Economic Impact Study Update: Photos and Quotes Needed!

Dear SCNYED Members,

We are asking for your submissions of Photo's and Quotes from the people who benefit from your organizations mission. to be considered for inclusion in the Economic impact Study final document which is currently being prepared by Riger.  Individuals would need to sign consent form for the images and quotes to be used.  It is critically important to show the personal side of how we impact the lives of those who are touched by our programs.  Please send your submissions to Darrell Newvine at Family Enrichment Network  dnewvine@familyenrichment.cc by August 24th   Thank You.

We hope to have the final draft of the document ready to share with all of you in late September, watch for the meeting date.

Sincerely,
Deb Fitzgerald
Steering Committee Chair SCNYED
 

Deborah Fitzgerald, Exec Director

Cub Care Children's Center
Enriching Young Minds
Recess Resources, Inc.
201 Main Street, Vestal, NY  13850
Ph: 607-786-9006  Fax: 607-786-7705
Visit us at www.cubcare.org
Like us on Face Book  -
 http://www.facebook.com/#!/CUBCARE

New Initiative Aims to Help Nonprofits Show Economic Impact

Nonprofit Quarterly reported on a recent Hartford Business Journal story:
The Hartford Business Journal reports that the Connecticut Health and Education Facilities Authority has selected the University of Connecticut’s Nonprofit Leadership Program to develop and oversee the “Connecticut Data Collaborative,” to be an online resource for nonprofit staff, state policy-makers and the general public to document nonprofit economic impact. According to David Garvey, executive director of the UConn program, the target date for completion is 2013 and the estimated annual maintenance cost for the new online platform is 5,000.

In its final form, the site will be a searchable resource that runs off mapping technology and will enable researchers to not only identify the nonprofits that are working in specific communities but also to evaluate their impact and performance based on information provided in 990s. Responding to his sense of whether nonprofits would be hesitant to share this kind of financial information in the new tool, Garvey said, “The way we look at this is it is public information, and we have to look at the harsh realities of Connecticut. The 990 is one number taken at a point in time; it’s not the complete story of a nonprofit. It’s low hanging fruit, so let’s get that out there.” Still, he added, “Do we want to add more data? More quantitative data? Yes.”

Ron Cretaro, executive director of the Connecticut Association of Nonprofits, noted that particularly for small nonprofit organizations “that are narrowly focused and tend to fly under the radar,” of donors and policy makers, the new system will be a tremendous asset. “We’ll be able to demonstrate the economic impact of nonprofits,” he said. “We’ve been hungry for this kind of information to all be pulled together. It’s an achievement of collaboration.”

Similarly, Carol Walter, executive director of the Connecticut Coalition to End Homelessness, told the Business Journal that the new resource sounded “promising.” She added, “It’s not for not wanting to, but a lot of nonprofits are busy putting out fires and keeping our heads above water. A platform like this could be really beneficial because you’re able to go to one place.” Visit here for more info.

Summary of December 2010 Meeting Presentation

After the completion of the first stages of the economic impact study we are left with
some important questions to consider

• What do these projects say about the economic value of nonprofits in the Broome County area?
• How should the information be used to benefit SCNYED members?
• In what format(s) should these studies be presented and to whom?
• Who will take responsibility for creating the reports and public products needed to distribute these important findings?

Brief History of the Special Projects Committee
Two years ago, in reaction to the proposed Payment in Lieu of Taxes (PILOT) program that was being recommended by two mayoral candidates, the Special Projects Committee was given the task of gathering information on the economic impact of non-profits on the South Central New York area. Because of the diverse area that we serve and the amount of available information, we decided to focus on Broome County and expand into other counties in future years.

Additionally we decided that it was not enough to simply study the budgetary strength of non-profits. In many ways we could see that if we were to focus just on the economic impact side of the equation that we would be merely making the argument for PILOT to be imposed on non-profits. Instead we decided to focus on the economic impact, the way that non-profits provide mandated services that local municipalities would have to provide at additional expense to the taxpayer, and how non-profits help elevate the quality of life in our area and raise revenue for the areas they serve.

In 2008 we entered in an agreement with Binghamton University School of Public Administration and sponsored three different capstone projects. These students would supply the majority of the labor to complete the study. They were placed in four different placement sites and required us to raise $3,000 to pay the stipend of the student for a total of $12,000. We raised $11,000 of this through the generous contributions of the members of the South Central New York Executive Director’s Group. We also received a capacity building grant from NYCON for $1,000. We also applied for two additional grants that were not awarded.

Brief Summary of the Economic Data Collected from NFPs in 2010
Even with a small sample of non-profits organizations participating, it is apparent that the financial impact to the local community is significant. The data from 31 local organizations reveals that local non-profits generated over $80 million in revenue of which over half were funds imported into the local economy from sources outside Broome County. These 31 organizations reinvested nearly $65 million of that Revenue back into the local economy including $47 million in salaries. It is clear to see that in addition to the critical services our local non-profits provide to support the education, health, and improve the quality of life of our communities, they also have a positive financial impact as well.

