Central New York Philanthropy Center officially opens today

A downtown Syracuse landmark built in 1917 as a private club for college-educated men begins a new chapter today as a hub for local charitable groups.

The former University Club building at 431 E. Fayette St. has been transformed into the Central New York Philanthropy Center, a new home and meeting place for nonprofits. The Central New York Community Foundation, the area’s largest endowed philanthropic foundation, bought the three-story Georgian Revival building in 2009 for $1 million and has spent $3.5 million renovating it.

The building will serve as the foundation’s headquarters. It is leasing space in the building to other nonprofits. Tenants lined up so far include the Junior League of Syracuse, the Allyn Foundation and the Community Health Foundation of Western and Central New York.

The Central New York Community Foundation moved in last week and will officially dedicate the building at a ceremony today. The foundation, which had leased space in the Chimes Building at 500 S. Salina St., expects the new location to increase its visibility. “This creates a storefront presence in a prominent place downtown,” said Peter A. Dunn, the foundation’s president and chief executive officer. “It also raises the visibility of philanthropy and giving in general in the community.”

The foundation began looking into the possibility of buying a building two years ago. Community foundations in other cities such as Rochester, Providence, R.I. and Grand Rapids, Mich. have bought buildings and turned them into philanthropy centers, Dunn said.

When the former University Club building went on the market, it seemed perfectly suited for the foundation, according to Dunn. “The building speaks to legacy and stewardship,” Dunn said. “It speaks to sustainability in terms of recycling a historic building for current purposes. It allows us to convene and bring folks together.”

Continued at syracuse.com

Job Opening: Resident Services Director, Syracuse Housing Authority

The work involves responsibility for coordinating and supervising the development, implementation, monitoring, and evaluation of a variety of agency programs. Emphasis is on programs which are designed to improve resident self-sufficiency, promote good resident-management relationships, and communicate SHA’s mission to the community. Work is performed under the general direction of an administrative supervisor with considerable leeway given for the exercise of initiative and independent judgment. Supervision is exercised over the supervisors of the various programs. Does related work as required.

Typical Work Activities

• Coordinates SHA’s grant funded service programs for residents that are intended to provide for the health, education, employment and social service needs of SHA’s tenants and improve residents’ self sufficiency. Programs include HUD’s Ross Grant Service Coordination Program, Neighborhood Networks computer centers for residents, Elderly Services nutrition and health programs, SHA’s social work program, and programs that provide support services for SHA’s resident organizations.
• Assists staff in planning and organizing new programs and modifying existing programs based on the needs of the residents, available community services and available funding.
• Prepares project proposals and budgets to obtain funding for programs; researches possible sources of grant funding.
• Supervises staff by assisting in program development and implementation, setting goals and performance standards, coordinating work among the various programs and evaluating program results in meeting program performance standards and goals.
• Acts as a liaison with outside agencies and community partners for joint program development.
• Represents SHA at various community functions to exchange information or develop community partnerships with other agencies.
• Assists the administration of SHA in the development of policy, procedures and an ongoing strategic planning program.
• Assists the administration of SHA in the development and implementation of programs designed to communicate SHA’s mission and services to the community, including marketing initiatives through promotional literature, internet and related electronic formats. Coordinates the development of web content, pamphlets and branding materials with staff and vendors and assists with the preparation of SHA’s annual report.
  

Full Performance, Knowledge, Skills, Abilities and Personal Characteristics

• Good knowledge of the characteristics, needs and interests of public housing residents Thorough knowledge of community agencies, facilities and services which can be utilized to aid residents.
• Good knowledge of accepted case management techniques.
• Good knowledge of federal, state, and local housing regulations as they apply to agency programs.
• Good knowledge of the principles and practices of public administration.
• Working knowledge of public information and relations techniques.
• Ability to cite objectives and to plan and develop programs to meet these objectives, including the ability to prepare program proposals and budgets.
• Ability to plan, organize and direct resident activities.
• Ability to supervise employees.
• Ability to communicate effectively both orally and in writing.
• Ability to establish comfortable and effective relationships with others.
• Ability to secure the cooperation of others.
• Ability to successfully work with and serve a diverse local community.
• Initiative and resourcefulness, tact and courtesy.
• Physical condition commensurate with the demands of the position.
  

