STANLEY M ISAACS NEIGHBORHOOD CENTER INC
415 EAST 93RD STREET, NEW YORK, NY 10128 www.isaacscenter.org

Total Revenue
$9,556,241
Total Expenses
$9,061,574
Net Assets
$4,136,040

Organizations Filed Purposes: A MULTI-SERVICE ORGANIZATION FOCUSING PRIMARILY ON THE NEEDS OF CHILDREN AND LOW-INCOME FAMILIES, OUT-OF-SCHOOL AND OUT-OF-WORK YOUTH, AND AGING NEW YORKERS INCLUDING THE ISOLATED AND HOMEBOUND ELDERLY.

YOUTH AND FAMILY SERVICES - ISAACS CENTER'S EWD PROGRAM ENROLLS YOUNG PEOPLE WHO ARE OUT-OF-SCHOOL AND OUT-OF-WORK (OSOW), HOMELESS OR AT RISK OF HOMELESSNESS, HAVE A HISTORY OF GANG INVOLVEMENT, ARE SINGLE PARENTS, OR FACE OTHER BARRIERS TO PARTICIPATING IN OTHER WORKFORCE DEVELOPMENT TRAINING PROGRAMS. EWD PROGRAMS PROVIDE SECTOR-SPECIFIC JOB TRAINING, INTERNSHIPS, EMPLOYMENT PLACEMENT, AND RETENTION SUPPORT. TO MEET THE UNIQUE NEEDS OF OSOW YOUTH, STAFF PROVIDE INTENSIVE CASE MANAGEMENT, HIGH SCHOOL EQUIVALENCY CLASSES, AND FINANCIAL LITERACY TRAINING WITH THE GOAL OF MULTIPLE POSITIVE OUTCOMES: SKILL-BUILDING, INCREASED CONFIDENCE, HIGH SCHOOL EQUIVALENCY (HSE ATTAINMENT, COLLEGE ENROLLMENT, EMPLOYMENT, AND, ULTIMATELY, RETENTION IN FULL-TIME SALARIED POSITIONS. UNLIKE MANY OTHER WORKFORCE DEVELOPMENT PROVIDERS, ISAACS CENTER DOES NOT SCREEN PARTICIPANTS FOR STANDARDS SUCH AS READING LEVEL OR PRIOR EDUCATIONAL HISTORY ONLY FOR ELIGIBILITY FOR THE PROGRAM. EWD IS ALSO UNIQUE IN ITS FOCUS ON HUMAN SERVICES CAREER PATHS LINKED TO EMPLOYMENT OPPORTUNITIES IN FOOD SERVICE, HOSPITALITY, HEALTH CARE, AND CHILD DEVELOPMENT. THESE ARE GROWING SECTORS (THOUGH STAFF ARE TRACKING MARKET TRENDS TO DETERMINE THE IMPACT OF COVID-19 ON THESE CAREER PATHS), AND ISAACS CENTER HAS IMMEDIATE OPPORTUNITIES TO PLACE PARTICIPANTS IN INTERNSHIPS AND JOBS THROUGH INTERNAL OPPORTUNITIES AND PLACEMENTS WITH PARTNERING SOCIAL SERVICE AGENCIES.ISAACS CENTER'S PROGRAM OFFERINGS AND SUPPORT SERVICES YIELDED IMPORTANT RESULTS FOR EWD PARTICIPANTS: A) ENROLLED 233 YOUNG ADULTS INTO THE EWD PROGRAM, EXCEEDING THE 225-PERSON GOAL; B) 333 YOUNG ADULTS FROM PREVIOUS COHORTS RECEIVED FOLLOW-UP SUPPORT TO ENSURE WORK READINESS AND SUSTAINED EMPLOYMENT, INCLUDING 31 SCHOLARSHIP RECIPIENTS; C) PLACED 120 IN JOBS, WITH 10 FULL-TIME PLACEMENTS AND 110 PART-TIME PLACEMENTS. 