Please join us in telling our story and consider adding your organizations financial information to this very important financial analysis. Without you information, it's not a complete story.

Summary of MPA Capstone Projects 2009-10
Two capstones, which conducted empirical research and analysis, studied the economic value and positive impact of nonprofits on the community. The first focused on “Volunteer Resources, Gaps and Recruitment”. Volunteers serve as a vital economic resource within our community, which saves public monies. Many nonprofit organizations depend on volunteers to accomplish their missions as efficiently and cost effectively as possible.

While the study examined the current practices within BC Council of Churches, the recommendations on how to effectively attract and enlist volunteers can be applied within many other organizational settings. Organization must first know the specific tasks to be accomplished by volunteers and the types of skills and interests needed. The recruitment appeals should be targeted, specific, and personal. Volunteer databases need to be kept up to date and include volunteer skill sets so that they can be matched with organizational needs (especially as needs change). Current volunteers can be retained and used more effectively if they are provided with development and training opportunities. To effectively target potential volunteers and provide clear expectations, volunteer position descriptions must be updated often and outline specific skills and aptitudes needed to complete tasks. Lastly, volunteers are more likely to be attracted to, satisfied with, and retained if they feel respected, can experience pride about their work, and understand how their contributions support the organizational mission.


The second capstone project examined “Nonprofit Collaboration and Contracting in Broome County” and contained two different foci. The first studied the views on collaboration held by nonprofit leaders in Broome County. The students found that attitudes about collaboration were similar across nonprofit organizations in the Broome County area, regardless of other factors. However, there were important differences in perceived benefits and disadvantages between collaborators and non-collaborators. A majority of nonprofit leaders felt that having another organization’s perspective in working through problems is a benefit of collaboration and improves the problem solving process. Recommendations from the study include: 1) conducting an additional investigation to discover why non-collaborators have negative perceptions of collaboration, 2) developing a best practices factsheet or collaboration model, and 3) forming a collaboration working group to discuss current issues and challenges encountered and serve as a vehicle to develop collaborative solutions.

The second focus of this capstone was on cost variation of social services delivered by government, as compared to those delivered by nonprofits through Broome County contracts. Their most significant finding was that from 2003-2008, contracted NFP agencies have provided roughly 85% of all county mental health and substance abuse services at a considerably lower cost per client rate, therefore helping to use tax dollars more efficiently. Recommendations include: 1) communicating cost analysis findings to community leaders, local government representatives, and general public to help disprove the myth that nonprofit organizations use tax dollars inefficiently; and 2) developing an ongoing relationship with the Binghamton University Public Administration Program, which will ultimately help tell the story of nonprofits in the region and improve ways that nonprofits relate to the community.

Survey: More nonprofits view real estate as revenue

The Business Review reported more nonprofits are looking at their real estate and seeing dollar signs, according to a national survey by CB Richard Ellis.

Nearly 300 association and other nonprofit executives who make decisions related to their facilities were surveyed.

This year, 39 percent of the respondents consider real estate as an alternate source of income, up from 34 percent last year. That increase is likely linked to the economic strain nonprofits are facing, the report says.

This year, more 501 (c)(6) organizations (42 percent) say they were looking at real estate as a revenue strategy, compared with 36 percent of the 501 (c)(3) organizations.

A 501 (c)(6) organization is a business league that seeks to improve conditions for one or more lines of business, while 501 (c)(3) organizations are charitable groups.

The responding organizations were most concentrated in D.C., Chicago and New York City. More than a third (38 percent) have been in their current headquarters space 10 years or longer. Read more here.

Governor Paterson Announces New Economy Job Plans

WBNG reported New York Governor David Paterson is looking to the Southern Tier to help lead the state into a new economy.

He met with local manufacturers and business leaders for an economic forum at Johnson Outdoors in Conklin.

The Governor's "New Economy Jobs Plan" is designed to use technology and innovation to create jobs.

Johnson Outdoors is an example businesses that can lead.
The company is currently contracted to develop and manufacture solar-powered military tents.

Paterson believes the region has the potential to produce similar projects in the future.
"Well, I think you can see from just the assorted different leaders of industry here that the

Southern Tier is prime to help lead this state back into this innovation economy." said Paterson.
Paterson unveiled the "New Economy Jobs Plan" in June.
The plan focuses on science, technology, health care and energy-based jobs.

Recession delivers a double blow to many charities

The Associated Press reported that for many social-service charities across America, the recession has delivered a staggering one-two punch. Sharp drops in donations and investment income have been coupled by soaring demand for their services.

The casualties so far include countless needy clients losing assistance and thousands of nonprofit workers who've been laid off. Some local charities have shut down; even many of the largest nationwide operations have made painful cutbacks in staff, spending and programs.