Minimum Qualifications

• Graduation from a regionally accredited or NYS registered college or university with a Master’s Degree in public administration or human services or resources and three (3) years of professional level work experience in , public administration, human service or community service agency administration, community planning or management planning in a public sector agency or its equivalent in the private sector; or,

• Graduation from a regionally accredited or NYS registered college or university with a BA degree in public administration or human services or resources and four (4) years of professional level work experience in , public administration, human service or community service agency administration, community planning or management planning in a public sector agency or its equivalent in the private sector; or,

• Eight (8) years of professional level work experience in public administration, human service or community service agency administration, community planning or management planning in a public sector agency or its equivalent in the private sector; or,

• A satisfactory equivalent combination of training and experience as defined by the limits of (A), (B), (C) and (D).

REGISTER NOW: CNY Fundamentals of Continual Improvement, Registration Deadline: November 22, 2010

The Community Health Foundation of Western & Central New York is pleased to sponsor a 2-day workshop for health and human service providers in Central New York on quality improvement:

FUNDAMENTALS OF CONTINUAL IMPROVEMENT: Converting Knowledge into Action for Improvement
(Part of a series of quality improvement training and capacity building programs for health and human services providers in Central New York)

Dates: Monday, November 29^th, 9:00AM - 4:30PM and
Tuesday, November 30^th, 9:00AM - 3:00PM

Location: Doubletree Hotel Syracuse
6301 State Route 298
East Syracuse, NY 13057

Workshop Overview: The aim of the workshop is to build improvement capacity and practical know-how for health and human service providers working in a variety of settings. The workshop is organized as action learning, so participants will work on a project they bring with them from their own organizations. The workshop will cover practical applications of the robust Model for Improvement (API, 1996). Participants will learn how to construct an aim or purpose statement and then scale an improvement project for results. They will develop capacity in how to measure results to understand whether and how much improvement they achieve and, finally, how to design, conduct and evaluate changes.

Eligibility: The workshop is open to managers, staff and practitioners from health and human services providers in the CNY counties served by the Community Health Foundation; Cayuga, Cortland, Herkimer, Madison, Oneida, Onondaga, Oswego and Tompkins. We encourage you to identify a group from your organization who will attend the workshop as a team and work on an improvement project together.

Workshop Registration: Registrations will be accepted on a first come, first served basis. Effort will be made to accommodate up to five participants from each organization. Registration forms (attached) will need to be signed by all workshop participants and the Executive Director (or the equivalent) to demonstrate the organization’s commitment to implementing quality improvement. There will be no charge for this workshop.

Deadline for registration is Monday,
November 22nd at 5:00pm.
Fax your completed registration form to 716/852-3131.

Rich O'Donnell Symposium

Engaging Family Members in a Group Home Setting: A Panel Discussion

Date: December 1, 2010
Registration & Refreshments 9:00 am—9:30 am
Seminar 9:30 am—12:00 pm
Location: Enable
1603 Court Street
Syracuse NY 13208

The objectives of this training symposium are:
• To sensitize attendees to the needs and concerns of residents’ parents and other family members
• To give concrete tips and examples of successful interaction strategies
• To enhance attendees comfort when dealing with residents’ families
Panelists: Hillery Schneiderman (David’s mother), Dale Morrow (Sara’s father), Michelle Stone (Tim’s mother)
The Rich O’Donnell Symposium is a special training opportunity for direct service providers working
with adults with developmental disabilities in group homes (IRA, ICF, CR, etc.).

Space is limited! Please register by November 24.
Questions? Contact Deb Oonk at (315) 410‐3384 or doonk@enablecny.org.

The Arts as an International Force for Change

Twenty-five Chinese Ministry of Culture executives just left my office. It was exciting to learn about Chinese cultural investment in projects -- from massive contemporary visual art colonies in Beijing and Shanghai to an exploding phenomenon of cultural festivals in cities and villages throughout their colossal country. They in turn were eager to learn how the arts industry is structured and supported in the United States. As they were leaving my office, 35 French, Belgian and Spanish business leaders arrived with the cultural officer from the French Embassy. They, too, were excited to learn how the arts industry is supported in the United States.

Last month, I was brought in to speak to arts groups and government and business leaders in Amsterdam; other Americans for the Arts staff members went or will go to Brussels, London, Korea, and Germany just this fall. Each of these countries wants to learn how the arts industry in America is supported and how private sector giving to the arts works. They are especially curious about how business donations "flow" into the bank accounts of U.S. arts organizations, and to capture the compelling arguments that motivate elected officials to "shower" the arts with public dollars and supportive policymaking in America.

