred); experience
in supervision, coordination of program
services, case advocacy, case management,
public benefits intervention, and informa-
tion/referral services. Strong written/
oral communication & interpersonal skills
required. For more details, visit
http://www.cssny.org/about/jobs.html .
Resume & cover letter to CSSNY SS-20 105 E
22nd Street, NYC 10010. Fax 212-614- 5336
e-mail cssemployment@cssny.org. EOE
CASE MANAGER-Community Service Society
seeks a Case Manager to provide case man-
agement advocacy and information/referral
services to low- income individuals. Responsi-
bilities: assess public benefit eligibility &
assist clients in the application process;
develop and maintain case files and prepare
case summaries for fund raising and the
media. Qualifications: Bachelor's Degree in
social work or related field; min. 2yrs related
MAY I JUNE 200S
experience, including experience in advocacy,
case mgmt, publ ic benefits intervention &
information/referral svcs; strong interpersonal
skills req'd, bilingual Spanish a plus. Knowl -
edge of employment and/or housing resources
a plus. For more details, go to www.cssny.org
Resume & cv letter to Community Service Soci-
ety, HR Dept. SSI9, 105 East 22nd Street, NYC
10010; fax212 614 5336; e-mail cssemploy-
ment @cssny.org EOE
CASE MANAGER-The Doe Fund is a non-profit
organization that empowers people to break
the cycles of homeless ness, welfare dependen-
cy and incarceration through innovative work
and housing programs. We seek a Case Man-
ager who has a strong connection to The Doe
Fund's mission. The ideal candidate would
possess a college degree and at least 2-3
years human service/case management expe-
rience with strong interpersonal, written and
verbal communication skills. Responsibilities
include maintaining consistent client interac-
tion and coordinating social services to
address client needs. Excellent recordkeeping
abilities are essential. Salary is upper 20's
with a comprehensive benefits package.
Please forward resume and cover letter to
Human Resources, The Doe Fund, Inc., 341
East 79th Street, NY, NY 10021; fax to (212)
570-6706 or e-mail to hr@doe.org. EOE. Dead-
line for submitting resume is ASAP
CHIEF FINANCIAL OFFICERlVP FOR BUSI -
NESS OPERATIONS-Graham Windham, the
nation's oldest non-sectarian nonprofit child
care agency, seeks a Chief Financial
officerNP for Business Services, direct fiscal
operations including budgets, audits, rate
appeals, contract negotiations, payroll and
benefits, financial reporting and asset man-
agement. Oversee information technology, risk
management, real estate/facilities and pur-
chasing. Must possess a demonstrated record
of efficiency, achievement and integrity in
child welfare financial/business management
and a capacity for long-term fiscal strategic
planning. Knowledge of Federal , State and
City reporting requirements including Stan-
dard of Payments, Consolidated Fiscal Report,
A-133, IRS 990 and 5500 forms, CMS and
SSPS systems is critical. Expertise in NYS and
NYC methodologies that drive foster care,
Medicaid, ACD Day Care and State Education
reimbursements essential. Command of inter-
nal fiscal control systems and general
accounting principles important. BAIBS
required, MBA and/or CPA preferred. Graham
Windham, operating with a $40 million annu-
al budget, provides foster care/adoption, fam-
ily/community support an early childhood ser-
vices in Brooklyn the Bronx and Manhattan,
and residential education and treatment ser-
vices in Westchester. This is a senior-level
management position reporting directly to the
CEO and indirectly to the Board. Highly com-
petitive compensation, generous benefits plus
annual performance bonus. A terrific opportu-
nity for the right person. AAlEOE. Send resume
and salary requirements to: Graham Windham
33 Irving Place, 7th Floor. NY NY 10003 Attn:
HR Dept Fax: (212) 358-1724 hr-general@
graham-windham.org
CLIENT CARE ASSISTANT-The Partnership for
the Homeless: The Partnership has an opening
for a Client Care Assistant at Peter's Place, our
2417 multi-service center for older, frail home-
less adults. Responsibilities include helping
clients achieve lives of independence by
assisting with activities of daily living skills,
including issues relating to personal hygiene,
shopping, budgeting and laundry. The Client
Care Assistant will make home and hospital
visits, and perform other related clerical tasks.
The work schedule is Sunday - Thursday, 8:00
am - 4:00 pm. Experience with the mentally ill
population necessary, experience with home-
less ness a plus. Excellent communication
skills, bi-lingual preferred. We provide an
excellent salary and benefits package. Resume
and cover letter to: The Partnership for the
Homeless Human Resources Representative
305 Seventh Avenue, 13th Floor New York, N.Y.
10001 or email to: jobs@plth.org
CLIENT SERVICES COORDINATOR-The Part-
nership For The Homeless-Leading advocacy
and direct service organization has a unique
opportunity for an organized, client-focused
individual to be an integral part of its inter-
disciplinary team in our 24-hour multi-service
center for older homeless individuals. Assist
with initial client screenings and referrals and
oversee general day-to-day facility operations,
including ensuring compliance of center's
policies, and supervision of maintenance and
monitoring staff. The Client Services Coordi-
nator will interact with clients on a regular
basis and manage multiple tasks in a busy
environment. Direct social service and crisis
management experience required, bi-lingual a
plus. We offer excellent salary and benefits.
Work schedule is Monday-Friday 8 a.m. to 4
p.m .. Send resume and cover letter to: Human
Resources Rep., The Partnership for the
Homeless, 305 Seventh Ave. NY NY 10001 or
e- mail your resume to jobs@plth.org.
CLINICAL DIRECTOR-Church Avenue Mer-
chants Block Association, InC.-Clinical Director
to supervise clinical operations, social work
and recreation staff of men's transitional
homeless shelter in East New York, Bklyn.
MSW, 2 yrs sup expo Send cover letter & resume
to CAMBA, Inc. 1720 Church Ave, Bklyn, NY
11226. E-mail: marilyng@camba.org. Fax:
718-693-3576. EOE
COMMUNICATIONS FELLOW-PRLDEF, the pre-
mier advocate for Puerto Ricans and Latinos
since 1972, seeks an experienced (6+ years),
bilingual communications professional with a
passion for Latino and social justice issues to
increase the visibility of PRLDEF's landmark
work with the media and allies. For a full job
description, go to httpi/www.prldef.org. To
apply, send cover letter, resume, writing sam-
ple and three references to: Cesar A. Perales
President & General Counsel PRLDEF, Inc. 99
Hudson Street, 14th FI New York, NY 10013
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.CITYLIMITS.ORG
JOB ADS
COMMUNITY L1ASON-State Senator Liz
Krueger-Seeking a Community Liaison focus-
ing on housing issues to perform constituent
services, community outreach, and policy
development. Strong writing and interpersonal
skills required. Background in housing policy
and/or constituent work strongly desired.
Knowledge of New York City politics and gov-
ernment desi rable. Salary mid 30's commen-
surate with experience. Please submit cover
letter and resume to Brad Usher via fax at212-
490-2151 or emailliz@lizkrueger.com.
COMMUNITY REPRESENTATIVE-The Office of
Congressman Jerrold Nadler seeks a Com-
munity Representative to work on local
issues. Familiarity with community/develop-
ment issues and knowledge of NYC govern-
ment and political environment required.
Note: This is a six month position. Salary
commensurate with experience; extensive
benefits included. Please submit cover
letter and resume to michael.kay@
mail.house.gov, or fax to 212-367-7356,
ASAP. No phone calls, please.
CONTRACTS AND HUMAN RESOURCES COOR-
DINATOR-Health People-Prepare monthly and
semi-monthly vouchers for peers and con-
tract vendors. Also duties as assigned by the
Director of Fi nance. Manages all health and
life insurance, terminations and process
semimonthly payroll. Manage vacation, sick
and personal time accruals for employees'.
Handle disability claims, third party sick pay-
ments, unemployment requests, and opt-out
medical insurance payments. B.A. and 5+
years experience in financial/human
resources management. MS Word, MS Excel
and Paychex Online Payroll . Send resumes by
fax to Jesus Fernandez at 718-585-5041 or
email jesusfernandez@healthpeople.org.
CONTRACTS/GRANT COORDINATOR-The Door-
Non-profit social services agency seeks a Con-
tract/Grants Coordinator w/BS degree in
accounting. 6 yrs experience and excellent
analytical skills required. Sal High 50's to
60,000 w/exc bnlts. Send resume to: I. Gonza-
lez, Controller, The Door, 121 Ave of the Ameri-
cas, NYC 10013; Fax: 212-941-9642. EOE
COORDINATOR, SINGLE STOP BENEFITS CEN-
TER-New Settlement Apartments: The new
Single Stop Center will offer low-income fam-
ilies in our SW Bronx community free and con-
fidential social-service counsel ing and refer-
rals; assistance in applying for public bene-
fits; and direct access to legal , tax and finan-
cial counseling and services. Requirements:
Demonstrated capacity to provide counseling
and referrals, conduct intakes, coordinate
and communicate with program partners and
clients, maintain records and write reports.
Bilingual English and Spanish. Computer lit-
erary. Experience with New York City benefits
and entitlement programs. Hours and com-
pensation: Approx. 10 to 12 hours weekly
(over 2 or 3 days) , including Fridays from 2-
7p. Hourly rate negotiable, $15 to $22.50 /
hour, DOE. Send letter, resume and list of
39
JOB ADS
three references to Single Stop Center Coordi-
nator Search, New Settlement Apartments,
1512 Townsend Avenue, Bronx, NY 10452.
Email : jobsearch@newsettlement.org. More
info: see www.idealist.org, "New Settlement
Apartments. "
CREATIVE ART THERAPIST/CASEWORKER-
Adult Day Health Care program located in
Greenwich Village, Manhattan, seeks indiv
with Masters in Art, Music, or Expressive Ther-
apy. Responsibilities include facilitating spe-
cialized Art, Music and/or Poetry therapy
groups, performing assessments and
reassessments, providing case management
and developing individualized treatment plan.
Prior experience in an adult day health care
setting is preferred. Recent graduates are
encouraged to apply. We offer a competitive
compensation package & excellent bnfts.