"Nonprofits are generally at the whim of the economy ... but we've never seen anything like this," says the Rev. Larry Snyder, president of Catholic Charities USA. "Increasing numbers of our own volunteers and employees have been forced to become clients of our services."

The cutbacks are forcing charities to rethink how they operate and make changes that are likely to outlive the recession. Nonprofits, like regular businesses, are learning to do more with less. Those that survive will emerge more efficient. Read more here.

Special Projects Committee Offers Insight to Other ED Groups on Ecnomic Impact

A joint meeting was held by the Oneida and Herkimer Nonprofit Executive Directors Group Steering Committee and the South Central NY Nonprofit Executive Directors Special Projects Committee to discuss the SCNY Group’s recent efforts around an economic impact study. The meeting, hosted by the Central New York Community Foundation, was attended by representatives from the SCNY ED Group, Oneida and Herkimer ED Group, and the Human Services Leadership Council in Syracuse. The main presenter and chair of the SCNY Special Projects committee was Joe Sellepack, Broome County Council of Churches Executive Director. Also, presenting was Katie McDonald, a Binghamton University master’s student working to help implement the study.

The discussion began with an understanding of why nonprofits were focusing on economic impact. In recent years, taxing nonprofits (whether by PILOT, a snow assessment fee, etc) has become an issue. With the downturn, nonprofits will be facing in more scrutiny and possible tax proposals. In response, the SCNY ED Group saw a need to communicate the economic impact of nonprofits on the local community and region. As Joe related, they also saw a need to make it more than about the numbers, and make a comparison to what the real costs would be if their services weren’t provided. The Special Projects Committee was formed, and is examining how the nonprofit sector in the Broome region shapes the community and environment through social and human services, arts and culture, and environmental services.

The Committee has been spending a great deal of time and effort looking at past studies, not only locally but nationally. Hospitals have been a good source, and two state studies, in Michigan and New Hampshire, have been good models.

The idea for the study will incorporate two streams. The first is the financial information taken from nonprofits’ 990s, while the second will be the “social capital” they contribute. The study will show how nonprofits shape and contribute to the community narrative. The study will incorporate personal interviews to help demonstrate this piece. The study will hopefully subvert the forces that want to tax nonprofits, and show their clout, but also the rest of the story. The message will be much clearer and powerful as a group.

Joe Sellepack related that the Committee under the guidance of Binghamton University and two interns has spent much time developing their study protocol. They have decided to focus on range of nonprofits, which would include only organizations that file 990s and exclude very large nonprofits (hospitals, universities, etc) that would skew the study (and already do their own studies). In a sense, the study will give a voice to the small to medium-sized organizations.

The study is slated to take about 2 years. Much of the work is being driven by Binghamton University’s interns in the Public Administration Master’s Program.

A question was asked by Darlene Ford, ED for the Mid-York Library System, concerning the target audience and overall purpose for this effort. A number of reasons were offered by Joe and other participants: showing return on investment, advocacy, use for collaboration, joint funding projects, etc. The qualitative analysis will help show gaps and overlaps in funding and can figure in ways to help address and form partnerships.

In looking at why the Oneida and Herkimer ED Group should undertake such an effort, the Steering Committee members related a number of reasons. One was the conflicting messages in the Oneida and Herkimer communities coming from nonprofits. There needs to be a clear message and story around how nonprofits help and impact the community. Also, a study would show what would happen if nonprofits disappeared.

A part of the discussion was spent on recent efforts of the Human Services Leadership Council (HSLC) on an economic impact study. Susan Horn, the ED from Hiscock Legal Aid Society, offered some of the lessons they learned in a group study. A discussion continued about the different data involved with nonprofits, including how things are reported (outcome vs outputs). Joe offered that using personal stories will help illuminate some of the challenges of data that won’t mesh. Katie McDonald added that being clear about the data collection and analysis is key. She has been developing the study’s introduction and methodology. She also is gathering social and cultural impact pieces (social network and social capital). She related that the study will include the history of nonprofits in the Broome County region (for example, what happened when IBM left), and how they’ve developed.
Overall, there was agreement that the study could be a template for other nonprofits, and the Oneida and Herkimer ED Group plans to follow up with Joe in the fall about the protocol and info they develop.

New York unemployment rises to highest level since 1992

The Central NY Business Journal reported that the state's June unemployment rate increased to its highest level since October 1992, according to figures released today by the New York State Labor Department.

June's unemployment rate was 8.7 percent, up from 8.2 percent in May and 5.3 percent a year ago. For the month, the number of unemployed state residents jumped to more than 854,000, the largest number on records dating back to 1976.
After seasonal adjustment, New York State's private-sector job count decreased over the month by nearly 18,000, or 0.2 percent, to about 7.08 million. The job total has now dropped for 10 consecutive months.