What is going on? World governments are increasingly excited about the economic power of the arts and the value of cultural exchange in a changing world. Because the prodigious levels of government support in Europe and Asia are diminishing, they want to better understand our American advocacy techniques. And as they observe the sea of corporate logos on the backs of most U.S. performing arts programs, they want to know America's secret to eliciting substantial business support for the arts.

However, the leaders from these other countries are often quite disappointed when I tell them that the result of our mightiest, most sophisticated advocacy efforts generates just 9 percent of the total income for U.S. nonprofit arts organizations. Equally disappointing is that private sector support in America is only 31 percent, mostly from individuals. Business support -- despite all the logos and brand recognition -- is only about 5 percent. Yet these foreign leaders and delegations keep coming because they see the breadth of creative and innovative arts organization we have here. They see the freedom of ideas, the variety and the sheer pluck and entrepreneurial spirit of America's arts community.

In September 2009, at the Sundance Preserve, Robert Redford and I convened our fourth National Arts Policy Roundtable for CEOs, elected officials and opinion leaders to discuss how the arts strengthen 21st century global communities by helping create better understanding and stronger relationships between the U.S. and the world .

Thinking about this 21st century global marketplace, four key cultural imperatives jumped out:

1. The arts are a global economic force.
2. The arts are an aggressive part of today's international competitive marketplace.
3. Improved cultural understanding is essential in international dialogue.
4. The arts make dramatic contributions to our national security.

The report complements what has been a recent growth of dialogue and interest in making a case for the strength of the arts in U.S. diplomacy and with key decision-makers. Margaret (Peggy) Ayers at the Robert Sterling Clark Foundation has pioneered groundbreaking research on our private sector's role in supporting U.S. cultural exchange. Former Congressman John Brademas, with his Brademas Center for the Study of Congress' Project on Cultural Diplomacy at NYU, is spearheading an effort to reinvigorate Congress' role in supporting the arts in our cultural diplomacy efforts.

From the Huffington Post. Read more here.

Nonprofits Have Big Role in State

As Governor-Elect Andrew Cuomo and legislators shape their plans for New York next year, they should pay close attention to the state's vibrant not-for-profit sector, as it is the standard-bearer for innovation and service to the state and its people. The 80,000 not-for-profit organizations in the state play crucial roles: leading efforts to prevent or cure disease, alleviate poverty, advance education, address environmental and social concerns, and ennoble through culture.

New York's robust charitable sector, including such powerhouses as Columbia University, Sloan-Kettering, the Red Cross, the Ford Foundation and Lincoln Center, as well as community-based organizations, such as local drug-prevention programs, small community theaters and religion-based charities, help fuel the state's economy, generating over $150 billion in revenue annually and employing hundreds of thousands of New Yorkers. Second in size only to the government as an employer in the city, the nonprofit sector provides more jobs than the financial and insurance industries combined.

Working together, state government and nonprofits can help maintain our state's primacy as innovator, incubator and magnet for investment. Here's how.

* Adjust taxes to encourage more giving. For example, reward taxpayers for increases in year-over-year charitable giving and incentivize artists to donate their work to charity auctions in support of good causes.

* Promote regulatory, administrative and legislative reforms that make it easier to start and operate nonprofits, especially in high-tech, medical research and green industries.

* Encourage and facilitate partnering among nonprofits and between them and for-profit businesses. For instance, provide a clearinghouse so that environmental groups can pair up with green-tech businesses or so arts-in-education organizations can collaborate with founders of charter schools.

* Incentivize nonprofits to hire recent college graduates to fill needed roles while they learn important lessons about professional development and social responsibility.

* Rearrange state budgets with existing charitable resources in mind. For example, recalibrate school aid and Medicaid expenditures so that public spending on students, the elderly and the disabled complements and stimulates private nonprofit resources and support.

* Safeguard against encroachments on sales- or property-tax -exemptions, which would hurt already-stretched hospitals, elder-care facilities and YMCAs.

* Promote visibility for worthy nonprofits by providing voluntary check-offs on state tax forms.

* Include nonprofit destinations in the state's promotion of tourism and convention activity.

* Make nonprofits part of New York's federal lobbying strategy.

The public's trust in state government may be at a low ebb, but public support for nonprofits endures. By recommitting himself to the well-being of our valuable nonprofit institutions, Mr. Cuomo can take important steps toward reclaiming the state's role as a national beacon and perpetuate its highest ideals.

by Lesley Freidman Rosenthal, for original article click here.