Please email your resume with position title &
salary requirements to: desnoyers@
housingworks.org. EOE MlFIDN
DATA ENTRY/sYSTEMS SUPPORT ASST- Bronx
AIDS Services-Enters client data systematical-
ly in URS system and verifies accuracy of the
information. Produces periodic and requested
statistical reports. Assists IT Coordinator with
PC and network maintenance, orders new
computer/IT equipment as necessary. Qualifi-
cations: BAIBS (or qualifying work experience)
in related field and 2 years computer-related
experience. Database management/analysis
required, especially MS Access and URS. Work-
ing knowledge of various HW/SW platforms.
Position requires lifting (50Ibs) of equipment
as needed. To Apply: FAX: (718)733-3429
Email: employment@basnyc.org
DEPUTY DIRECTOR-New York Civil Liberties
Union (NYCLU) -Deputy Director will assist the
Executive Director with the operations of the
office. Supervision of NYCLU's administrative
staff and student coordinator; work with
finance; oversee human resources; coordinate
intern program; coordinate strategic planning
process; serve as liaison with archives; and
facilitate Board development. Bachelor's
degree/Master's preferred; ten years experi-
ence in non-profit sector or publi c interest law
preferred; five years leadership in manage-
ment position; experience in staff and fiscal
management; excellent writing and interper-
sonal communications. Submit cover letter
and resume: NYCLU, Box DD, 125 Broad
Street, 17th Floor, New York, N.Y. 10004; fax:
212.344.3318; e-mail: jobs@nyclu.org .
Visit website at www.nyclu.org. NYCLU is an
affirmative action/equal opportunity employer
and encourages women, people of color, per-
sons with disabilities, and lesbians and gay
men to apply.
DEVELOPMENT ASSISTANT-The Osborne Asso-
ciation: Provide admini strative support to the
Development Department including maintain-
ing department files, maintaining DonorPer-
fect database, assisting in the preparation of
grant proposals and maintaining the depart-
ment schedule. BA; strong writing skills one to
two years experience in Development required.
Strong database skills required. DonorPerfect
experience highly desired. Send resume to:
hr@osborneny.org or Fax (718) 707-3315 For
detailed posting visit www.osborneny.org
EOElAA
DEVELOPMENT DIRECTOR-Mothers on the
Move organizes for social justice in the South
Bronx. We raise hell , you raise the money. Con-
tact Wanda Salaman with your cover letter,
resume, and writing sample (928 Intervale
Avenue, Bronx, NY, 10459, wanda@
mothersonthemove.org). We totally rock. Ask
anyone.
DEVELOPMENT DlRECTOR-A prominent social
service agency that works to reduce homeless-
ness, advance effective housing and service
initiatives, and provide supportive services to
people with mental illness, AIDS, alcohol and
drug problems and other special needs. The
Development Director is responsible for the
organization's private sector fundraising pro-
gram to include foundation and corporate
solicitations, special events, annual appeals
and capital campaigns. In addition, the Devel -
opment Director works in collaboration with
the Communications Manager in order to raise
the visibility of the organization and to pro-
mote fundraising efforts. The director's key
responsibilities include: Creating an annual
fundraising plan to meet the annual needs of
the organization; Research, outreach, relation-
ship building, grant writing and reporting in
order to build foundation and corporate sup-
port; Planning and implementing at least one
fund raising event per year; Planning and
implementing at least one annual appeal ;
Building an individual donor program; and
Supervising the development associate posi-
tion. Requirements: Bachelor'S Degree. At least
five years of successful fund raising experi -
ence. Planning and implementing annual
fundraising events that net at least $150,000.
Excellent writing skills. Sound professional
judgment and ability to orchestrate relation-
ships with multiple, external partners. Highly
productive self-starter who likes to work as
part of a collaborative team in a high energy
organization. Eagerness to work in a non-prof-
it environment, in which much must be
accomplished with limited resources. Compet-
itive salary and benefits. How to Apply: Please
submit cover letter, resume, writing sample
and salary requirements (you must submit all
four to be considered) to ddresumes@
verizon.net. EEO.
DIRECTOR & ADMINISTRATIVE DIRECTOR-
Safe Horizon, the nation's leading non-profit
victim assistance & advocacy organization is
seeking candidates for the following 2 posi -
tions: Director of Sage House, to manage the
day-to-day operations of a n emergency shel-
ter that offers domestic violence survivors the
opportunity to develop tools for economic self-
sufficiency & independent living to live a vio-
lence free life. Candidates should possess a
MSW & a min of 5 yrs experience incl 3 yrs
supervisory exp, knowledge of shelter regula-
tions, domestic violence, child abuse &
neglect issues req'd. Bilingual Spanish desir-
PROFESSIONAl DIRECTORY
40
SPECIALIZING IN REAL ESTATE
J-51 Tax Abatement / Exemption 421A and 421B
Applications 501 (c) (3) Federal Tax Exemptions All forms
of government-assisted housing, including LISC/ Enterprise,
Section 202, State Turnkey and NYC Partnership Homes
KOURAKOS & KOURAKOS
Attorneys at Law
Eastchester, N.Y.
Phone: (914) 3 9 ~ 7 1
: Program delivery : Supervisory skills
: Performance appraisals : Initiative
: Communication
com
L----____ I ~
212.721. 9 764
.J REI CH 2@EARTHLlNK.NET
WWW.CREATIVEHDTLI ST.CD M / .J REICH
ADS , A NNUAL REPORTS , BOOK DESIGN, BROCHURES, CATALOGS'j
COLLATERAL, CORPORATE IDENTITY, MEDIA KITS, & MORE
......... ./ /1 " ~ ' W '1"-
Social Policy Research Design and Evaluation
Vahnont Consulting LLC
Mary Eustace Val mont, Ph.D.
Phone: 718·788·8435 Fax: 718·788·0135
Email: valmont-consulting@earthlink.net
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.CITYlIMITS.ORG
CITY LIMITS
I.
able. Administrative Director, who will be
responsible for creating and monitoring a bud-
get of $13 million & overseeing all administra-
tive functions for the domestic violence shel-
ters, hotlines, Project Safe & DVAP programs.
Grad. degree in related field pref'd, a min. of 5
yrs of financial expo Background wkg in non-
profits a plus. History of employment that
includes management/ supervisory expo For a
more detailed description log on to www.safe-
horizon.org Qualified applicants should send or
fax resume & cover letter to A. Perhaes, VP,
Domestic Violence Shelter, Safe Horizon, 2
Lafayette Street, 21st fl New York, NY 10007,
fax: 212-577-5083. Email : aperhaes@
safehorizon.org No phone calls!!
DIRECTOR OF ADOLESCENT HEALTH SER-
VICES-The Door, a dynamic non-profit, is cur-
rently seeking a Program Director to provide
leadership for our Adolescent Health Center.
Qualified candidate must possess graduate
degree in health care administration or related
field with at least five years experience in
health care administration and adolescent
health care delivery. Competitive compensa-
tion package and generous benefits. Send
resume and salary requirement to: Human
Resources, The Door, 121 Avenue of the Ameri-
cas, NY NY 10013.
DIRECTOR OF BUSINESS OPERATIONS-Gra-
ham Windham, the nation's oldest non-sectar-
ian child care agency serving New York's chil-
dren and families since 1806, seeks a Director
of Business Operations for its School and Res-
idential Treatment Center in Westchester
County. Supervise administrative functions for
its School and Residential Treatment Center in
Westchester County including fiscal manage-
ment, personnel , physical plant, cafeteria,
grounds, operations, and other related areas.
Master's Degree in Public Administration or
related field and four years experience in non-
profit management required. Graham Wind-
ham is committed to rewarding performance
excellence with highly competitive compensa-
tion, generous benefits, and a merit-based
reward system. Graham Windham encourages
a diverse workforce. AAlEOE. Send resume and
salary requirements to: Graham Windham
33 Irving Place, 7th Floor New York, NY 10003
Att: Pablo Molgora Fax: (212) 358-1724
hr-general@graham-windham.org
DIRECTOR OF COMMUNITY REINVESTMENT
MONITORING UNIT-The New York State Bank-
ing Department is looking for a highly experi-
enced professional with expertise on the Com-
munity Reinvestment Act (CRA) to serve as
the Director of the Community Reinvestment
Monitoring Unit in our Consumer Services
Division. We seek an individual with signifi-
cant and relevant hands-on CRA bank, com-
munity group and regulatory experience to
manage bank examiners and CRA analysts in
evaluating the CRA performance of all New
York State chartered banking institutions.
This individual will construct and implement
CRA policies and guidelines, direct and train
bank examiners and CRA analysts, and assist
MAY/JUNE 2005
in the Department's community outreach
activities related to state-chartered banks
and CRA performance. Candidates must have
a thorough understanding and knowledge of
the CRA, the impact of the CRA on low- and
moderate-income communities and the abil i-
ty to implement policy recommendations.
Strong communication, analytical, and orga-
nization/ management skills are essential.
Computer skills preferred. Must have knOWl-
edge of Federal and State banking laws and
regulations as they relate to the CRA and be
able to demonstrate the ability to understand
complex and sensitive community reinvest-
ment issues. The preferred candidate should
possess a bachelor's degree and at least 8
years of progressively responsible experience
involving major supervisory, administrative or
program planning functions, three of which
must involve the interaction of regulatory
oversight with private industry and the public.
A Master's Degree in Public Administration,
Urban Planning, or a related field may be sub-
stituted for one year of the experience. Inter-
ested candidates should send their resume
to: Peggy Butler-Bertholf NYS Banking
Department Human Resources One State
Street New York, New York 10004-1417 You
may also submit your resume by: Fax (212)
709-5450 Email peggy.butler.bertholf@
banking.state.ny.us
DIRECTOR OF DEVELOPMENT-Brownsville
Com m unity Development Corporation-The
Director of Development has responsibility for
the overall functioning of the Corporation's
Development office. Must have 3-5 yrs. experi-
ence in community based fundraising includ-
ing individual donor cultivation & appeals,
fundraising events, grant writing and special
project required. Must possess excellent writ-
ing skills and strong research capabilities.