Since the state's private-sector job count peaked in August 2008, New York has lost nearly 236,000 private-sector jobs, erasing more than half of the 400,000 jobs added during the last economic expansion from 2003 to 2008, according to the Labor Department.

Since June 2008, the number of nonfarm jobs in the Binghamton area decreased by 3,200, or 2.7 percent and the number of private-sector jobs decreased by 3,200, or 3.5 percent. The area's unemployment rate was 8.5 percent in June 2009, compared with 7.9 percent in May and 5.3 percent in June 2008.

Suggested Article: State Not Processing Contracts With Not-for-Profits on Time

AVRE ED Bob Hanye provided the following article for EDs:

Issues New Regulations to Ensure Organizations are Paid Interest Owed to Them
Provides Breakdown of Late Contracts by Geographic Region and Organization

State agencies report that state contracts with not-for-profit organizations were approved late 63 percent of the time. However, the Office of the State Comptroller's (OSC) data shows that the rate of late contracts may be as high as 87 percent, according to a report released by State Comptroller Thomas P. DiNapoli. This is forcing many not-for-profits to take drastic measures to keep their doors open. DiNapoli proposed new regulations to ensure not-for-profits are paid interest required by law when their contracts are processed late as well as recommendations to reduce late contracting.

"Not-for-profits operate on very thin margins,"DiNapoli said. "Those margins can disappear completely when contracts for services are held up. New York has an implicit compact with these organizations. They provide vital services for vulnerable New Yorkers and the state should ensure they get their funding on time. It's time for the state to live up to its end of the bargain. Our new regulations will help, but state agencies need to step up and act responsibly.

New York relies heavily on not-for-profits to provide services through grant contracts such as health care clinics, workforce development and mortgage foreclosure programs. The state currently has 30,764 active contracts with not-for-profits totaling $14.6 billion.

Persistent problems led the state to adopt a prompt contracting law in 1991 to expedite the contract process and payments for not-for-profits to help them avoid service interruptions and financial hardships. State law requires that these contracts be processed by state agencies within 150 to 180 days. Under a 2007 amendment to the law, DiNapoli's office is required to report annually on how quickly state agencies process contracts for not-for-profits based on data that is self-reported by state agencies to his office.

DiNapoli found in 2008 that 87 percent of not-for-profits "contracts valued at more than $50,000 were not approved by the start or renewal date, forcing not-for-profits to perform services without a contract in place and without any payments. In total, OSC found 5,260 of 6,033 contracts, valued at $2.7 billion, were approved late in 2008 "an average of 184 days late" (see late contracts breakdown by region and organization). In recent months, an increasing number of organizations who were unable to make payroll, faced eviction or risked losing other funding because their state contract was significantly delayed contacted OSC about their problems. Only $144,906 was paid in interest to not-for-profits by state agencies for processing their contracts late in 2008, a 29 percent decrease from last year.

Senator Craig M. Johnson (D-Nassau) said "These critically important organizations fulfill vital services to our communities, while oftentimes operating on the thinnest of margins. This apparent institutionalized lack of sensitivity to them is inexcusable. I thank Comptroller DiNapoli for taking up this cause. With his leadership, I am confident that we will be able to force these much-needed changes.

"It is certainly disappointing to hear how significantly agencies are struggling to fulfill their obligations to renew contracts in a timely manner with not-for-profits, as well as to pay out the interest those not-for-profits are entitled to under law in cases of such delays. The state needs to start living up to its legal and moral obligation to treat these partners in government fairly, Assemblywoman RoAnn M. Destito (D/WF-Rome) said. "I am proud to support Assembly legislation to make permanent the Comptroller's oversight over agency compliance with the Prompt Contracting Law. The Assembly Committee on Governmental Operations held a hearing in Albany on June 15 to identify how we can take the findings of this report, and the experiences of not-for-profit institutions across the state, and work towards a truly equitable system where the community-based organizations who do so much critical work on behalf of our state agencies are no longer financially penalized for doing so.

Assemblyman Jonathan L. Bing (D-Manhattan) said "As the author of the 2007 legislation which attempted to strengthen the prompt payment law, I know the severe burden New York not-for-profits face in these uncertain economic times. These organizations are operating crucial social service functions throughout New York and deserve to know in a timely manner whether the state will be renewing their contracts to avoid suspension or termination of these important programs. I applaud Comptroller DiNapoli for bringing attention to this vital matter."

Ronald D. Soloway, chair of the State Non-Profit Contracting Advisory Committee and managing director of Government and External Relations for UJA-Federation of New York, said "UJA-Federation applauds State Comptroller Tom DiNapoli for his continuing resolve to improve the contracting process for non-profits in New York. This latest report, documenting that up to 87 percent of contracts are not processed on time, is a clarion call to fix this longstanding problem. In this very difficult economic environment, non-profit organizations do not have substantial access to the commercial credit markets and cannot self fund the state's obligations. As such, late contracting threatens the ability of the non-profit sector to meet the needs of the poor and the vulnerable. State government must act now and UJA-Federation is very pleased that Comptroller DiNapoli will take one step shortly by issuing regulations that will clarify requirements that state agencies must pay an interest penalty when contracts are not processed timely."