Funding Available for Park and Trail Groups: Only One Week Left to Apply

Parks & Trails New York is offering a new round of Capacity Building Grants for park and trail groups in New York State. The grants, of up to $3,000, can be used to assist with activities associated with organizational start-up and development, training, communications, and volunteer recruitment and management. The deadline for submitting applications is November 22, 2010.

For more information email Parks & Trails New York or call 518-434-1583.

Senator Gillibrand's Office: Grant Workshop Invitation

The Office Of

United States Senator
Kirsten Gillibrand

Invites you to attend:

Grants Workshop

TOPIC: How to Navigate the Federal and State Grant Process
for Non-profits and Faith-based Organizations

Thursday, November 18, 2010
10:30 A.M. - 12:00 noon

Carousel Center Skydeck
9090 Carousel Center Drive
Syracuse, NY 13290


*OPEN TO THE PUBLIC AND FREE OF CHARGE*

To RSVP and for additional information please contact
Colleen Deacon or Denise Williams-Harris
(315) 448-0470 or Colleen_Deacon@Gillibrand.Senate.Gov

Join us for the Central NY Philanthropy Center Open House on December 9th

Thursday, December 9, 2010

431 East Fayette Street
Syracuse, NY 13202

Featuring
Light refreshments & guided tours 2:00-6:00 pm
Short presentation at 5:00 pm

Register Here

Please consider bringing a non-perishable food item to this event
for our holiday food drive.


Contact Us
Central New York Community Foundation
431 East Fayette Street, Suite 100
Syracuse, NY 13202
www.cnycf.org
315-422-9538
info@cnycf.org

Human Services Leadership Council Meeting Friday Nov 12th

The next meeting of the Human Services Leadership Council will be
Friday, November 12, 2010
8:00 – 9:30 AM
United Way Building
518 James Street

Human Services Leadership Council

AGENDA
November 12, 2010
518 James Street; Rosamond Gifford Conference Room in basement
(enter from rear of building)
8 – 9:30 a.m.

Upcoming meetings: January 14, March 11, May 13

Introductions (with announcements)
Main Program – Guests: Renee Downey Hart & Ron Wright (Le Moyne Kaufmann Leadership Program)

Renee and Ron are on a “Listening Tour” of non-profits as a follow-up to the leadership series that they have offered at Le Moyne over the past several months. Le Moyne has received additional funding to support non-profits, and Renee and Ron would like to hear from non-profits about needs and interests for training and technical assistance.

Update on United Way: Frank Lazarski

Chair’s report: Randi Bregman

Treasurer’s Report: Mason Kaufman

Committee announcements:

Advocacy:
Liz Nolan
Mike Melara

Community/ Business Communications:
Sara Wall-Bollinger
Michael Crinnin

Internal Communications and Networking:
Aggie Glavin

Program and Training:
Susan Horn
Marsha Weissman

Randi K. Bregman
Executive Director
Vera House, Inc.
6181 Thompson Road, Suite 100
Syracuse, New York 13206
(315) 425-0818 ex. 204
www.verahouse.org
24 hour support lines
(315) 468-3260/ (315) 422-7273

Nonprofit Knowledge Matters: Advocacy as a Core Capacity

When we think of "capacity building," we most often think of training staff and board members - perhaps to be more effective fundraisers or to leverage technology to improve program delivery.

How often do we think of advocacy as a core capacity?

A nonprofit needs a clear voice that rises above the din to be effective at accomplishing its mission. Nonprofits need the capacity to communicate:

• how their work results in positive change
• why donors should support them, and
• who is helped by their work.

Often, nonprofits also need to communicate what action they hope their stakeholders will take in support of the nonprofit’s mission. These are examples of how nonprofits engage in advocacy!

Advocacy requires communications capacity: Does the nonprofit have the right technology to update its website and effortlessly send out attractive email blasts? Can the nonprofit maintain and easily update a database so that its communications are reaching the right audiences? Does the nonprofit employ staff or engage volunteers who are trained in media relations so that when the local radio calls and asks for a comment on a breaking story the nonprofit is prepared?

Advocacy may also require courage. How so? There are still many who do not think that advocacy is an appropriate role for nonprofits. The National Council is working every day to change that perception, and thankfully, more and more nonprofits, as well as those that support them, are aware that advocacy is a core capacity for any nonprofit.

The Capacity Building Hub on the National Council's website features resources that address building capacity for advocacy, including links to reports illustrating why advocacy is one of the best investments that a foundation can make in a nonprofit.

Read a recent study by the National Committee for Responsible Philanthropy that found that of the 20 nonprofits studied, "These nonprofits leveraged foundation grants that generated a $150 return for every dollar invested in their policy engagement efforts."

