Nonprofit Power Players

Lisa Schreibersdorf is the founder and executive director of Brooklyn Defender Services (BDS). She has been a public defender for over 35 years. Lisa oversees all of BDS’ work and has led its growth into a full-service legal provider. She is involved in the legal community and has served in many bar associations, including as past president of the Chief Defenders Association of New York, the NYS Association of Criminal Defense Lawyers and the Brooklyn Women’s Bar Association.

What is the proudest moment of your career so far?
I am most proud of the defender office we built in Brooklyn which has grown to meet the legal needs of people targeted by the criminal and family policing systems in Brooklyn. Throughout my career, I have also fought for change in a harsh and unfair legal system. I have worked with system stakeholders to develop alternatives to prosecution, address racial inequities in the legal system, and advocate for reforms in bail, discovery, and sentencing.

What policy changes could be made to aid in your work within the nonprofit sector?
New York’s sentencing laws are devastating for people impacted by the criminal legal system, creating barriers for growth and change and undermining due process. The Youth Justice & Opportunities Act and the Communities Not Cages legislative package would create critical protections for young people, offer safeguards against an over-reliance on incarceration, and promote a stronger and more just New York.

Frederick Shack serves as chief executive officer of Urban Pathways, one of New York City’s leading providers of services to adults experiencing homelessness or housing insecurity. He began his tenure with Urban Pathways as executive director in 2005 after spending 14 years with HELP USA as senior vice president of client services and public policy. Under Fred’s leadership, Urban Pathways has nearly tripled in size, adding more than 800 units of affordable and supportive housing during the last 17 years, including the construction of nine buildings located throughout Manhattan, Brooklyn, Queens and the Bronx.

Dr. Rajiv J. Shah serves as president of the Rockefeller Foundation, a global institution with a mission to promote the well-being of humanity around the world. With a century-long track record of leveraging science, technology, and innovation, The Foundation is pioneering new ways to enable individuals, families, and communities to flourish. Dr. Shah is a graduate of the University of Michigan, the University of Pennsylvania School of Medicine, and the Wharton School. He has received several honorary degrees, the Secretary of State’s Distinguished Service Award, and the US Global Leadership Award. He is married to Shivam Mallick Shah and they have three children.

Was there something or someone that inspired you to pursue a career in the nonprofit

sector?
I vividly remember watching Nelson Mandela deliver his historic speech at Tiger Stadium in Detroit after being released from prison. I was 17 years old at the time and seeing Mandela’s energy and commitment to equality inspired me to do something meaningful with my life. I had no idea what that meant back then, but ultimately it set me on the path to the work I’m doing today. 

What is the proudest moment of your career so far?
Luckily, I have been a part of some incredible teams throughout my career. Some have driven big change like Gavi vaccinating its billionth child or helping overcome the Ebola epidemic in West Africa. Many start smaller, like watching a solar mini-grid turn on the lights for a seamstress in rural India or seeing an air-conditioned water cooler help salt flat workers stay hydrated and cool, even as climate change threatens their livelihoods.

What policy changes could be made to aid in your work within the nonprofit sector?
Fortunately, there have been recent changes that will help uplift people while reversing the effects of climate change. For example, through the $240 million Invest in Our Future initiative, Rockefeller and other funders are helping Americans access clean energy funding made available through the Inflation Reduction Act. Unprecedented investment in climate solutions can help frontline communities across the US and around the world, but we must ensure they reach people who need them most.

Lisa Sherman is an innovative leader and accomplished operating executive with deep experience in the private corporate and nonprofit sectors. She has over 35 years of experience building, transforming and growing organizations. As president and CEO of the Ad Council, she leads all aspects of this national institution. The Ad Council convenes the world’s best marketers to create public engagement campaigns and tackle the most pressing issues facing the country.

Was there something or someone that inspired you to pursue a career in the nonprofit sector?
At Viacom, I led the launch of LogoTV, the first national TV network for the LGBTQ+ community, which was personally important and ground-breaking. From that experience, I was inspired to work in the nonprofit sector, and landed the best job on the planet, leading the Ad Council, where we confront some of the toughest challenges facing the country. Daily, I get to lead a team that’s driven to create a society where everyone can thrive.

What is the proudest moment of your career so far?
Launching my own business: the Women’s Sports Network, one of the first marketing companies that connected brands with women and girls through sports. Creating something that embraced my passion for sports, my love of marketing, it was something that mattered. Another moment: The Ad Council’s COVID Vaccine Education campaign to address vaccine hesitancy and encourage vaccination against COVID-19. Creating work that directly impacts the world around us, there is nothing better than that.