Send resume to: Joan Wong, Human
Resources Manager, 592 Rockaway Avenue,
Bklyn, NY 11212-5539 or fax: 718-346- 7183.
Email: jwong@bmsfhc.org
DIRECTOR OF EVALUATION-Common Ground
Community- Director of Evaluation will be
responsible for designing, implementing and
directing an evaluations team; collect data,
provide management reports for program
quality assessment; measure efficiency of CG
programs including regular surveying of key
stakeholders such as tenants, neighbors, and
funders; analyze research results and make
programmatic recommendations.Must have
management level experience in 00, QA
and/or process improvement. Experience with
program planning and/or service delivery to
homeless population helpful. MPA, MPH or
related masters level degree required and
expertise in statistics and evaluation meth-
ods. PLEASE SEND A COVER LETTER WITH
YOUR SALARY HISTORY AND A COPY OF YOUR
RESUME: Human Resources Dept.lGD Com-
mon Ground Community 505 Eighth Avenue.
15th Floor New York, New York 10018 Fac-
simile 212-389-9313 Email:GCresumes
@commonground.org
DIRECTOR OF FINANCE & AOMINISTRATION-
Clinton Housing Development Company-Over-
sees finance, personnel and administrative
activities. Responsibilities include budgeting,
contract, administration, financial auditing,
daily cash management. Strong computer lit-
eracy and management skills required. 3-
5years experience and masters in relevant field
preferred. Salary 60-75K. E-mail resume:
FD@clintonhousing.org or fax 212- 967-1649
DIRECTOR OF OPERATIONS-The Social Inter-
vention Group at the Columbia University
School of Social Work seeks a Director of Oper-
ations to oversee all administrative functions,
including: operational planning, finance,
accounting, human resources, IT, and grants
management. We are a fast growing research
center with 25 staff and an annual budget of
2.5 million. The position reports to the Execu-
tive Director and is part of the Senior Manage-
ment Team. Superior leadership and manage-
ment skills as well as excellent oral and writ-
ten communication skills are required. Masters
in a related field preferred, Bachelor's degree
required. We offer excellent benefits and salary
commensurate with qualifications. To apply for
this position, please send a resume and cover
letter with your salary requirements to
cusswsig+doo@columbia.edu.
DIRECTOR OF PROPERTY OPERATIONS-Mount
Hope Housing Company, Inc.-Not-for-profit
CDC in the Bronx, seeks Director of Property
Operations. s/he will report directly to the SVP
of Real Estate. Current property portfolio
includes 32 buildings with 1300 units, and
45-strong staff of property managers and
administrators, superintendents, porters, and
work crews. Responsibilities: Manage all rou-
tine building and apt. maintenance work as
well as preventative maintenance program
and capital improvement projects. Candidate
must be a tenant focused, hands-on manager,
with superior administrative, leadership,
team-building, and organizational skills, with
verifiable experience. Effective vendor man-
agement and project management skills a
must. Qualifications: Proven ability to multi-
task in a fast paced environment. Excellent
written and verbal communication skills.
BA required; Master's in Business Administra-
tion or related field is preferred;
3-5 years prior project management experi-
ence with residential and/or commercial
developments; knowledge of real estate oper-
ations; experience in a community based set-
ting; skills in working with tenants/supers
/vendors/contractors. Sal : low-mid $60s. Fax
or email cvr Itr and resume to Z. Dejesus,
Director of REDI Search at 718-299-5623 or
Zuleika_DeJesus@mounthopehousing.org.
DIRECTOR OF QUALITY IMPROVEMENT-Gra-
ham Windham, the nation's oldest child care
agency, seeks and experienced, high perform-
ing QI Director to lead efforts to renew COA
accreditation, ensure contractual/regulatory
compliance and track/report/analyze program
outcomes. Knowledge of EQUIP,COA and HIPPA
standards essential. Strong tech ski ll s neces-
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.CITYLIMITS.ORG
JOB ADS
sary. Graham Windham is a large, community-
based child welfare agency providing foster
care/adoption, family/community support and
early chi ldhood services to education and
treatment services in Westchester. This is a
high-level management position reporting
directly to the CEO and Board. Competitive
compensation, generous benefits plus perfor-
mance bonus. A terrific opportunity for the
right person. AAlEOE Send resume to: Graham
Windham 33 Irving Place, 7th Floor New York,
NY 10003 Att: Pablo Molgora Fax: (212) 358-
1724 hr-general@graham-windham.org
DIRECTOR OF REAL ESTATE DEVP JCT-Com-
mon Ground Community-Director of Real
Estate Development/Connecticut is the key
staff person assisting the Di rector of Replica-
tion in NYC in meeting Common Ground's
goals with respect to the implementation of
supportive housing in CT. A baccalaureate
degree; five (5) years of comparable real
estate experience involving project and staff
management requ ired. Email resume to
csanfanandre@commonground.org or fax to
203-773-1709.
DIRECTOR OF TRAINING-The Doe Fund, a
prominent NYC-based established and inno-
vative organization that serves the homeless,
is seeking a Director of Training to join our
winning team and make a difference in peo-
ple's lives. Candidate will leverage knowl-
edge of best practices to design, develop and
deliver training programs that position lead-
ership, staff and trainees to perform at their
fullest; define individual training tracks; cre-
ate and deliver training programs including
curriculum, materials and exercises, span-
ning social services, business, administra-
tion and management trainings; perform
both hands-on training and 'train- the-train-
er'. Candidate must have Bachelor's Degree,
Master's a plus and at least 7-12 years rele-
vant experience. Applicants must possess
proven track record of creating and delivering
successful training programs from scratch,
including defining direction, designing pro-
gram, creating curriculums and materials.
Excellent oral and written communication
skills necessary as well as knowledge of best
practices and strong leadership skills. Salary
is commensurate with experience; compre-
hensive benefits package included. Please
forward resume and cover letter electronical-
ly to Human Resources at hr@doe.org.
www.doe.org EOE.
OIRECTOR OF WOMEN'S HEALTH PROMO-
TION-YWCA of Brooklyn seeks a Director of
Women's Health Promotion for planning and
implementation of dynamic, culturally com-
petent, community-based women's health
promotion programs. Minimum 5 years expe-
rience in community health management and
delivery, MPH preferred. Resume, salary his-
tory, cover letter to AED, YWCA of Brooklyn 30
Third Avenue, Brooklyn, NY 11217. Fax 718-
858-5731. email bklynywca@yahoo.com.
41
JOB ADS
DIRECTOR, AFFILIATE ORGANIZATIONAL
DEVELOPMENT AND TRAINING-The American
Civil Liberties Union, seeks a Director of Affili-
ate Organizational Development and Training,
to work in the Affiliate Support Department.
The Director will work with affiliates and
national chapters and will implement pro-
grams and develop materials. Minimum 5
years senior management experience in orga-
nizational development.Please send a letter of
interest and resume to:G. Rozanski,125 Broad
Street-18th Floor,New York, NY 10004 OR
hrjobs@aclu.org
DIRECTOR, ENTREPRENEURSHIP
INITIATIVES-National Urban League-The
Director, Entrepreneurship Initiatives will
have overall responsibility for top-flight and
business-oriented management of operations
of Economic Empowerment Centers in Nation-
al Urban League Affiliate locations and coor-
dination of their activities - providing busi-
ness training, counseling, coaching, financ-
ing and procurement opportunities to minori-
ty and urban business owners. Direct supervi-
sion of Directors/Managers of Economic
Empowerment Centers in the Urban League.
Overseeing design, implementation, and
coordination of research, development and
information management projects at the Cen-
ters involving data/information collection and
analysis and development and management
of Web-based databases for information on
entrepreneurship, financial, training and
education, and procurement resources, etc.
Development and execution of marketing,
communications and education & informa-
tion dissemination strategies, management
of Affiliate & community relations, etc., to
change mindsets on entrepreneurship and
new/innovative & private sector-based
approaches to foster economic & social devel-
opment and provide information on Center's
role, services and expectations. Responsibili-
ty for evaluation of Centers' work and impact,
periodic reports, and presentations to part-
ners, at conference and other forums, as well
as Board of Trustees of the National Urban
League. Strong business-oriented, resulted-
based, performance-driven and entrepreneur-
ship approach to project implementation with
high busi ness & professional standards and
top-quality performance. Bachelor's degree
required. Master's preferred. Minimum ten
years professional experience. Proven track
record in a senior management position with
demonstrated strong leadership and program
management ability. Experience as an entre-
preneur, senior manager of a business orga-
nization, business/financial consultant,
preferably in an urban setting. Senior position
at a foundation, nonprofit organization, gov-
ernment agency, etc. involving minority busi-
ness/entrepreneurship development, financ-
ing and/or economic development. Communi-
ty development experience. Strong research
and analytical abi lity. Sound knowledge of the
business and financial environment. To apply
submit resume to recruitment@nul.org.
Please mention you were referred by City lim-
its. No phone calls.
42
DIRECTOR, HUMAN RESOURCES-Community
Food Resource Center: We are seeking a Direc-
tor, Human Resources to join the management
team and oversee the overall administration
and coordination of the Human Resources
function. The Director will manage the daily
human resources and professional develop-
ment needs for all FoodChangelCFRC employ-
ees. Act as advisor to Executive and Deputy
Director to meet organization's strategic
human resources goals. For a detailed job
description go to www.cfrcnyc.org. Send a
cover letter and resume to jobs@cfrcnyc.org or
fax: 212-616-4988
DIRECTOR, TIMES SQUARE-Common Ground
Community-Leading NYC not for profit Housing
Developer is looking for Director to oversee and
supervise building management of the largest
supportive housing residence in the US. Must
have a baccalaureate degree and five years of
work experience in supportive housing or prop-
erty management including at least 3 years in
supervisory capacity. Master's degree pre-
ferred. E-mail resume and cover letter to
CGCresumes@commonground.org or fax to
212.389.9313.
