With a population of 2.78 million, according to LIPA's 2002 survey, Long Island is a community with many contrasts. It contains high-income areas, as well as poorer neighborhoods; it is the home of wealthy residents, as well as people in desperate needs.

Long Island has over 1,000 nonprofit organizations and agencies, from grassroots PTAs to the well-defined United Way, seeking to improve quality of life and support those in need. Nationwide, 76% of charitable donations come from individuals. That percentage is mirrored on Long Island, with many acts of charity born in the hearts of average people, whether they serve as soccer coaches and cub pack leaders or make financial donations to the volunteer fire department and set up a charitable fund. In addition, Long Island is fortunate to have a corporate and business community that acknowledges its responsibility to those in its service area.

But difficult economic times, the ripple effect of the Stock Market downturn, dwindling government funding and the aftermath of 9/11 have brought about change in both the giving and receiving side of the philanthropic equation. "The core of money is less," says Patrice Frank, director of development at the Usdan Center for the Creative and Performing Arts in Huntington, "and nonprofits need to be aware that donors want to get good value for their investments."

At Usdan, Frank is seeing a move toward cooperative ventures as a way of making new programs attractive to corporate or government supporters. Usdan and the Heckscher Art Museum are partnering in a visual arts program, which serves an overlapping population and taps the resources of both organizations.

"It's easy to understand the needs for cancer care and research, but the arts need to be nurtured in children and young adults, too" says Frank. Acknowledging the great needs of the homeless and the hungry on Long Island, Frank notes that culture and the arts are often the "safety net for children," giving them positive outlets for expression and development of imagination and creativity.

November 21 marks the national Association of Fundraising Professionals' annual Philanthropy Day. This year's local event, sponsored by AFP-Long Island, will offer a full day of workshops, exhibits and vendors' presentations to assist fundraising and non-profit professionals, and during its luncheon, AFP will present its prestigious awards.

"Our 2003 honorees are extraordinary professionals in their own fundraising abilities and in sharing their expertise with others," remarks Frank, who serves as AFP Philanthropy Day chair. "To our honorees, we say, Bravo! You deserve to be recognized and applauded."

"Everybody can play a role in philanthropy," Frank adds, not only through monetary donations, but also through "volunteering their time and energy Ð that's the other part of the heart and soul of philanthropy and a critical lesson for our young."

Networking Magazine congratulates the Philanthropy Day honorees. Here, they share their thoughts on such subjects as Long Island's critical areas of need, the challenges they face as fundraising professionals, new trends in philanthropic giving, and what charitable giving means to their recipients.

Agnes and John Funk Outstanding Philanthropist Award

"Anybody who's a volunteer, anybody who's a donor, anybody who gives of his/her time, should be treated with respect by the staff they assist," remarks Agnes Funk, whose charitable endeavors date back to when she was 8 years old and helped the neighborhood moms care for their babies. Together with John, the couple volunteered countless hours and dollars during their working years and retirement. In recent years, Agnes approximates that they donated $200,000 of their personal funds annually. Noting that the tax laws hamper charitable giving, Agnes calls for a change in the income tax laws to raise the amount individuals, businesses and corporation can donate to charity, while receiving a commensurate deduction. Agnes and John's long service began at the Catholic Club at St. Matthias in Ridgewood, Queens. In retirement, they offered their assistance to Meals on Wheels. The couple's philanthropic work touched a number of worthy organizations, including St. Mary's in Roslyn and the National Center for Disability Services. They ran the annual barbeque for Schneider Children's Hospital. At the Long Island Philharmonic, both served as non-paid guest conductors, as well as distributed flyers, collated mailings, staffed the gift shop and coordinated Christmas parties. Their hearts opened to children in need and their support benefited St. Mary's Children and Family Services in Syosset and St. Christopher Ottilie. Through the Gift of Life donor program, the couple personally sponsored 12 children from developing countries for heart surgery. Agnes tips her hat, too, to the philanthropic efforts of individual and corporate donors who assist area hospitals in their service to the poor. Concerned with the plight of the poor and unfortunate in our neighboring countries to the south, Agnes and John supported Hermandad, a venture to bring fresh water down from the mountains in Central America. The endeavor made it possible for villagers to grow vegetables and begin their own market. And just last spring, Agnes sponsored a dinner to raise awareness of the contributions of people of Hispanic heritage. Sadly, John, who with his spirit and wit seemed ageless, passed away at age 94 this September. "Whenever I asked for something, John never said no," says Agnes, who plans to continue the couple's philanthropic work. "Whenever we gave, we got a lot in return."