What policy changes could be made to aid in your work within the nonprofit sector?
At the Ad Council, we’re advocating for change in the world and making a measurable difference in people’s lives. By using research-based strategies to develop the right approach for the right audience, we’re working to shift mindsets around difficult topics and spur social movements, rather than focus on policy changes. At the highest level, we bring leaders in the industry together to focus on where we can create impact through awareness, education, and individual action.

Scott Short, CEO of RiseBoro Community Partnership, leads the organization to realize its vision of building a city where your zip code does not determine your health outcomes, housing stability, or economic power. He is responsible for maximizing the impact of RiseBoro’s work across its divisions of seniors, housing, education, health, empowerment and community. Under his leadership, RiseBoro’s budget has more than doubled to become one of the largest NYC providers of holistic community-based services.

Was there something or someone that inspired you to pursue a career in the nonprofit sector?
I have always had a passion for improving people’s lives and found a way to do that through the commercial real estate industry. I began working for RiseBoro in 2002 and was inspired by the way in which the organization uses real estate as a means of reversing inequities. This led me to continue my work with RiseBoro for more than 20 years and afforded me the opportunity to lead the charge as CEO today.

What is the proudest moment of your career so far?
We recently celebrated 50 years of RiseBoro with our Gala. The event served as a reminder of all the work our organization has done to provide New Yorkers with the resources they need to thrive. This night was so meaningful to me because I was able to share it with my phenomenal teammates at RiseBoro. Additionally, the celebration allowed us to look forward to our continued impact in the future for the communities we serve.

What policy changes could be made to aid in your work within the nonprofit sector?
Public investment in nonprofits is crucial to aiding the nonprofit sector. Most nonprofits rely on private donations to fund their services, but coordination with the government at all levels is necessary to successfully implement programs. Mayor Adams recently ordered NYC agencies to reduce spending by 15%, which will have a significant impact on the services New Yorkers lean on, organizations such as RiseBoro to provide.

Prior to joining American Camp Association (ACA), NY and NJ, Alicia Skovera was with The Fresh Air Fund for 14 years serving as director of camping and year-round programs. Before becoming executive director of ACA, NY and NJ, Alicia was involved with the organization, serving on the board of directors and volunteering as a standards visitor. She also served as an officer and president of the New York State Camp Directors Association.

Was there something or someone that inspired you to pursue a career in the nonprofit sector? 
Growing up in NYC I understood from an early age that people needed help and depending on where you were from and what you looked like, helped determine whether or not you were going to get what you needed. I saw firsthand the differences between under-resourced communities and those with access to resources. I promised myself at sixteen years old that I would become an adult who listened and  helped children believe in themselves, regardless of access.

What is the proudest moment of your career so far?
I’ve had many proud moments in my career. Being recognized by my peers with awards, testifying before the New York Congress to help pass the Licensed Professionals Bill to gain access to critical mental health services for children during the summer months at camp, and becoming the executive director of the American Camp Association, NY and NJ.

What policy changes could be made to aid in your work within the nonprofit sector?
On the federal level, the swift implementation of the Child Improvement Protection Act (CPIA). On the state level for Governor Hochul to sign into law the Non-Regulated Camps Bill which would create a registry of summer camps that aren’t regulated by the Department of Health. Unfortunately, there are a number of summer camps that are not required, as regulated camps are, to check the sex offender registry before hiring staff, to maintain appropriate staff to child ratios, to have medical staff on hand, abide by pesticide application laws or to report injuries that occur at camp.

Andrew co-founded South Bronx United in 2009 while he was a middle school teacher in Morrisania. He has grown the nonprofit into an innovative youth development hub combining soccer, academics, college access, mentoring, immigration services, and workforce development for more than 1,600 youth annually. In 2020, South Bronx United received international recognition during the Laureus World Sports Awards in Berlin, Germany. Andrew is a graduate of Stanford University and the Bank Street College of Education.

Was there something or someone that inspired you to pursue a career in the nonprofit sector?
My experiences as a teacher in the South Bronx, combined with earlier experiences working summer jobs with the Fresh Air Fund and Breakthrough Collaborative, convinced me that my greatest impact and the greatest good would be had through the nonprofit sector. I realized that an important difference could be made in the lives of young people by working outside of the existing educational system.

What is the proudest moment of your career so far?
Opening our Clubhouse and accepting the Laureus Sport for Good award both rank up there. But my proudest moments happen every year when I see high school seniors in our SBU Academy graduate high school and announce their college destinations. Or when I catch up with our alumni who have just earned their degrees, are starting careers, and are making a difference in their community themselves.