DIRECTOR-FIERCE! , a community organizing
project for Transgender, Lesbian, Gay, Bisexual ,
Two Spirit, Queer, and Questioning (TLGBTSQQ)
youth of color in New York City, seeks Executive
Director; $37-$42K with benefits. Qualifica-
tions: Knowledge of New York City TLGBTSQQ
communities. Minimum 3 years campaign &
community organizing; fund raising & develop-
ment experience; demonstrated success build-
ing strong organizations. Applications due
February 4, 2005. Mail OR e-mail cover letter,
resume, three professional references, and
short writing sample to FIERCE! , Director
Search, 437 W.l6th Street, Lower Level , New
York, NY 10011 OR directorsearch@
fiercenyc.org. For more information:
www.fiercenyc.org
EDUCATIONAL LEADER-Cypress Hills Local
Development Corporation seeks an education-
al leader to guide start-up of innovative new
high school. We expect the school to open in
2006 with 100 students and grow to 400. Cur-
riculum themes: community service and Lati-
no/Caribbean studies. Strong student advise-
ment and college preparatory program. Candi-
dates should have significant teaching and
administrative experience, commitment to
educational reform, the school mission, and
working with community groups and college
partners. Candidate should have or be eligible
for principal certification. We encourage cur-
rent candidates for, or participants in the New
Leaders for New Schools or Principals Academy
program to apply. Contact: Andrea Soonachan,
Planning Team Coordinator, Soonachan@
tC.edu. Fax: 212- 678-3091
EXECUTIVE ASSISTANT TO THE DEAN-The
Milano Graduate School of Management and
Urban Policy, a division of New School Univer-
sity, seeks an Executive Assistant to the Dean.
The Executive Assistant plays an intricate and
considerable role to the operations of the
Dean's office. This person must be a self-
starter, self-directed, experienced, personable
and have a "whatever it takes" attitude. The
Executive Assistant will perform assignments
that are administrative, technical, and analyt-
ical in nature involving complexity and sensi-
tivity, and confidential matters related to the
Office of the Dean. Requirements: . Significant
experience in a similar position . Bachelor's
degree · Proficiency in MS Office applications
(Word, Excel , Powerpoint), Groupwise a plus·
High level of computerized organization, atten-
tion to detail, accuracy· Strong grasp of office
protocols and professional practices . High
degree of professional discretion and confiden-
tiality . Excellent communication skills both
written and verbal . Excellent telephone and
personal interaction skills . Experience and
comfort with computers and wireless technolo-
gy a plus .. Proven success in the ability to jug-
gle multiple tasks, to work at a fast pace and
produce on-deadline. Interested applicants
should send their resume, cover letter and
salary expectations to: New School University,
Human Resources Department, Search
#22621 , 80 Fifth Avenue, 4th Floor,
New York, NY 10003, or e-mail it to: NSU-
jobs@newschool.edu. Please make sure to
write: Search #22621 in the subject line to
ensure proper distribution of resume. EOEIM
Go to http://www.newschool.edu/admin/
hr/2262l.htm for additional information.
EXECUTIVE OIRECTOR- NWBCCC seeks ED to
lead its community organizing work around
housi ng, education, immigration, environment,
and social justice issues. Candidates should
have extensive community organizing,
fundraising, fiscal , supervision, and adminis-
trative experience. People of color strongly
encouraged to apply. Excellent salary and ben-
efits. Contact: edsearch@nwbccc.net.
EXECUTIVE DIRECTOR-Brooklyn Community
Housing and Services (BCHS) is seeking a full-
time Executive Director. BCHS, founded in
1978, is a highly regarded supportive housing
and social services agency with a $6.5 million
budget that serves more than 600 individuals
with special needs in Brooklyn. The Executive
Director is responsible for working with the
Board of Directors to develop a strategy for the
organization's growth and future expansion.
S/he will lead the staff in using the agency's
resources and capabilities to meet the chang-
ing needs of the homeless special needs com-
munity in Brooklyn. The ideal candidate will be
passionate about BCHS' commitment to bring-
ing people from crisis to community. S/he will
be experienced in fund raising, non-profit man-
agement, and program development. The Exec-
utive Director should also be a seasoned pro-
fessional with demonstrable leadership experi-
ence, who is results-driven, relationship-ori-
ented, and well-regarded in the field of sup-
portive housing. Salary commensurate with
experience. Email resumes to bchs@crenyc.org
or mail to: BCHS, 41 Schermerhorn Street Suite
163, Brooklyn NY 11201. No telephone
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.CITYLIMITS.ORG
inquiries, please. Respond ASAP.
EXECUTIVE DIRECTOR-HELP USA is a national-
ly recognized organization with over 750
employees and 17 residential facilities totaling
over 2000 units of housing. We are currently
seeking an Executive Director to manage the
day-to-day operations at one of our Brooklyn
facilities. The facility has 146 units of transi-
tional housing for homeless families. Position
involves overall management of facility opera-
tions including budget, program services,
safety, physical plant management and con-
tractual compliance. Master's Degree required,
preferably in social work (or related field). Min-
imum of five (5) years management experience
with supervisory skills, staff development, pro-
gram management and budgetary skills a
must. Knowledge of the NYC homeless system
a plus. Salary commensurate with experience.
Send Resume to: Janice Mills, HELP USA, 5
Hanover Square, 17th Floor, New York, NY
10004, or email to: jmills@helpusa.org. EOE. A
Drug Free Workplace.
EXECUTIVE DIRECTOR-Liberty Community
Development Corporation: The Liberty Commu-
nity Development Corporation (LCDC), a newly
formed community development corporation in
the Mid-Hudson Valley, seeks its first executive
director. The LCDC grew out of an inclusive,
hands-on, action-oriented process conducted
over the past 18 months aimed at expanding
economic activity and employment opportuni-
ties for the people of Liberty. We seek a candi-
date who possesses the expertise and skills to
leverage other community resources and
involve busi nesses, community residents, and
government in the formation of partnerships
that lead to building a strong and financially
healthy community. The Executive Director will
coordinate and implement housing rehabilita-
tion, economic revitalization and youth devel-
opment projects as well as community organiz-
ing initiatives. Track Record of accomplish-
ments in housing and economic development,
and community organizing (5 years or more a
plus) ; Proven success in fund raising and orga-
nizational development; Relevant BA and/or
masters degree in urban planning, real estate
or related field; Ability to cultivate partnerships
and work collaboratively with resident leaders,
funders, city and state officials, and other non-
profits; Ability to work independently, manage
time, and multiple projects; Strong written and
oral communication skills; Experience super-
vising staff; Experience supporting collabora-
tion in multi-racial communities; Bi-lingual
skills (Spanish) would be an additional desired
strength. Interested applicants should send a
resume, writing sample and salary require-
ments to: Liberty Community Development
Corporation Executive Director Search 98
North Main Street Liberty, NY 12754
Phone: 845.292.8202 Fax: 845.292.7121
libertyactioncenter@verizon.net
EXECUTIVE DIRECTOR-The Catalog for Giving
of New York City (www.cfgnyc.org) is seeking
an Executive Director to lead and expand the
organization's current operations, direct an
CITY LIMITS
annual fund raising campaign, and oversee
annual fundraising special event. Candidate
must have at least seven years of fundraising
success and management experience. Com-
mitment to serving youth a must. Salary com-
mensurate with experience, excellent benefits.
Please send resume & cover letter to: Search
Committee, CFG, 250 W. 57th Street, Suite
1429, NY, NY 10107. Fax: 212-765-8190 or
send to info@cfgnyc.org.
FAMILY AND YDUTH FIELD CDUNSELDR-Vera
Institute of Justi ce, Esperanza/Hope Program-
MSW/Master's psychology. Esperanza/Hope, a
project of the Vera Institute seeks dedicated
counselors provide services to court-
involved youth and their families.
Full job ad www.vera.org/abouVabouC6.asp.
Resume/cover letter to Esperanza,
636 Broadway, 4th FI, New York, NY
10012, Fax: (212) 964-5566 E-mail:
fieldcounselor@esperanza-hope.org
FAMILY SERVICES SPECIALIST-The Osborne
Association, Inc.-Family Services Specialist
needed for organization that serves prisoners,
ex-prisoners and their families. BA and experi-
ence in working with children and their
families required. Send resume, to
hr@osborneny.org or fax 718 707 3315. For
detailed info visit www.osborneny.org EOEIM.
FINANCE DFFICER-One Stop Senior Services:
Hands-on responsibilities for accounting, bud-
geting, financial reporting, payroll processing,
cash flow projections. Five years experience,
knowledge of funding processes for social ser-
vices agencies. Totally computer literate and
excellence in Peachtree required. Excellent
interpersonal skills and oral and written com-
munication skills. Respond with letter and
resume via email only to info@
onestopseniorservices.org
FINANCIAL ANALYST-Social Intervention
Group: Responsible for administration and
finance of research group focused on
HIV/AIDS, substance abuse and domestic vio-
lence and affiliated with School of Social Work
at Columbia University (18 FTEs, 3 part-time
casual employees, 10 graduate students, 10
Faculty affiliates).Please put Financial Ana-
lyst in subject heading Please send cover let-
ter and resume to: cusswsig@columbia.edu .
Manage annual budget of $2.1 million: devel-
op and monitor annual budgets, forecast
future budgets based on known grants, work
with School Financial Management Office and
SIG administrative team to assure SIG compli-
ance with Columbia University policies. · Coor-
dinate administrative aspects of grant sub-
missions, including developing budgets and
writing budget justifications, preparing sup-
porting documentation based on agency
requirements, and serving as liaison with
School and University grants offices for SIG
and Social Work Faculty.
GIFT PRDCESSING MANAGER-The American
Civi l Liberties Uni on-The ACLU is seeking an
experienced manager with knowledge of all
MAY/JUNE 2005
aspects of gift processing to manage process-
ing operations. Including:direct supervision
processors, managing the data entry workflow
and working with vendors. Forward 2 copies of
a letter of interest and a current resume by
March 12, 2005 to:Geraldine Engel ,Deputy
Director of Development,ACLU Foundation,125
Broad Street-18th FI.,New York, NY 10004
GRANT WRITER-American Civil Liberties
Union: Reporting to Director of Foundation
Relations; provides writing and editorial sup-
port on civil liberties issues; assists in
researching foundation/corporate funding
sources; drafts grant proposals; miscellaneous
assignments as needed by Director; BA, 2+yrs
experience, outstanding writing skills, ability
to multitask, excellent research skills, experi-
ence with Windows- based word processing
required; resume, cover letter, salary expecta-
tions, writing sample by 2.10.2005 to Human
ResourceS/GW, ACLU, 125 Broad Street-18th
Floor, New York, NY 10004, or email
hrjobs@aclu.org.