Measuring the impact of advocacy activities can be difficult.

We like the approach taken by the Innovation Network in its Practical Guide to Advocacy Evaluation that urges nonprofits not to measure the hoped-for-end-result of an advocacy effort such as ending hunger in our state (that could take decades to attain) but rather to focus on the contribution the nonprofit is making to the goal.

Nonprofits that shine a light on those contributions, even incremental ones, such as bringing local nonprofits to the same table with government officials, will capitalize on the momentum they create, and provide their stakeholders with a concrete example of the positive effects of advocacy in a community.

Does someone you know still think that nonprofits can't be advocates? Or that nonprofits, "can't lobby?"

Help them understand why advocacy is legal, needed, and easy.

Visit our website for more capacity building tools including:

• Communications and marketing resources.
• Ideas on capacity building for planning.
• Tools for self-assessments, analyzing costs of programs, and guidance for building a nonprofit's board.

NYSCA: Actors Fund Affordable Housing Survey

As a member of the professional performing arts and entertainment community, have you struggled to find affordable housing?

If so, the Actors Fund Housing Development Corporation (AFHDC) wants to hear from you.

NYSCA is working with AFHDC in their efforts to learn about the housing needs of the performing arts and entertainment community in the New York/New Jersey and Eastern Pennsylvania regions.

From now until December 6th, you can participate in a 10-minute survey to help them determine the unique affordable housing needs of entertainment professionals.

Your opinion is vital as your responses will assist AFHDC in determining interest, need, design, amenities and more! Your input, and the input of your friends, will move this project forward!

Take the survey now at www.ActorsFundHousingSurvey.org.

If you have questions or need more information, contact The Actors Fund Survey Team at 212.221.7300 ext 107.

For more on The Actors Fund, please visit www.actorsfund.org.

Spread the word and help us help AFHDC!

IDEAS Event Survey

The IDEAS Collaborative (Initiative to Develop and Engage Audiences in Syracuse) works with arts, cultural, heritage and entertainment organizations to increase community engagement, grow sustainable audiences, develop new marketing strategies and uncover opportunities for cooperation and collaboration. It is funded by the Allyn Foundation, Central New York Community Foundation, Gifford Foundation, Dorothy and Marshall M. Reisman Foundation and the Cultural Resources Trust of Onondaga County

If you’ve attended any event in Central New York we want to hear from YOU

http://www.surveymonkey.com/s/SYRACUSE-IDEAS

An essential part of a study on developing audiences in Central New York is connecting with the community and assessing awareness, perceptions, motivators, and barriers to cultural participation. Between November 4 and 15 we need to hear from as many people in Central New York as possible.

Please fill out the IDEAS survey either online at the link below, or by a hard copy – it will take only 10 minutes but provide us with a wealth of important information. To complete a survey by hand please visit your local library or contact us at 474-2489, ideascollaborative@gmail.com.

Each person who completes the survey is eligible to be entered into a drawing for a $250, $150 or $50 Wegmans Gift Card.

We want to hear from as broad a spectrum as possible - If you are part of a group or organization with a listserv, we encourage you to forward this survey information. Thank you for your help!!

http://www.surveymonkey.com/s/SYRACUSE-IDEAS

Keeping Your Board Engaged

From guidestar.com: As 2010 winds down, I wanted to answer a question that came up several times in response to my GuideStar Newsletter articles this year:

How do I keep my board engaged? Particularly if it's a statewide or national board?
This is a question I get all the time. Everyone wants their board to be engaged, but ...

What do you really mean when you say an "engaged board?" Do you want your board members to be just paying attention? Or do you want something more?

How's this for a definition: "Engagement is inspiring passion in someone so they will want to take action." (This definition of engagement comes directly from a terrific new book, The Dragonfly Effect, by Jennifer Aaker and Andy Smith, which I highly recommend.)

So let's reframe the question:

"How do I inspire passion in my board members—whether they are local or far flung—so they will want to take action?"

In order to do accomplish this larger goal, your board members need to know what your organization is trying to accomplish and what their role is to make it happen. This is a big shift for many boards. I find that organizations don't have a clear set of goals each year and don't know what they want their board members to do.

You need to be able to express your goals in terms of how many people you want to help, such as: "If we raise $250,000, we can help 1,400 families."

Instead, organizations often say, "We want to help as many people as possible." If your board members know exactly what your goals are for the year, then they can rally around them. Clear goals help define your organization's effort for the year. And clear goals give people something to strive for.