 

Roslyn Goldmacher Outstanding Volunteer Fundraiser Award

For Roslyn Goldmacher, president and CEO of Long Island Development Corporation, managing her philanthropic giving is much like managing her businesses. Getting involved with people and causes was a natural way of doing business effectively. Goldmacher, who serves on several boards of directors for nonprofit organizations, believes in "100% board participation and commitment." In addition to time and expertise, she not only provides personal financial support, but also donates on behalf of her company and encourages her staff to participate in many non-profit fundraising events. Goldmacher is currently applying her knowledge of community and business development to assist Sustainable Long Island, a consortium promoting economic development and environmental responsibility by empowering community groups and bringing them needed resources to revitalize neighborhoods. Aware that philanthropists are looking to improve quality of life, she says that Sustainable Long Island "creates real actions that people can support and new opportunities for philanthropists with interests in environment, open spaces, revitalization and maintaining a healthy economy." Although "artistically challenged," Goldmacher consented to join the board of the Art League of Long Island, bringing her business acumen and resources to further the creative talents of others. Last year, this dynamic professional was solicited by SCORE to advise its volunteer advisors so retired executives can deliver current and useful information to the small businesses they assist. She is the chairperson of the Long Island advisory board, raises funds for the four local chapters, and hosts a SCORE branch in her Bethpage office. She also supports the Suffolk County Girl Scout Council, and provides expertise, personal connections, and financial support to the Long Island Community Foundation in its mission to match philanthropists and givers with needy organizations. "To receive funding in these more difficult economic times, a non-profit must be efficient, lean and mean, and be the best at what they do," says Goldmacher. "They must analyze what they're trying to accomplish and ask if they're filling a gap." "Philanthropists," on the other hand, "want their money used wisely," adds Goldmacher. In order for their contributions to be more productive, philanthropists must "think long term about their philanthropy." She advises donors "to be careful and wise about how they invest their money," and suggests they explore options through community foundations. On a positive note, Goldmacher says she is "seeing more confidence in the business community," which should translate into the community's ability to earmark "excess money" toward giving. Roslyn Goldmacher has recently been inducted to the Long Island Business Council Hall of Fame for Economic Development.

 

Suzy D. Sonenberg The Gilbert Tilles Award

As a professional in an agency that services both nonprofit organizations and philanthropists, Sonnenberg has a unique perspective: seeing both giving and receiving sides of philanthropic transactions. She identifies Long Island's areas of need as running the gamut from the critical lack of affordable housing to children's programming, domestic violence and racism. The affordable housing shortage touches many Long Islanders, particularly the unemployed, lower income employed and young adults. "Employers need workers," states Sonnenberg, executive director of the Long Island Community Foundation (LICF), "and in many cases families spend all their money on housing." In addition, government cuts have brought about the need to provide early childhood education. "A child's whole future is mapped out in the early years," she says, adding that Long Island also needs quality care for children at risk during after school hours and organized activities for teens. Sonnenberg notes, too, that Long Island "has a national profile" of domestic violence, and she strongly points out the Island's anti-immigrant sentiment and the inequity in school district funding, most notably apparent in the 13 non-performing school districts that serve communities of color. The Community Foundation works in three ways: by providing a range of services to charitable donors to help them create personal funds to carry out their philanthropy, as well as helping to identify organizations donors wish to support and opportunities where they can make a difference in the community; by assisting non-profits through grants and technical services, such as assistance in developing a board of directors, fundraising, marketing and budgeting; and by researching critical community issues and establishing funds to support agencies to address those needs. LICF incubates potential non-profit agencies. For example, after discussions with Long Island women and a review of research that showed as little as 6-cents of every government funding dollar went to organizations assisting women and girls, four LICF staff members, including Sonenberg, "created" the Long Island Fund for Women and Girls, incubated the fund, raised money and hired a staff. Within five years, the group spun off and established a separate 501(c)3 non-profit agency. In similar fashion, Sonenberg single-handedly incubated ERASE Racism. Today, it's an independent 501(c)3 agency with a national presence. Last May, the executive director of TANF (Temporary Assistance to Needy Families) approached LICF for help financing five programs whose state funding lapsed before the new state budget was adopted. LICF arranged a "recoverable grant" to bridge the gap, because it had "a relationship with a donor who cared enough to help in a bona fide crisis." Comprised mostly of individual and family donors, LICF has a professional advisory committee and relationships with lawyers, accountants, trust bankers and others who work to increase the Fund's donor base.

 