GRAPHIC DESIGNER-American Civil Liberties
Union-The Graphic Designer is responsible for
designing and illustrating material for both
printed and web publications and for photo
research and art cataloging functions within
the Department. Applicants should send a let-
ter of interest, resume and salary requirements
to:ACLU,Attn: Human Resources - Graphic
Designer, 125 Broad Street, 18th Floor, New
York, NY 10004
HEALTH EDUCATDR-Brooklyn Queens Long
Island Area Health Education Center-Conduct
workshops at schools and community based
organizations. Assist in preparing reports and
compiling program data and in interviewing
high school and college students for partici-
pation in Summer Health Internship Program.
Assist in program development. Bachelor's
degree in health education or social service
and experience in conducting health related
workshops required. Experience in youth
development or curriculum development
desired but not required. Send resumes in
confidence to Gabrielle Kersaint, Executive
Director at gkersaint@institute2000.orgorfax
to 718-797-5390.
HDUSING CDDRDINATDR-Organization that
deals with supportive housing services-Out-
reach, intake and rent collection for permanent
supportive housing. Must have: BA degree;
experience with housing, special needs (drug
abuse, HIVIAIDS, mental illness, homeless),
rent-up, social services. Team player with
excellent computer and paper work skills;
organized & deadline oriented; collaborate
with social services; interest in fast paced,
diverse and challenging work environment.
Salary: $35K & benefits. No. Manhattan loca-
tion. Fax cover letter of interest and resume to:
212-781-6193.
HOUSING DEVELOPMENT SPECIALIST-The
Housing & Community Development Network
of New Jersey seeks Housing Development Spe-
cialist. Qualifications include:. Five or more
years of experience working at a community
development corporation developing afford-
able rental and/or for sale housing and work-
ing knowledge of asset and property manage-
ment. Submit resume and cover letter to: Paige
Carlson-Heim, Associate Director for Technical
Assistance & Training, HCDNNJ, 145 West
Hanover Street, Trenton, NJ 08618.
HDUSING DIRECTDR-Flatbush Development
Corporation: Housing Director
Manage/administer gov't contracts; supervise
staff; accountable for programmatic, fiscal,
personnel/agency goals. Write foundation and
government grants. Maintain effective work-
ing relationships with grantors, related ser-
vice organizations/clients. Possess knowledge
of housing laws. Provide direct service to ten-
ant and property owners. Assist housing coun-
selor(s) to ensure effective service delivery.
Organize /facilitate housing workshop series;
conduct outreach/ public relations cam-
paigns. Develop/maintain Tenant Organizing
Project (TOP) and Discover Home Ownership.
BA in related field, minimum five years expe-
rience. Excellent communication (verbal/writ-
ten), time management, computer and staff
management skills. Knowledge of HPD and
DHCR gov't contracts and Bi/multi-lingual a
plus. Send resume/cover letter to
ssiegel@fdconline.org or via fax (718) 859-
4632. NO PHONE CALLS
HOUSING POLICY ANALYST-Community Ser-
vice Society, a nonprofit organization that
works to alleviate poverty in NYC, seeks a
Housing Policy Analyst to join its Public Policy
Department. Responsibilities: design & analy-
sis of the annual Survey of Low Income New
Yorkers, development of housing policy
research & advocacy agenda. Requirements:
Ph.D. or Master's Degree in economics, social
sciences, or policy-related field with 3 years
relevant experience, strong SPSS & qualitative
research experience, professional written work.
Salary: mid-50s. For further details, visit
www.cssnY.org. Resume, letter of interest, & 3
references to: Community Service Society, 105
East 22nd Street, NYC 10010; e-mail
cssemployment@cssny.org; fax:212-614-
5336, Ref#PP48. EOE
HOUSING SPECIALIST-Adult Day Health Care
program, located in Greenwich Village, Manh,
seeks indiv with at least two years experience
working with HIVIAIDS substance using popu-
lation; responsibilities include developing
housing referrals, assessing clients housing
needs, coordinating housing service plans,
and providing case management. Prefer
strong housing placement assistance back-
ground; excellent communication and organi-
zation skills; Bachelors in Human Services or
Social Sciences and Spanish proficiency pre-
ferred. We offer a competitive compensation
package & excellent bnfts. Please email your
resume with position title & salary require-
ments to: desnoyers@housingworks.org. EOE
M/F/DN.
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.CITYLIMITS.ORG
JOB ADS
HUMAN RESOURCES GENERALISTIBENEFlTS-
VIP Community Services, a progressive behav-
ioral health organization seeks professional
with 3-5 years Benefits Administration and
Generalist experience. BA or equivalent. Knowl-
edge of Federal and New York State regula-
tions. Exemplary communication and analyti-
cal skills. Proficiency with Microsoft Office &
HRIS required. Send resume with cover letter,
salary history and requirements to: Ms. D. L.
Thomas, Human Resources-
JC#4078HRGOl05CL, 1910 Arthur Avenue, 6th
FI., Bronx, New York 10457 or E-mail :
work@vipservices.org, FAX: 718/299-1386
Visit our website @www.vipservices.org
IACIHUDSON GUILD VOLUNTEER COORDINA-
TDR-Hudson Guild, a New York City settlement
house serving more than 11,000 individuals in
Chelsea, and IAClinterActiveCorp (lAC), a lead-
ing multi-brand interactive commerce compa-
ny with future corporate headquarters in
Chelsea, seek an individual to develop and run
a volunteer program for Hudson Gui ld. Design
and implement specific lAC volunteer program
activities for the benefit of Hudson Guild, as
well as the Guild's ongoing volunteer program.
Help develop goals, objectives and policies for
volunteer program. Interview, screen and
assign individual volunteers. Develop and
implement strategies for volunteer recruitment
on corporate and individual basis; develop
resources for volunteer programs; serve as liai-
son between agency and community to pro-
mote volunteerism. B.A. degree; 3 years+
related experience in a not-for-profit communi-
ty service based setting, must be able to han-
dle multiple projects, work both independently
and flexibly as part of a team and meet dead-
lines. Good interpersonal and communications
skills required. Experience in coordinating vol-
unteer-related events a plus. Should have
Word and Excel skills. Competitive salary and
full benefits. Send cover letter, salary require-
ments along with resume to
jobs2005@nyc.rr.com. Only qualified individu-
als will be contacted.
JOB DEVELOPER! JOB READINESS TRAINER-
Brooklyn Workforce Innovations seeks job a
developer and job readiness trainer for its
commercial driver training program. Respon-
sibilities: job development and placement of
program graduates; conduct job readiness
workshops; assist with resumes and inter-
viewing skills. Qualifications: 3 years of job
development experience; workshop facilitation
experience; well -organized, with excellent
communication skills; bilingual (English/
Spanish) a major plus. Send cover
letter, resume and salary requirements to
Julio Perez, fax 718-237-5366 or e-mail
jperez@fifthave.org. AAlEOE.
JOB DEVELOPER-Hunts Point Economic Devel-
opment Corporation: Developer to create
employment opportunities for Hunts Point,
South Bronx residents and to assist Hunts
Point businesses with their hiring. BA or relat-
ed degree with knowledge of business hiring
requirements. Spanish speaker preferred.
43
JOBADS
Salary negotiable. Email resume and cover let-
ter to jsautter@huntspointedc.org
LEGISLATIVE ASSISTANT-NYS Assembly Mem-
ber-Chairman of Assembly Housing Committee
seeks motivated self- starter to work in busy
district office. Responsibilities include:
l)Assisting constiuents and community
groups 2) Organizing community coalitions
3)Coordinating policy in designated issue
areas. BA required. Spanish speaker preferred.
MSWs and JDs encouraged to apply. Fax
resumes to (718) 963-6942
LEGISLATIVE-COMMUNITY AIDE-College Grad:
Legislative-Community Aide -Legislative
Aide- District Liaison for State Assembly-
woman. Seek bright, literate, articulate person
for constituent work, correspondence, commu-
nity outreach and representation in exciting
multi-cultural Brooklyn district. Frequent
evening hours. Must have car. Salary in the
$20M's. Fax cover letter, resume, writing sam-
ple to 718-266-5391.
LOAN OFFICER-The Low Income Investment
Fund-The Loan Officer is responsible for a
wide range of tasks related to LlIF's afford-
able housing and community facilities lend-
ing programs, including loan underwriting,
loan closings, credit reviews, relationship
management, and, to a lesser extent, servic-
ing and reporting. The successful candidate
will be an energetic, organized self-starter
experienced with real estate underwriting,
proficient with financial database systems
and software. Excellent teamwork and com-
munication skills are essential. The position
reports to the New York Regional Director. The
ideal candidate for this position will have
these key qualifications: Experience in real
estate-based lending, including credit analy-
sis, deal structuring, due diligence, and loan
closings (familiarity with loan documents is
assumed); Proficiency in analyzing financials
of nonprofit organizations and real estate
operations (in particular, rental housing and
community facilities); Familiarity with feder-
al, state, and local government funding
sources for capital and operating needs of
multi-family housing, special needs housing,
and community facilities (e.g. child care cen-
ters, educational programs, etc.); Working
experience with both private sector financial
institutions and public agencies; Computer
aptitude, including knowledge of Microsoft
Office Suite Programs, and other database
software; Excellent skills in managing multi-
ple tasks requiring strong attention to detail;
Self-motivation, dedication, and flexibility
THE COMPANY: The Low Income Investment
Fund (LlIF) is a non-profit community devel-
opment financial institution, with headquar-
ters in Oakland and offices in San Francisco,
Los Angeles, and New York. LlIF builds healthy
communities by investing capital in afford-
able housing, child care, education, job train-
ing programs, and other community initia-
tives serving low-income populations. APPLY-
ING: Forward cover letter (including salary
expectations) and resume by mail to HR, Low
44
Income Investment Fund 1330 Broadway,
#600 Oakland, CA 94612; or by email :
hr@liifund.org; or by fax: 510- 893-3964. LlIF,
an EOE, believes that diversity ensures excel-
lence. Thi s position is open until filled.