Susan K. Hager, president and CEO, United Way of New York State, said "United Ways urge Governor Paterson to eliminate lengthy contracting and payment delays to not-for-profit organizations. The not-for-profit sector is in the midst of a 'perfect storm' including major cuts in public funding and philanthropic contributions, loss of valued staff and volunteers, increased pension costs, new state disincentives to charitable giving for wealthy donors, and continued delays for contracts and payments. These challenges converge against the backdrop of a veritable tsunami of requests for help from New Yorkers in need. Not-for-profits look to state leaders for a solution."

Richard E. Barnes, executive director, New York State Catholic Conference, said "New York State Comptroller Tom DiNapoli has again demonstrated his commitment to resolving the problems surrounding the state's contracting for services provided to people of this state. When state government addresses a need of the people, both lawmakers and the recipients of the services expect efficiency in the process of providing those services. Delays in the processing of contracts, and the resulting financial burdens placed on nonprofit providers who have to borrow money to cover the cost of the delays, should not be the enduring hallmark of how this system operates."

After issuing the first Prompt Contracting Annual Report in June 2008, DiNapoli's office initiated a wider probe into the persistent problems that not-for-profits experience when contracting with state agencies. His office examined a sample of 95 late contracts between not-for-profits and state agencies approved over a four-month period in 2008 and found:
• New contracts examined were approved almost nine months after the contract start date;
• Renewal contracts were approved in 233 days, far exceeding the 90-day time frame in state law;
• State agencies failed to notify not-for-profits within 90-days whether their contracts would be renewed leaving these organizations with little time to plan for the funding loss; and
• No interest was paid to organizations. OSC estimated that approximately $102,000 in interest should have been paid to not-for-profits, as required by state law. However, because of ambiguities in the law, state agencies failed to make these payments.

DiNapoli's office has filed regulations that would clarify these ambiguities and should result in increased interest payments to not-for-profits. There is a 45-day comment period before the regulations may be finalized. DiNapoli also made several recommendations to improve the process including:
• State agencies must prioritize not-for-profit contracts and ensure sufficient resources are available to allow for contracts to be approved prior to their start dates;
• State agencies should change the April 1 start dates for grant contracts so that the processing of contracts is not affected by the timeliness of the state budget;
• State agencies should work to clarify and simplify contract submission instructions for not-for-profits through increased outreach and guidance;
• State agencies should document common mistakes made by providers during the contracting process and propose solutions;
• The Prompt Contracting Advisory Committee should continue to meet regularly to identify ways to improve the process;
• The Office of Technology and the Division of the Budget should ensure that future state agency financial management systems are designed to assist state agencies in the timely execution and reporting of grant contracts; and
• State agencies should provide OSC with the notification letters of their intent to renew or terminate contracts, as required by law.

Nonprofits Employ Tougher Measures as Downturn Deepens

The Nonprofit Times has reported on a new Bridgespan survey (carried out in November 2008 and updated this past May) that reveals the negative effects of the economy on nonprofits has accelerated during the past six months.

Some of the key study findings in regards to nonprofits' responses to the downturn are:

• Working closely with existing funders to address challenges 79 percent this past November and 81 percent this past May;
• Redesign programs to achieve outcomes in a less costly manner: 59 percent in November and 67 percent this past May;
• Examine and improve key processes and structures in increase organizational efficiency 48 percent in November and 62 percent this past May;
• Have a clearly defined contingency plan 59 percent in November and 67 percent this past May; and,
• Consciously identify key positions and shift resources to keep these positions filled.

Read the Nonprofit Times article here.

SCNYED Special Projects Committee Meeting Notes

5/15/09
Present: Joe Sellepack, Allison Alden, Joe Slavik, Daryl Newvine,David Karre, Ron Charsky, Katie McDonald, Mike Kvassay

Joe provided an update from the last meeting of the entire group. He reviewed basic information concerning our interns – Katie and Mike. He noted that it is important for both Katie and Mike to be working together with our group and their projects. Darrel began a conversation about research. What needs to be considered and what might be included in the results. Also, how will this information beshared with the entire group and how can methodology be made useful for smaller NPOs.

We discussed classification schemes. Katie has researched some information and shared that electronically with the group. We again discussed some of the issues relating to the New Hampshire and Michigan studies, noting that the NH study is likely very similar towhat we’d like to do.