Sharon Markman Outstanding Fundraising Executive Award

During her 16-year career, Sharon Markman rose from secretary to director of development. She says she works in a "very creative environment" at the Family Service League of Suffolk County. "Development is so much more than fundraising, it's developing relationships." And nowhere are those relationships more important than with the business community, says Markman, during current times of consolidation. "The further out top management goes, there is always a fear that they will not look at a particular agency in the context of the neighborhood or community." Much of Markman's job centers on educating donors as to why it's important to support agencies like Family Service, where 37 to 45 programs are ongoing at any time. It would be "easy to go to the tried and true," she says, but agencies must "focus on names that our new to us." As a result of the current economy, "donors have less money to give at this time," and Long Island's many organizations are "competing for finite dollars." "In the past, corporations had more money," she adds. "They calculated profits from x to x-cubed and profits were funneled out in grants and donations. Then, there was a transition period where people perceptually felt they still had wealth and they continued to give," she notes. "Now, portfolios have gone to x-1." "Things are going to be turning around," she concludes, "I'm very optimistic. The American people are remarkably charitable, and as the economy recovers, charitable giving will be on the upswing." But in her role, the challenges remain: "unearthing new donors, making new partnerships and finding new opportunities." As a result of economic conditions, however, Markman sees an evolution unfolding in the giving process. "It's more prevalent today for individuals, corporations or foundations to want to give money to a specific project, and they want to be more involved." For example, she recently helped a donor provide funds to restore a preschool program for 15 three-year-olds; another donor set up a vocational program fund that provides stipends for people to purchase new clothing when they go on job interviews. And, rather than giving numerous gifts, she finds that corporations are giving larger gifts to fewer organizations. In most cases, she adds, donors reap great satisfaction, "they feel good." "Dignity and respect are high on our list of priorities," she adds, "and clients walk away with empowerment, self-esteem and self-confidence." "It's hard to imagine the challenges people face daily," says Markman."Everybody wins when people who need help get the help to be winners also." The real perk for development professionals, she adds, "is working with some of the finest and best people."

 

Anthony Childs Outstanding Fundraising Executive Award

"Every day I get to interact with our soup kitchen guests, some of the poorest people on Long Island," says Childs, who joined the Interfaith Nutrition Network as development director in 1997. "And," he adds, "I see kind, caring, successful people who want to support our work. People are more than willing to help their neighbors. It's not only what the INN volunteers and staff do, but how they do it. They welcome people with dignity and respect." Childs oversees a broad fundraising program; his greatest challenge is "getting our message out." He strongly believes in "building relationships" with donors and volunteers by encouraging tours and on-site visits to the charity's facilities. Although the INN has quite a few opportunities for people to help, it is most essential that they receive food donations. In the INN's effort to articulate its mission, Childs sees growing partnerships developing with restaurant owners through educational awareness. The INN and its partner charities, like Island Harvest and Long Island Cares, have been able to put systems in place to assure safe food delivery from restaurants to soup kitchens, and over 80 restaurants now participate in Share a Meal, where they pledge 10% of receipts in financial support. "Our soup kitchen in Hempstead serves over 200 people a day, men, women and children," remarks Childs. Long Island has an aging population on fixed incomes, he adds, as well as working poor families and school children who are eligible for federally assisted breakfast and lunch programs. It takes $250,000 to $300,000 every day to assist the number of people they serve. And even though the INN has a sizable volunteer corps, new people are always needed, not just at holiday time, but throughout the year. Childs commends schools and community groups for encouraging young people to become involved in community service. "More young people are coming to us with their enthusiasm, and the educational experience reinforces family giving." Open 365 days a year, the INN has 18 soup kitchens on Long Island and provides groceries-to-go, homeless shelter facilities, housing for veterans, social work and supportive services. "Receiving assistance means the world to our guests," says Childs. "The hungry or homeless really don't have anything. I believe food and shelter are basic human necessities and a right."

KeySpan Outstanding Corporation Award

KeySpan, the five-year-old offspring of Brooklyn Union Gas, carries on the philanthropic traditions of its 100-year-old parent. Pamela Adamo, KeySpan's vice president of community affairs and environmental policy, says the company's current giving program focuses on education, economic development and environmental projects. Adamo identifies corporate articulation of giving policies and the development of partnerships with nonprofits as trends in the business industry. Corporations are "getting away from checkbook philanthropy," she adds, and "following industry's best practices and trends to find areas of focus." Building on BU's award-winning Cinderella program developed in the Sixties to revitalize downtown Brooklyn, KeySpan created its Green Cinderella program, providing grants to encourage environmentally sound rehabilitation or new construction of commercial and residential buildings in its New York City and Long Island service areas. KeySpan Chairman and CEO Robert Catell says, "Green Cinderella recognizes the responsibility of energy companies to lead the way in conserving our planet's natural resources." "Due to shrinking giving budgets, corporations are being more strategic," says Adamo, and she notes that corporations are looking for "more bang for the buck" and more "branding opportunities as part of the package." KeySpan partners with the nonprofit organization Long Island Works in its Keys to the Future program, which aligns with New York State curriculum. The program is dedicated to teaching third graders that the skills they are learning today will help them get a job in the future. KeySpan's senior executives help implement the program by dressing up as program mascot, Career Cat, and emphasizing the need for students to master reading, mathematics and other basic skills. In addition, through KeySpan's foundation, its philanthropic arm, the company partners with environmental organizations in its service areas to offer externships for college students. "Any company looking for success needs to work within the community and understand its needs," comments Adamo. "A company needs to be a corporate citizen." KeySpan's 13,000 employees share the company's volunteer spirit, participating in the annual company blood drive and sewing "comfort pillows" for breast cancer patients. The employee outreach council develops its own initiatives, spearheading drives for school supplies, contributing to Toys for Tots, participating in walk-a-thons, and raising one-million-dollars for United Way. Adamo concludes, "Our philanthropic efforts help KeySpan communicate with its constituents."