MAINTENANCE SUPERVISOR-The Doe Fund,
Inc., an innovative social service organization
providing job training and transitional hous-
ing to homeless individuals, seeks a Mainte-
nance Supervisor to perform maintenance and
custodial duties for a 70 bed residential facil-
ity in Bedford-Stuyvesant. Must be self-moti-
vated and fully capable of performing effec-
tively without close supervision. Candidate
must have hands-on experience in basic elec-
trical/plumbing/carpentry areas; a high
school diploma or GED; valid NYS Driver's
license and a minimum of 3 years experience.
Salary high 20's, comprehensive benefits
package, EOE. To apply, send cover letter and
resume to Human Resources, The Doe Fund,
341 East 79th Street, NY, NY 10021, e-mail to
hr@doe.org or fax to (212) 570-6706 before
March 31, 2005.
MAJOR DONOR OFFICER-Lesbian, Gay, Bisex-
ual & Transgender Community Center: Seek-
ing an experienced development professional
to manage all aspects of the Center's major
donor relations, as well as provide staff
supervision and support to the Center's mem-
bership program. Qualified applicants will
have a minimum four (4) years fundraising
experience, including in a senior level , super-
visory capacity; substantial high dollar
fundraising experience with a proven record
of success and accomplishment; minimum
two (2) years Raiser's Edge experience,
including gift/appeal coding, queries and
reporting; excellent interpersonal and team
building skills; knowledge of, and commit-
ment to, LGBT issues and communities. Qual-
ified candidates should submit a cover letter
(stating desired position and salary require-
ments) and resume by mail or fax to: Center
Human Resources 208 West 13th Street, New
York, NY 10011 FAX (212)924-2657. The Cen-
ter is an EOE.
MANAGER, ECONOMIC DEVELOPMENT AND
HOUSING-The National Urban League seeks a
Manager for the Economic Development and
Housing Division. The successful candidate
will assist in the operation and administration
of the department's programs and services.
The Manager will work to refine strategies for
technical assistance and program designs
that advance homeownership, community
economic development, asset building and
other self-sufficiency models. The ideal candi-
date will work as part of a team of talented
professionals who create and deliver services
and programs through partnerships with other
nonprofit organizations, government agen-
cies, foundations and corporate entities.
Bachelor's required. Master's preferred). Three
years relevant experience required in two or
more of the following areas: Housing and/or
Economic Development Policy Analysis, Urban
Planning, Nonprofit management, Training
and Technical Assistance, Program Design
and Evaluation, and interaction with elected
officials and government agencies. Ability to
work cooperatively with public and private
sector agencies, local community develop-
ment groups and national nonprofit boards.
Prior experience with writing reports, briefs,
and newsletters. Salary up to $60k. To apply
submit resume and cover letter along with a
writing sample to recruitment@nul.org.
Please mention you were referred by City Lim-
its. No phone calls.
MOBILE VAN OPERATORIHOUSEKEEPER-
Brownsville Community Development Corpora-
tion-The Mobile Van Operator/Housekeeper is
responsible for providing transportation ser-
vices for patients of BMS@BWS, operate van
for Mobile Access Progra m a nd the perfor-
mance of routine housekeeping duties. Must
have at least one year maintenance experi-
ence. Possess current NYS driver'S license with
satisfactory driving record. Send resume to
Joan Wong, Human Resources Manager, 592
Rockaway Avenue, Bklyn, NY 11212 or fax:718-
346- 7183/email:jwong@bmsfhc.org
MSW IMMIGRANT PROGRAM COORDINATOR-
Cabrini Immigrant Services, located in the
Lower East Side/Chinatown community is
seeking a LCSW or MSW to coordinate the
Immigrant Women Program which will provide
individual and family counseling, educational
workshops, domestic violence prevention, and
assist in procuring immigration benefits.
Candidate must have SIFI or be eligible for
certification. Some prior experience working
with immigrants and bilingual Spanish is
required. We offer a competitive salary & ben-
efits package. EOE. If needed Licensing
Supervision will be offered. Send resumes to
rsanchez@ccnr.cabrininy.org or fax to 212-
202-5089.
MSW SUPERVISOR-Partnership With Children:
Supervisor at Preventive Services agency in
downtown Brooklyn; individual, family and
group counseling. MSW required, minimum
5 years post MSW and supervisory experience.
Clinical and administrative expertise re-
quired. Salary commensurate with experience.
Excellent benefits. Fax resumes to
718-875-9822 or email to Btaylor@
partnershipwithchildrennyc.org
NEW YORK CITY ORGANIZER-Citizen Action of
New York-Seeking a full time organizer for
NYC office to staff afterschool campaign. Will
mobilize after-school providers, students,
parents and educators in support of
increased funding for after-school programs.
Also work to build NYC chapter. Activities
include membership recruitment, leadership
development, fundraising, lobbying and elec-
toral work. Qualifications: . Verbal and written
communication skills Computer skills .
Problem-solving, analytic, strategic and
planning skills . Ability to travel, work
evenings and weekends Salary is competitive,
with full health benefits. Send resume and
cover letter to: Davia Collington, 94 Central
FOR UP-TO-THE-MINUTE JOB PoSTINGS, GO TO WWW.CITYLIMITS.oRG
Ave, Albany, NY 12206, fax: 518 465-2890,
email dcollington@citizenactionny.org.
OFFICE ADMINISTRATOR-New York Lawyers for
the Public Interest (NYLPI)-Supervise adminis-
trative personnel , manage facilities, adminis-
ter benefits, process invoices, maintain data-
bases and filing systems. Requirements:
excellent organizational and communications
skills, office computer applications, five years
experience. Salary commensurate with experi-
ence. Excellent benefits. Affirmative action
employer. Cover letter, resume, three refer-
ences, salary requirements ASAP to Charlene
A. Toombs, NYLPI, 151 West 30th Street, 11th
Floor, New York, New York 10001
ORGANIZER-The New York Civic Participation
Project (NYCPP), is a collaboration of labor
unions and community organizations that pro-
motes immigrant and worker rights in NYC.
The NYCPP organizes union and community
members in Washington Heights, the South
Bronx and Queens. The Organizer will work with
union members, community activists and
community partners in Washington Heights
and the South Bronx. Qualifications: -two years
experience in organizing with community orga-
nizations and/or labor unions; -experience in or
knowledge of Washington Heights and or the
South Bronx; -coalition building and outreach
skills among community institutions, grass-
roots organizations, unions, churches, service
agencies, etc.; -experience implementing cam-
paigns;and -ability to communicate in Span-
ish and English. E-mail cover letter and
resume to: gsadhwani@nycpp.org
PHYSICAL EDUCATION SPECIALIST OPENING-
ESR Metro-Seeking an experienced Phys Ed
Specialist to coordinate sports and cooperative
games component for our (PAZ) After-School
Program at PS 24 in Region 8 (Sunset Park)
Bklyn. Able to teach cooperative games and
sports to chi ldren and help develop
sports/games curriculum, and supervise the
counselors in teaching activities. 3-6 p.m.
Monday-Friday (School Calendar). $321hr.
Email resume to Icastro@esrmetro.org, or mail
resume to ESR Metro, Room 550, 475 Riverside
Drive, NY, NY 10115.
POLICY ANALYST/ADVOCACY COORDINATOR-
NYC Employment & Training Coalition
(NYC ETC) seeks experienced individual to ana-
lyze city, state, federal legislation and budgets,
draft legislative testimony, conduct research
and develop advocacy activities for members.
Graduate degree preferred; experience in NYC
workforce development and/or welfare-to-
work; firm understanding of city, state and
federal government; excellent writing
and speaki ng skills. Send resume, letter and
salary requirements to Rebecca Brown,
rbrown@nycetc.org, 212-253-6869. See
http://www.nycetc.orglpdf/policLanalyst_des
cription.pdf for position description.
PROGRAM ANALYST-The Osborne Association,
Inc.-Program Analyst needed for organization
that serves prisoners, ex-prisoners and their
CITY LIMITS
families. BA and experience conducting
research, writing reports to government and
foundation funders required. Send resume, to
hr@osborneny.org or fax 718 707 3315. For
detailed info visit www.osborneny.org EOEIM.
PROGRAM ASSISTANT-University Settlement
seeks recreational assistant to work with older
adults. Must be bilingual in Chinese & English.
Salary low 20's plus benefits. Contact: M. Mar-
tinez, University Settlement, 184 Eldridge St.,
NY, NY 10002; Fax: (212) 533-4759. EOE
PROGRAM COOROINATOR-Brooklyn Queens
Long Island Area Health Education Center-
Develop new program initiatives, imple-
ment/coordinate workshops and internship
program. Coordinate placement at health
institutions, schools, hospitals and commu-
nity health centers. Laison between partici-
pating partners, prepare statistical reports
and assist in the writing of grants, concept
papers and articles. Master's degree in a
health related discipline or Social Work.
Three years experience in student enrich-
ment, mentoring program or youth develop-
ment efforts desired. Program development
and non-profit management experience in
Public Health or Public Health Education
desirable. Excellent writing, communica-
tion, interpersonal and computer skills
required. Send resumes in confidence to
Gabrielle Kersaint, Executive Director at
gkersaint@institute2000.org or fax to 718-
797-5390.
PROGRAM COOROINATOR-New York District
Counci l of Carpenters-Federally-funded job
training initiative partnered with organized
labor and academia seeks full-time coordina-
tor, reporting to the program director. Duties
include: coord. outreach/recruitment, main-
taining student records,liaison with students &
admin. on personal & behavioral issues, & job
placement. Salary $35-43K. Email resume to
dki ll inger@nyccbf.org.