We also wondered – have we defined what our “service area” is? NO! Considered it to be 4 counties – Broome, Tioga, Chenango and Delaware

Allison mentioned topics we need to be certain re included: benefits to individual; benefits to organizations, and benefits / inputs to larger social issues, such as short-term and long-term solutions to hunger. Ron mentioned we also need to consider “who is our customer”.Joe S. noted this is important, but we also need to balance “customer wants” with the concept of “public good”. Allison noted we also need to have a “face” to represent the public good. She also noted we need to identify our assets that help us meet our goals. Joe S. mentionedwe need to look at Community events that help us meet our goals, such as SpeidieFest and CHOW walk, etc. It was noted that the Harwood document relates to this issue.

ITEMS TO DO:

• a draft of a 1-page “flyer” outlining the program (David will do)
• a draft of an “ask letter” for financial and organizational support(Joe S. will do)

Allison began a conversation about the funding issue for the project... It was noted that Jerry Putman from Decker noted that foundations will be looking for impact. The idea was also discussed with Donna Hill. She felt it might be a tougher sell than we thought, as foundation’s are more focused on the outcome that might identify where there’s duplication of services which could lead to possible consolidation. She did note however that foundations were open to additional information gathering. Allison noted that it is critical to remember that “shared services” does not mean the same as consolidation. Darrel noted that we may not need foundation funding if enough participants help underwrite the cost of the entire project. David mentioned we also need to look a6t corporate funding, the way NH did.

Darrel began a conversation of the project, noting we have 2 internsfor 300 hours. And he asked – what do we want them to produce? Joe S.mentioned that Broome Council of Churches is looking for Katie to create a framework / design plan to pass on to the next person. Allison noted that Katie’s project is more “qualitative” while Mike’s project with Darrel and Family Enrichment Network is more “quantitative”. It is anticipated that we will need 1 intern in the fall, 1 intern in the spring and 3 interns in the summer to “complete”the project

Darrel asked – what do we want Mike to do re: financial impact? We will need local demographics (population, homes, ethnicity, etc). Allison noted we need to see what has been done and is available sothat we might borrow methodology from that and determine what might be consistent with what we want. Ron noted we need to have interim reports to be sure we’re all moving forward together. Allison wondered what local data might be currently available, and Katie will followup.

Katie noted she’s been reading lots of information / articles and will be posting some to the group next week. Some of these will relate to a “philosophical overview” of such studies.

Next meeting of the Special Projects group will be 6/2 at 2pm atBroome County Council of Churches. The next meeting of the entire group will be 6/16 at 8:30am at AVRE.

N.Y. jobs continue to decline, but unemployment rate improves in April

Private-sector employers continued to cut jobs across the Empire State, but the unemployment rate improved slightly from March to April, according to the latest monthly report issued today by the New York State Department of Labor.

The state's seasonally adjusted private-sector job count decreased over the month by 15,600, or 0.2 percent, to 7,125,200 in April 2009. Since the state's private-sector job count peaked in August 2008, New York has lost 189,000 private-sector positions, erasing almost half of the 400,000 jobs added during the state's last economic expansion from 2003 to 2008.
The unemployment rate improved slightly from 7.8 percent in March to 7.7 in April. That compares to 5 percent in April 2008.

The job picture was similar in Central New York's main cities in April, but with unemployment rates improving by larger margins compared to the March numbers.

In the Binghamton region, the number of private-sector jobs decreased by 2,500 over the last year. The area's unemployment rate was 7.7 percent in April, compared with 8.6 percent in March and 4.8 percent a year ago.

The nation's unemployment rate was 8.9 percent in April, up from 8.5 percent in March and 5 percent a year ago.

Made in Greater Binghamton: Sheltered Workshop

NewsChannel 34's Steve Craig visits a factory where the workforce of more than 300 is busy, despite the recession.

Since it's founding in 1942, the Sheltered Workshop for the disabled has never been about making profits for shareholders. This nonprofit exists to provide meaningful work, to people with a wide range of disabilities, which translates into an equally wide range of products. Some workers build electrical assemblies sold at home improvement stores. Others package colored paper and books that end up on shelves at discount outlets.

"We're a subcontract manufacturer, and we just want to be a good subcontractor. A low-cost alternative for anybody that needs work done, and we'll provide quality work, we'll do it on time, and we'll do it at a good cost."

The operations that add the most value to finished products, involve wire. Adding connectors and terminals, and cutting it to size, and bundling it into complicated cables and harnesses.

"If you ride subway cars in New York City or Boston or New Jersey or Washington or California our wire will be in there. Electrical wire prepared for installation is in those cars. Anywhere from 12 miles in a New York City car, to 20 miles in some of those New jersey cars." Electrical assemblies built here also wind up in military and civilian airplanes. Snowmobiles, blood analyzers, automated pharmacy dispensers, and EZ pass toll booths.

CEO Ron Charsky says most of those industries are weathering the recession, or even in the case of mass transit cars, growing, because of federal stimulus money." So the diversity's saving us right now because we're not in any one big time and I think that's the challenge. And it's great to work with the people by the way, so that's why we're all here is we're very proud of the people." The labor of the Sheltered Workshop's disabled employees creates an estimated 3 million dollars of product value, every year.