Here's a plan for you if you want to keep your board members fully engaged.

1.Be sure your board members know what you are aiming to accomplish this year.
Put it in real numbers. For example:
* How many kids will we send to camp?
* How many meals do we want to serve?
* How many scholarships will we award to bright young students?

2.Be sure they know what the impact will be if you can make your plan happen.
Put it in real-people terms and talk about the ultimate benefit. For example:
* We'll help kids who go to camp be healthier, have better self-esteem, and do better in school.
* We will help hungry people get nutritious meals right here in our community.
* We'll help our brightest minds so they can help solve tomorrow's problems.

3.Be sure every board member knows what his or her job is to make the plan happen.
If you want to keep them engaged, you've got to give them clear actions. Everybody gets to have a role in implementing your plan. For example:
* Some board members are in charge of phoning donors to say thank you.
* Others are seeking sponsors for your annual gala.
* Others are in charge of enlisting more volunteers.
* Others are serving on a task force to identify VIP prospective donors.
* Others may be serving on a governmental relations committee to strengthen your relationships with elected officials.

The deal is this: EVERYBODY on the board has a job and is in action for the cause.

4.Keep in close touch with your board members each week or month, letting them know of your successes.
* Success breeds success.
* Good news stimulates momentum and makes everybody happy.
* It encourages action.
* Peer pressure will also encourage everyone to step up and do their job, too.

Also ask for help frequently from board members if you need it. But ask for specific things.

Try these strategies, and see if your board doesn't get fired up!

Gail Perry, MBA, CFRE

Nonprofit Times TV

Nonprofit Times TV has a collection of webcasts and other videos directed specifically to nonprofits and their needs and interests. Videos cover not just current news, but issues such as fundraising, volunteer management, legal issues, and finance. Most videos are less than three minutes, giving necessary information without taking too much time. Users can also submit their own videos to share ideas with others in the sector.

Their current webcast discusses the loss of revenue of national nonprofit organizations and the Jerry Lewis telethon. Check out Nonprofit Times TV here.

Pushback for Syracuse Paper’s Use of Charity Navigator

Source: The Post Standard
Last week NPQ covered a story about the the United Way of Central New York’s Charity navigator rating which was the lowest possible at a “1”. They received the rating for two reasons—because their reserves were down below what is recommended and because their overhead was up—a not uncommon situation in these times of reduced charity. We asked the question then about the legitimacy of the rating during this time of extended recession and we heard back from a number of NPQ readers who felt the Charity Navigator system is flawed even in the best of times. Here is a subsequent letter to the editor from Daniel Moynihan, a CPA in the Syracuse area basically making the same point. He says the article fell completely short in depending upon the Charity Navigator rating for a reasonable assessment of the group’s financial health. “Did you actually consult with a financial expert, such as a certified public accountant, to review the financial results of the United Way of Central New York?” He asked, “I believe if you had, you would have learned of the pitfalls in the Charity Navigator reporting system and the overall financial strength of our local United Way.”

Nonprofit Quarterly is interested in hearing more about what readers think about the watchdog ratings systems in these times—pro and con. Weigh in.

Job Opening: Epilepsy Foundation Service Coordinator

POSITION AVAILABLE: Service Coordinator – Syracuse - Binghamton

PROGRAM: Medicaid Service Coordination

JOB DESCRIPTION: Responsible for providing support to individuals in a residential or community setting. Assisting in medical, financial, and housing needs including all aspects of the individual’s service plan. Arranging and conducting planning meetings, conducting evaluations, creating supports and services, networking for resources. Assist in creating a vision of needs and desires and working towards achieving the individual’s desired outcomes.

QUALIFICATIONS:

• Minimum of a Bachelor’s Degree in education or a human service related field, or

• Associate’s degree plus two years experience working with individuals with developmental disabilities.

• Valid, NYS Driver’s license. Personal vehicle for work use.

• Ability and willingness to travel several surrounding counties.

• Knowledge of OPWDD and TBI/DOH regulations highly desirable.

• Must pass criminal background check.

HOURS OF EMPLOYMENT: 35 hours per week. Must be flexible with scheduling to meet the needs of clients.

Please send resume to:

Epilepsy Foundation of Rochester – Syracuse – Binghamton
Attn: Human Resources
1650 South Ave. Suite 300
Rochester, NY 14620

Fax (585) 442-6305
Email hr@epilepsy-uny.org

Closing Date: November 15, 2010