PROGRAM OIRECTOR-Housing Works, a large
community based health services non- profit
organization is seeking two Program Directors
to assume overall administration of COBRA
CFP case management teams. Working in
either our Queens or Bronx location, you will be
responsi bl e for the supervision of cli nical and
administrative staff, coordination of client
services, staff recruitment, staff training,
summary reports to AIDS Institute, and the
development/implementation of program poli-
cies and procedures. In addition, you will mon-
itor contract compliance, assign cases for
intensive COBRA case management services,
review all Intake charts and follow up with
case management teams on Medicaid prob-
lems. To qualify, you will need 3 years supervi-
sory or management experience in human ser-
vices and an advanced degree in the human
services field. The ability to supervise and pro-
vide leadership to 20 staff members and
excellent oral and written communication
skills also necessary. Strong knowledge of City,
MAY/JUNE 2005
State and Federal entitlement systems and an
understanding of HIV/AIDS and its impact on
homelessness, substance use and mental ill-
ness also most important. Must be willing to
work overtime as needed. We offer a competi-
tive compensation package and excellent ben-
efits. Please email your resume with salary
requirements to robinson2@housingworks.org
EOE MlF/DN.
PROGRAM lIASON & ASSESSMENT COUN-
SELOR-Women In Need, InC.-Serve as program
liaison to the community and other social ser-
vice providers. Identify and assess
alcohol/drug, mental health and other prob-
lems among potential clients of WIN's treat-
ment programs, Make appropriate referrals to
substance abuse treatment and other med-
ical , mental health and social service
providers, Conduct follow-up client interviews
for outcome studies, Participate in the devel-
opment, implementation and evaluation of
mardeting strategies and programming.
Develop additional community and social ser-
vice referral resources, Develop, conduct
and/or facilitate trainings on substance abuse
issues for staff and external service providers.
Conduct site tours and other activities to mar-
ket treatment programs. Participate in the
development and distribution of program
information and materials. Complete all
required paperwork (assessments, reports,
etc.) in a timely manner. Compile data for
evaluation purposes in a timely manner. Par-
ticipate in case conferences and depart-
ment/organizational meetings, Maintain
exemplary standards of professional conduct.
Qualifications: Must have Master's Degree in
Social Work (MSW), CASAC or CASAC eligible
with at least two years of substance abuse
treatment experience. Experience and knowl-
edge of homeless population and women's
issues. How To Apply: Qualified Applicants
should send a resume with cover letter, indi-
cating the job reference code (CLPLA.1.05),
by: e-mail to Winjobs@w-i-n,org Applicants
must include salary requi rement. No calls
please. WIN offers a competitive salary and
benefits package, AN EQUAL OPPORTUNITY
EMPLOYER, MI F/ D/ V.
PROGRAM MANAGER-COMMUNITY SUPPORT-
EO AGRICULTURE IN NYC-Just Food, a NYC
organization that works on food and farm jus-
tice issues for NYC and the region, is seeking a
FT CSA (Community Supported Agriculture)
Program Manager, This is the lead position for
our innovative CSA in NYC program that works
with communities to develop their own CSA
markets, For further information, see
www,justfood.org. DEADLINE for applications
(by mail only): ASAP.
PROGRAM MANAGER-REFUGEE SERVICES-
Church Avenue Merchants Block Association,
Inc,-Lge Bklyn-based multi-svc CBO seeks
exp'd prog mgrfor its Workforce Development &
Refugee Programs. Exp. w/performance based
contracting, systs & prog develop pref'd. Com-
petitive salary & bnfts, Send cover letter &
resume to CAMBA, Inc" 1720 Church Ave,
Bklyn, NY 11226 Fax: 718-693-3576 Email:
marilyng@camba.org EOE
PROGAM SUPERVISOR-George Daly House-Day
Shift Supervisor needed for homeless shelter.
Responsible for supervising three program
aides and overseeing the daily operations of
program such as medication monitoring,
updating logs, distribution of supplies to resi-
dents, Provide emergency escort and homecare
services to adult residents, Email resumes to
mgalligan@georgedalyhouse.com or fax to
212-260-9846,
PROGRAM SUPERVISOR-MSW Program
Supervisor wanted for East Harlem ACS fund-
ed PPRS program (foster care prevention) . Bi-
lingual English-Spanish STRONGLY preferred,
MUST have previous SUPERVISORY experience
in Preventive Services OR equivalent knowl-
edge of ACS requirements for preventive ser-
vices. Email resume to EBassano@
TheHarbor,org Or fax to LIZ: 212.876.4857
PROJECT MANAGER-The Garment Industry
Development Corporation seeks a Manager for
our new Special Garment Center District
Enforcement Project. The Project Manager will
be responsible for outreach to the Garment
Center community regarding the requirements
of the SGCD, and monitoring of the District to
prevent any illegal conversions of space.
Duties incl ude developing educational materi-
als and conducting seminars for building own-
ers, brokers, and tenants; establishing &
staffing an information hotline related to the
SGCD; regular contact with tenants and visits
to SGCD buildings to help identify illegal con-
versions; close collaboration with the NYC
Dept. of Buildings to monitor permit applica-
tions and complaints, Must be organized,
detail- oriented, and good at follow-through,
able to work independently, have excellent writ-
ten and verbal communication skills, and able
to interact successfully with a variety of people.
Masters Degree in Planning or equivalent expe-
rience preferred. Send resume and cover
letter to: Julia Fitzgerald, GlDC, 275 Seventh
Avenue, 9th Floor, NYC 10001 or e-mail to
jfitzgerald@gidc,org.
PROJECT MANAGER-Clinton Housing Develop-
ment Company-Coordinates development and
construction of affordable housing projects.
Responsibilities include working with archi-
tects, contractors, and multiple government
agencies, 3 years experience and BA required.
35K-40K plus benefits. Please e-mail resume
and cover letter to: PM@clintonhousing,org or
fax 212-967-1649,
PROPERTY MANAGER-Mount Hope Housing
Company, Inc.-A Bronx nonprofit landlord
seeks experienced Property Manager to man-
age/ supervise 15 Supers/Porters, estab-
lish/maintain high building maintenance
standards, manage tenant repairs and pre-
ventative maintenance program, recertify ten-
ants as necessary, establish/maintain excel-
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.ClTYlIMITS.ORG
JOB ADS
lent building infrastructure/systems, ensure
full compliance and ongoing reporting for all
regulatory agencies. Section 8 experience
essential. Minimum 3-5 years experience. BA
and RAM certification preferred. Excellent
organizational, oral & written skills a must.
Computer literate & Yardi experience A+. Bi-
lingual Spanish A+. Fax cover letter and
resume w/ salary requirements to: 718-299-
5623, Attn: Z, DeJesus.
PROPERTY MANAGER-Prestigious Community
Development Corporation in the Bronx, with 30
years of experience in property management is
seeking an experienced Property Manager pro-
fessional. The successful candidate must have
at least three years of experience in property
management, i.e, Tax Credit Buildings, 202's,
SIP/HPD, and PRAC, Bachelor's Degree in Real
Estate, Non-Profit Management, Business
Administration or related field, Accredited Res-
idential Manager Designation a plus, Salary
according to experience. Email resume and
cover letter tojaskew@mbdhousing.org or fax
to Human Resources at 718-542- 7694
PROPERTY MANAGER-Real Estate PROPERTY
MANAGER POP Management, an affiliate of
Catholic Charities, Brooklyn, is seeking a new
Tax Credit Property Manager for expanding
Family Housing Programs in Bushwick, Experi-
ence in housing, business and/or compliance
with regulatory agencies, Excellent oral , written
& computer skills required. Strong organiza-
tional skills & ability to work on a team a must.
BAlBS; bilingual Spanish preferred. Fax cover
letter/resume to: Patricia Dawsib, (718) 722-
6134, EOEIM
PROPERTY MANAGERS-Catholic Charities,
Brooklyn & Queens is seeking Property Man-
agers for Senior Housing in Queens, Responsi-
bilities include: Maintaining full occupancy,
performing tenant initial, annual and interim
recertifications according to HUD regulations,
processing invoices for payment & collecting
and posting tenant rents, Bilingual and hous-
ing experience a plus, HS required, BA pre-
ferred, Salary $24,500. Fax cover letter and
resume to: (718) 722-6134, Attn: Associate
Director, POP Management. EOEIM
QUALITY ASSURANCE SPECIALIST-Services for
the Underserved (SUS) has been providing res-
idential and support services to individuals
with special needs, in New York City. Currently,
we are looking for a QA Specialist to work in our
Department of QA and Staff Development.
Candidate will be responsible for assisting the
Director of QA in the execution of all job func-
tions related to QA activities, as well as Staff
Development; and will lead the facility's inter-
nal QA audits for MRlDD, MH, PLWA and Home
Care Divisions, Candidate must have a Bache-
lor's Degree + 5 years of experience in the filed
of Human Services. Salary is commensurate
with experience; comprehensive benefits pack-
age included, Please forward resume and cover
letter electronically to Human Resources at
resumes@susnyc.org. www,susnyc,org EOE.
45
ILL U S T RAT ED MEMOS
om CE OFTIIE CITY VISIONARY:
:'
The Summer Youth Employment
program will never provide enough
jobs for city teens, even if proposed
budget cuts are restored. Instead of
part-time jobs, why not give the
more entrepreneurial youth of today
a head start to self-sufficiency?
$12.2 million is enough to employ
just 10,000 kids for one summer,
but as seed money for 1,000 small
summer hedge funds, we would be
guaranteed a far better return for
our investment!
-::::;:- - .
GOT AN IMPRACTICAL SOLUTION
TO AN INTRACTABLE PROBLEM?
SEND IN
46
OFFICE OF THE CITY VISIONARY
CITY LlMITS MAGAZINE
120 WALL ST., 20
T
l!FLOOR,·NY NY 10005
ootcv@ citylimlts.ors
CITY LIMITS
1
RECEPTI ONIST-MBD Community Housing
Organization: Prestigious Community Devel-
opment Corporation in the Bronx, with 30
years of experience in property management is
seeking an experienced Receptionist to oper-
ate multiline telephone system. Duties include
routine clerical work such as typing, filing,
and related work as required. Bilingual pre-
ferred. High school diploma/GED required.