Quick and easy way to communicate your nonprofit's economic impact

The American Association of Museums has created a online form that will send out an e-mail communicating a museum's economic impact to political officials. The form asks for information, which is then translated into the letter template below. This is a simple and easy way for a nonprofit to get the word out about their economic impact on the region.

The questions are:

• How many people does your museum/organization employ in your community?
• What is your museum/organization's annual budget?
• How many visitors does your museum/organization serves each year?
• What percent of those are out-of-town visitors? (provide an estimate)
• How many schoolchildren visit your museum/organization each year?
• What is your museum/organization's average admission fee?

Does this idea have potential for the SCNY ED Group? Share your thoughts here.

Message Preview
[Your information will be inserted here]
Prefix Firstname Lastname
123 Street Address
MyCity, St 12345

April 28, 2009

[The Official's information will appear here]
The Honorable Firstname Lastname
123 Street Address
Washington, DC 12345

Dear [Official's Title and Name will be inserted here]:

I am writing to express my disappointment about a recent amendment (S. Amendment. No. 309, offered by Sen. Tom Coburn) barring any museums, zoos, and aquariums from receiving any funds through the economic stimulus bill.

Museums employ more than a half-million Americans, spend an estimated $14.5 billion annually, and rank among the top three family vacation destinations. In fact, visitors to cultural and heritage destinations stay 53% longer and spend 36% more money than other kinds of tourists. Unfortunately, the economic downturn has forced museums to struggle just to maintain essential services.

I would like to provide for you a Community and Economic Impact Statement for my institution, the [UserField3]:
- [UserField3] employs [MergeField1] people in our community;
- Each year, [UserField3] spends $[MergeField2] on goods and services in our community;
- [UserField3] serves [MergeField3] visitors each year, including [MergeField4]% from out of town;
- [UserField3] serves [MergeField5] schoolchildren each year through school visits to museums;
- Admission fee: [MergeField6].

Museums are also critical partners to school districts. Many work with school districts to both train educators and help teach the curriculum. Many offer after-school programs for at-risk youth. Zoos and aquariums have tremendous public benefit for environmental education and wildlife conservation.

Please consider the economic impact that museums, zoos, and aquariums have on our community. They are in fact economic engines and a vital part of our nation's educational infrastructure, and will be critical in the economic recovery of cities and localities.I look forward to hearing your views on this issue.

Sincerely,
[Your name will appear here.]

More nonprofits merging to stay in business

Experts say recession-driven cuts in donations and funding are fueling an acceleration of nonprofit mergers, the Boston Globe reported April 15 (see nonprofit mergers story). The Boston Foundation has been encouraging nonprofits to look at partnering as a strategy for surviving the recession, and some officials say too many nonprofits operate in Massachusetts to survive.

Nonprofits work to avoid layoffs

As nonprofits continue to be squeezed by rising demand and falling revenue, many nonprofit operations executives are hoping cost-cutting measures will forestall layoffs, a new report says.

Most chief financial officers and chief operations officers surveyed by Bridgespan say layoffs are a last resort and worry that losing staff would mean a decrease in services for constituents.

To keep layoffs at bay, many nonprofits are instituting one or more cost-saving measures:
* Redeploying staff and volunteers to other areas, primarily fundraising
* Renegotiating contracts with vendors, many of which would rather alter terms than lose business
* Cutting staff salaries, benefits and bonuses, and mandating furloughs
* Consolidating operations
* Increasing communications and transparency with all stakeholders
* Grooming volunteers to take on jobs formerly handled by staff
* Soliciting help from board members in fundraising, planning and other areas
* Looking for ways to retain their best staffers

Bridgestar is a program of the Bridgespan Group and works boost leadership in the nonprofit sector.

With fewer donations and declining investments, nonprofits are thinking creatively about cutting costs and raising revenue

The Wall Street Journal featured an article by Shelly Banjo about how different nonprofits are responding to the economic crisis.

When your mission is serving the needy, tough times can be doubly difficult: More people need help, but you have fewer resources.

Nonprofit organizations -- facing cuts in government aid, investment losses and a decline in donations -- have been experimenting with new ways to stay afloat. Besides cutting costs and eliminating waste, they're thinking more creatively about how to use volunteers, garner new donations, strengthen ties with existing donors and create projects that generate additional income.

"Necessity is the mother of invention," says Melissa Berman, president of New York-based Rockefeller Philanthropy Advisors. "As financial resources dry up, people have the impetus they need to be creative about where to get help and how to keep their mission going."
Here's a look at the strategies some charitable organizations are using:

Special Olympics
Looking Beyond Cash
The organizing committee for this year's Special Olympics World Winter Games in Idaho faced a $33.5 million budget shortfall about 18 months before the February event. It had to "get creative...and ramp up quickly," says Bruce Schrepple, chief financial officer of the U.S. Games Organizing Committee. The key was finding resources other than cash to make ends meet.
The committee began by tackling staff-related costs. It reduced plans for paid staff members to 60 from 120 and made up for that by intensifying its volunteer-recruitment efforts. It tapped volunteers from local nonprofits, the National Guard, the Defense Department and AmeriCorps, a nationwide community-service network.