What policy changes could be made to aid in your work within the nonprofit sector?
Any policy changes that benefit the youth and families we serve — New York City’s low-income, immigrant families and students in struggling schools — will ultimately do the most good! Also, more innovative avenues for government funding and support would make a big difference in a sector that relies on fundraising and philanthropy to deliver crucial services. One example is the PLAYS in Youth Sports Act, a proposed congressional bill to fund nonprofits promoting youth sports.

Since becoming CEO in 2006, Jilly Stephens has overseen City Harvest’s efforts to meet the rising need for emergency food while also launching long-term initiatives to address the systemic health and nutrition needs of low-income communities in New York City. Under Jilly’s leadership, the organization has grown from rescuing and delivering 20 million pounds of food annually in 2006 to at least 77 million pounds in 2023.

Was there something or someone that inspired you to pursue a career in the nonprofit sector?
I wasn’t looking for work in the nonprofit sector, but I was contacted by two different people about an opportunity with an international medical charity — one that they both thought I would be a perfect fit for. That serendipity was too much to ignore. The then-CEO of that international nonprofit really inspired me to become involved in the work of his organization, which marked the start of 30 very fulfilling years in nonprofit work.

What is the proudest moment of your career so far?
The way City Harvest mobilized to respond to the COVID-19 pandemic: when the economy ground to a halt and unemployment surged, City Harvest moved quickly to provide food for the massive number of New Yorkers suddenly without income. Between March 2020 and June 2022, we rescued and delivered more than 300 million pounds of food — more than double the amount for the same period prior to the pandemic — for our fellow New Yorkers.

What policy changes could be made to aid in your work within the nonprofit sector?
City Harvest has been advocating for a stronger Farm Bill, which funds the Supplemental Nutrition Assistance Program (SNAP) and is the nation’s frontline defense against hunger. We saw during the pandemic how effective legislation like enhanced child tax credits and expanded SNAP benefits could be at lifting millions of New Yorkers out of poverty and increasing access to food. With the need for food in NYC up 65 percent from pre-pandemic, SNAP needs to be more robust.

Wendy Stark has dedicated her life to health, equity and justice. After starting her career in reproductive health, she began working at Callen-Lorde Community Health Center, with a mission to achieve health equity for LGBTQ communities and people living with HIV/AIDS. In 2007 she was appointed executive director and under her leadership, the organization achieved financial stability which set the course for its subsequent growth. In 2012, Wendy became the senior vice president for special populations and administration at the Family Health Centers at NYU and in the summer of 2022, she started her role as president and CEO of Planned Parenthood of Greater New York.  

What policy changes could be made to aid in your work within the nonprofit sector?
Here in New York State, we are hopeful to see the continued expansion of laws that safeguard dignified clinic access, increased funding to sexual and reproductive health care services, and policies that support advances to health equity and provide marginalized communities with the vital health care they deserve.

What is the proudest moment of your career so far?
Wendy’s work is focused on health care access for communities systemically underserved by the health care system. During her time at Callen-Lorde, the organization opened new sites in the Bronx and Brooklyn, launched a policy and advocacy program, started the Keith Haring Postgraduate Nurse Practitioner Fellowship in LGBTQ+ Health, and provided medical respite care in Puerto Rico after Hurricane Maria and in NYC for people living in the shelter system at the start of the COVID-19 pandemic.

Kimberly Townsend is president and CEO of Loretto, a nonprofit, post-acute health system located in New York. Prior to joining Loretto, she was the associate general counsel and senior director of government affairs for Welch Allyn, Inc. She received her bachelor’s degree and MBA from the Whitman School of Management, J.D. from Syracuse University College of Law, MPA from the Maxwell School of Public Administration and Ph.D. in executive leadership from St. John Fisher College.

Was there something or someone that inspired you to pursue a career in the nonprofit sector?
The nonprofit sector and I are both mission-focused. Specifically, Loretto’s mission is to provide care to those who need it, allowing them to continue living with purpose, wholeness, and dignity. I share that vision. Within the long-term care industry, there is a need for innovation, but there are limited resources. I welcome the challenge to be creative in problem-solving – to maximize the resources available and bring the most innovative care to our residents.

What is the proudest moment of your career so far?
My focus has always been more on the future than lingering on the past. So, I don’t often look in the rearview mirror for accomplishments. But I will say I am very proud of our team at Loretto, as we were able to go through one of the largest and longest crises we’ve ever faced as a company, industry, nation – a global pandemic–and come out on the other side with a resilient, supportive team.

What policy changes could be made to aid in your work within the nonprofit sector?
In simplest terms, a commitment on New York State’s part to support the aging and vulnerable. Specifically, an increase in the Medicaid reimbursement rate. To meet the needs of older adults now, LeadingAge NY estimates the Medicaid nursing home reimbursement rate needs to increase by 20 percent – which is less than half the increase in costs we have absorbed over the past 15 years.