Salary according to experience. Email resume
and cover letter to jroundtree@
mbdhousing.org or fax to Human Resources at
718-542-7694
REHABI LITATION SPECIALIST (2 POSITIONS)-
CUCS-Opening Doors to Opportunity: The
Rehabilitation Specialist is the senior para-
professional on a direct service team working
with low-income and formerly homeless indi-
viduals, many of whom have mental illness,
history of substance abuse and/or HIV/AIDS.
Must be able to work effectively as part of a
team. Reqs: BA + 2 yrs. relevant exp; BSW +
1 yr. relevant expo (excluding fieldwork); HS
Diploma + 6 yrs. relevant expo For applicants
without college degrees, one year of experi-
ence may be reduced from the requirement for
every 30 college credits secured. Demonstrat-
ed ability to serve a specialized population or
address a special need of the program. Good
verbal and written communication skills and
computer literacy required. Bilingual Span-
ishlEnglish preferred. Competitive salary and
benefits. * Send resumes and cover letters
ASAP to: Heidi Brody, CUCS!Times Square,
255 W. 43rd Street, New York, NY 10036. Fax:
(212) 391-5991. CUCS is committed to work-
force diversity. EEO
RESIDENTIAL SUPERINTENDENT/ASST. RES.
SUPER.-Housing Management-Position with
R.E. Mgmt. Co. on Staten Island. Reports
directly to Property Manager - must have
strong supervisory experience, maintenance
skills, carpentry, plumbing, and electrical
skills. Experience in residential maintenance a
must. Certificates of Fitness required i.e. boil-
ers license, standpipe/sprinkler certification,
etc. Union position - Local 32BJ. Fax resume to
GRM at 718-642-196
SENIOR ACCOUNTANT-Graham Windham, the
nation's oldest non-sectarian child care
agency servi ng New York's children and fa m-
ilies since 1806, seeks a Senior Accountant.
This individual will work with Fiscal Depart-
ment managers on year-end closeout and
day-to-day operations; complete agency
SSOP, CFR, A-133, IRS 990 and 5500 reports;
prepare schedules and documentation for
internal and external audits; coordinate and
lead team assignments as necessary. BAIBS
degree and minimum three years accounting
experience is req uired. Must possess excel-
lent computer skills and good work ethics.
Graham Windham is committed to rewarding
performance excellence with highly competi-
tive compensation, generous benefits, and a
merit-based reward system. Graham Wind-
MAY/JUNE 2005
ham encourages a diverse workforce.
AAlEOE. Send resume to: Graham Windham
33 Irving Place, 7th Floor New York, NY 10003
Att: Pablo Molgora Fax: (212) 358-1724
hr-general@graham-windham.org
SOCIAL SERVICE COORDINATOR-Progress of
Peoples Management Corp., an affiliate of
Catholic Charities seeks an individual to coor-
dinate a range of social services to residents of
three Senior Housing Facilities in Brooklyn.
Position requires a bachelor degree, experience
in working with seniors, good people skills and
the ability to work as a team member. Send
resume to: Director, POP Management, 191
Joralemon Street, Brooklyn, NY 11201 or fax to
(718) 722-6134. EOEIM
SOCIAL WORKERISUPERVISOR-Hamiiton-
Madison House-MSW,organizationallcrisis
intervention skills. Experience with homeless
families. Supervise group worker/student
interns. Interface with building management.
Submit letter and resume: Linnit Lawton,
HR Director 50 Madison Street, New York
10038 Fax: 212-349-2793 Email:
h rdept@hmhI00.com
SOCIAL WORKER-Harlem RBI -Primary
responsibilities: short-term solution-based
counseling, referrals, crisis intervention
counseling, group counseling, supervision of
Social Work Interns. Qualifications: Exten-
sive experience working with inner-city
teenagers and parents, LCSW with at least 3
years experience as Licensed MSW. Experi-
ence supervising graduate student
interns,strong clinical skills, Bi - lingual
(Spanish speaker) preferred. Salary: low to
mid 40's.Send resume and cover letter to:
Harlem RBI, Attn: Social Worker, PO Box 871,
Hellgate Station, New York, NY 10029
Fax: 212-722-1862, Emai l: socialwork@
harlemrbi. org
SR. DIRECTOR & DIRECTOR OF CLINICAL
SERVICES-Safe Horizon, the nation's leading
non-profit victim assistance and advocacy
org is seeking candidates for the following 2
vacancies in the Jane Barker Brooklyn Child
Advocacy Center. The center's mission is to
provide services that facilitate child abuse
investigations/prosecutions & that ensure
treatment & services to child victims of abuse
& their families. The JBCAC is comprised of a
multidisciplinary team administered by SH in
collaboration with child protective, law
enforcement & medical services personnel.
The Sr. Director manages approx. 50 staff &
has responsibility for coordinating the ser-
vices of the multidiscipli nary team. Qualified
candidates will possess an advd degree:
MSWIMPAlJD or Ph.D. in rei field & min.5 yrs.
managing programs that service trauma sur-
vivors. Prior exp w/service delivery to child
victims of abuse & their famil ies pref'd.
Fundraising & public speaking skills req'd.
Director, Clinical Services will report into the
Sr. Director guiding the clinical direction of
the center & ensuring the delivery of quality
cli nical svcs to clients/staff. Applicants
should possess Ph. D. in Psychology or MSW,
CSW, and min.4 yrs of supv exp reqd.
Exp.managing multi-site, interdisciplinary
programs. Expertise in working with families
impacted by child abuse & sexual assault.
Strong clinical , interpersonal, oral & written
communication skills req'd. Training in
Extended Forensic Interviewing or willingness
to participate in such training. Further infor-
mation about Safe Horizon may be found at
www.safehorizon.org Please e-mail cover let-
ter and resume to shjobs@safehorizon.org.
No phone calls! EOE.
SR. PROJECT MANAGER-Brooklyn Workforce
Innovations-Sr. Project Manager will be
responsible for the day-to-day operation of
the IDA and financial education programs.
Additional responsibilities will include spe-
cial projects and assisting with resource
development. S/he will supervise two full-
time VISTAs. Must be goal- driven and
results-oriented. Excellent communication,
group facilitation and organizational skills
are a must. Experience in asset and/or
workforce development preferred. Experi -
ence managing a federally funded IDA pro-
gram is a major plus. Salary: DOE; good
benefits. AAlEOE. Fax or e-mail resume,
cover letter and salary requirement
to: Aaron Shiffman (718) 237-5366 or
ashiffman@fifthave.org.
STAFF ASSOCIATE FOR HEALTH, MENTAL
HEALTH AND CHILD WELFARE SERVICES-
Multi -issue child advocacy organization-Staff
Associate for Health, Mental Health, and Child
Welfare responsibilities incl ude: policy and
program analysis and development, research
and fact-finding; data analysis; community
outreach and constituency building; budgets
and legislative analysis, extensive writing (tes-
timony, pol icy reports, briefing papers, arti -
cles); and public speaking. Email
jmarch@cccnewyork.org. No phone calls.
STAFF ATTORNEY-Bronx AIDS Services-
Responsibilities: Provide civil legal services to
HIV+ clients in areas of housing, entitlements,
permanency planning and domestic violence.
Provide on going training to agency staff,
clients and members of other community-
based organizations. Qualifications: JD with 2
years experience in HIV/AIDS related law, NYS
Bar admission. Bilingual skill s in Spanish
helpful. To Apply: FAX: (718)733-3429 Email :
employment@basnyc.org
SUMMER PROGRAM INTERN-New Yorl< Founda-
tion-SUMMER INTERN to oversee the New York
Foundation's grants to community organizing
groups for summer internships. Conduct site
visits, plan events, write reports. Paid. For more
information: www.nyf.org/ news.asp
FOR UP-TO-THE-MINUTE JOB POSTINGS, GO TO WWW.CITYLIMITS.ORG
JOB ADS
TENANT ORGANIZER-Met Council on Hous-
ing, a tenants' rights organization, is seek-
ing a part-time organizer (20 hours per
week, afternoons and evenings). Applicants
should have organizing experience and
familiarity with tenants rights and New York
City housing issues. Responsible for working
with tenant associations and on broader
advocacy campaigns. Bilingual English/
Spanish with writing ability (flyers, letters,
fact sheets). Applicants with fund raising
experience and/or experience with member-
ship organizations preferred. Met Council
operates with a small paid staff and a larg-
er group of regular volunteers. Familiarity
with computer programs such as Word or
WordPerfect, Outlook, Front Page (or other
web page editing program) , and some type
of membership database program.
Applicants should be self-starters who can
organize their own work well . Please email
resume and cover letter to: staff@
metcouncil.net. Please do not fax or mail.
WESTCHESTER COUNTY COMMUNITY ORGA-
NIZER-Grassroots Economic Development
Organization seeks Westchester County Com-
munity Organizer. Experienced organizer want-
ed to conduct an assessment and research
project of potential organizing campaigns and
the potential to develop a Westchester- County
based chapter of successful New Yorl< City Eco-
nomic Justice Organization. Community Voices
Heard, a membership organization, is explor-
ing the potential of developi ng a Westchester
based organizing project that would organize a
CVH Chapter in a community in Westchester
County - possibly Yonkers or Mount Vernon.
Minimum 3-5 Years community organizing,
political organizing, legislative issue advocacy,
and or project development management
experience required. The position would be
based out of our New Yorl< City office in Upper
Manhattan, but would require a significant
amount of independent work and travel in
Westchester County - including evening meet-
ings. A car is required. Salary is DOE. Spanish
language skills are strongly desired. Please
send resume and cover letter to Paul Getsos,
Community Voices Heard 170 116th St. Suite
IE, NY, NY 10029. Please send hard copies via
mail only to the above address. For more infor-
mation please check out our web page at
www.cvhaction.org. Hiring for this position is
ASAP.
YOUTH ORGANIZER-Education Community
Organizing-Cypress Hills Local Development
Corporation is hiring a full- time Youth Orga-
nizer to initiate a program organizing teens for
education improvement. Responsibilities
include outreach, campaign development &
implementation, cultivating youth leadership
& more. BA & youth experience required. MSW,
bilingual English/Spanish, & organizing
experience preferred. 32K + benefits. Resume
to: caitline@cypresshills.org or 718.
647.2104 (fax).
47
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