Nonprofits may be able to rely more on volunteers now because many people who have been laid off, some with lucrative severance packages, "are seeking new opportunities to give back," says Garvester Kelley, a vice president at the Nonprofit Finance Fund, a nonprofit financial-advisory service.

Nonprofits can also reach out to businesses for help in the form of goods and services, rather than cash, Mr. Kelley says. For instance, to train the volunteers for the Special Olympics, the organizing committee was able to replace a costly two-week, on-site program with an online training program designed free of charge by Brainshark Inc. of Waltham, Mass. The committee also found companies and governmental agencies that were willing to provide the Games' information-technology staff, computers, and food and beverages.

Nonprofits looking to employ this strategy "need to be as specific as possible about what they need" from both the companies and the volunteers to "make sure you are getting something you can actually use," says Lucy Bernholz, founder and president of philanthropy consulting firm Blueprint Research & Design Inc. of San Francisco.

Also, processing donations of goods and services and organizing volunteers for the Games took time and training, something nonprofits need to be aware of and prepared to handle, says the organizing committee's Mr. Schrepple. Read more here about other nonprofits and how they are coping.

Growing Opportunities In Tough Times

WBNG featured Broome County Council of Churches in their recent coverage of the 22nd annual Binghamton Business Show, which featured more than 150 local companies. Action News reporter Erik Burling related why businesses say now is the perfect time to position for future success.

Saving money and time is just the strategy companies are looking for to cope with a struggling economy.
Still, many small businesses at the Greater Binghamton Business say now is not the time to cut back on marketing.

"In a tough economy it's important to do things like this because you need more customers. And in the economy people are looking to shop and find people that are a good value for the dollar they spend," said Jamie Hess of Computer Emergency Room.

Even non-profit organizations are showcasing their services.
The Broome County Council of Churches is connecting with other groups to accomplish similar missions.

"It's very important for connections. Not just for us at the council, but for all people in the community," said Judy Hipes of the Broome County Council of Churches.

"With the national economy in the gutters, many companies say there's a wealth of opportunities for growth in Greater Binghamton," said Action News reporter Erik Burling.
"The community at large wants to support local business. So, I think if they have a chance to do local stuff they will," said Rebecca Mackay of Horizons Federal Credit Union.

Support business and buy local.
It's what people are doing when making their way through the maze at the Business Show.
The business show is organized by the Greater Binghamton Chamber of Commerce.
This year's theme was "Discover Your Business, Right in Your Own Backyard."

Job losses continue in Binghamton

The Central NY Business Journal reported that New York and Upstate continued to lose jobs in March, with the Syracuse, Utica, and Binghamton areas all posting declines in private-sector jobs last month.


New York lost 33,000 private-sector jobs in March. The unemployment rate was 7.8 percent, the same as February after seasonal adjustments. Unemployment was 4.8 percent in March 2008.

In the Binghamton region, the unemployment rate decreased from 9 percent in February to 8.6 percent in March. The rate was 5.7 percent a year ago. The number of private-sector jobs decreased by 2,100.

Syracuse's unemployment rate also dropped from 8.9 percent in February to 8.5 percent in March, compared to 5.7 percent a year ago. The number of private-sector jobs decreased by 3,000.

The unemployment rate in the Utica-Rome area was 8.3 percent in March, down from 8.8 percent in February and up from 5.9 percent a year ago. The number of private-sector jobs dropped by 600.

Unemployment rates declined in all three regions after seasonal adjustments.

"Although New York State's unemployment rate held steady in March 2009, current evidence suggests that the national economic downturn will likely continue to negatively affect the state's labor market in the coming months," Peter Neenan, director of the Division of Research and Statistics with the State Labor Department, said in a news release.

The nation's unemployment rate was 8.5 percent in March, up from 8.1 percent in February, and 5.1 percent a year ago.

SeeThroughNY tax spending website is new resource for nonprofits

SeeThroughNY gives New Yorkers a clearer view of how their state and local tax dollars are spent. This site is sponsored by the Empire Center for New York State Policy, part of the non-partisan and non-profit Manhattan Institute for Policy Research.

SeeThroughNY is a web portal designed to become the hub of a statewide network through which taxpayers can share, analyze and compare data from counties, cities, towns, villages, school districts and public authorities throughout New York. You can search government payrolls, contracts, expenditures, and links to additional information and supporting material on other websites. For example, search your village or city to see what member items were awarded or benchmark your village, city or county against others. This is a great resource for nonprofits, and could be helpful in articulating region-specific needs.