87% OF PARTICIPANTS ACHIEVED THREE-MONTH RETENTION; 57% ACHIEVED AT LEAST ONE YEAR OF CONTINUOUS EMPLOYMENT; D) OF THE JOB PLACEMENTS, 98 WERE CONNECTED TO SECTOR-BASED TRAINING OPPORTUNITIES WITHIN OUR 3 PRIMARY LABOR MARKETS- HOSPITALITY AND CULINARY ARTS, EDUCATION AND CHILD DEVELOPMENT, AND COMMUNITY HEALTH; E) THE AVERAGE STARTING WAGE OF PARTICIPANTS PLACED IN EMPLOYMENT WAS ABOVE MINIMUM WAGE AT $15.14; F) ENROLLED 112 PARTICIPANTS IN THE HIGH SCHOOL EQUIVALENCY (HSE) AND PRE-HSE COURSES AND 29 STUDENTS EARNED THEIR HSE CREDENTIAL; AND G) FACILITATED THE ENROLLMENT OF 23 STUDENTS IN COLLEGE FOR THE FIRST-TIME AND AWARDED 18 (PRIVATELY-FUNDED) SCHOLARSHIPS TO COVER SMALL FINANCIAL AID GAPS. COVID-19 RESPONSE - UPON THE IMPOSITION OF STAY AT HOME ORDERS BY LOCAL AND STATE GOVERNMENT, ISAACS CENTER EWD PROGRAMS QUICKLY PIVOTED TOWARD A REMOTE INSTRUCTION MODEL, PROVIDING 35 COMPUTERS TO STUDENTS AND STAFF WHO LACKED TECHNOLOGY ACCESS AT HOME. ADDITIONALLY ALL PROGRAM FUNCTIONS WERE ADAPTED TO A REMOTE DELIVERY MODEL INCLUDING RECRUITMENT, ORIENTATION, ASSESSMENT, AND INSTRUCTION. DAILY HSE INSTRUCTION AND WEEKLY SOCIAL WORK CHECK-INS WERE HELD ON REMOTE LEARNING AND TELECONFERENCE PLATFORMS INCLUDING ZOOM, WEBEX, AND GOOGLE CLASSROOMS. ISAACS CENTER WAS ALSO INSTRUMENTAL IN ADDRESSING EMERGENCY NEEDS THAT WERE AMPLIFIED BY THE COVID-19 PANDEMIC. STAFF PROVIDED EWD PARTICIPANTS WITH MEALS TO MITIGATE FOOD INSECURITY AND MET THE NEEDS OF PARTICIPANTS EXPERIENCING HOMELESS AND YOUNG PARENTS BY PROVIDING TOILETRIES AND OTHER ESSENTIALS. FINALLY, AS DESCRIBED ABOVE, ISAACS CENTER'S CULINARY TRAINING PROGRAM GRADUATES WERE PLACED IN INTERNSHIPS SUPPORTING THE OPERATION OF THE COMMUNITY KITCHEN AND AND MEALS ON WHEELS PROGRAMS. GIVEN THE LACK OF HIRING OPPORTUNITIES IN THE FOOD AND HOSPITALITY SECTOR BROUGHT ON BY THE PANDEMIC, IT WAS EXTREMELY IMPORTANT TO OFFER INTERNAL OPPORTUNITIES, AND 15 YOUNG PEOPLE WERE PLACED IN INTERNSHIPS THAT ALLOWED THEM TO DEMONSTRATE THEIR SKILLS AND BUILD WORK EXPERIENCE.IN SUMMER 2020, ISAACS CENTER LAUNCHED AN INNOVATIVE SUMMER YOUTH EMPLOYMENT PROGRAM IN CONCERT WITH NEW YORK-PRESBYTERIAN (NYP) HOSPITAL. THIS PROGRAM FOR 75 PARTICIPANTS FOCUSED ON COMMUNITY HEALTH OUTREACH AND FEATURED SERVICE LEARNING PROJECTS FOCUSED ON COVID RESPONSE AND RECOVERY. FOR THEIR PARTICIPATION, THE TRAINEES EARNED A STIPEND, AND ACCESS TO FUTURE EMPLOYMENT AT NYP.OUT OF SCHOOL TIME AND SUMMER PROGRAMS - ISAACS CENTER'S PROGRAMS FOR CHILDREN AND ADOLESCENTS OFFER ENGAGING AND EDUCATIONAL ACTIVITIES FOR LOW-INCOME K-8 STUDENTS IN YORKVILLE AND EAST HARLEM. WITH A FOCUS ON INVOLVING PARENTS AND FAMILIES IN LEARNING, THESE PROGRAMS AIM TO IMPROVE STUDENTS' ACADEMIC READINESS THROUGH HOMEWORK HELP AND EXPOSE CHILDREN TO THE ARTS, CIVIC ENGAGEMENT, AND RECREATION ACTIVITIES. IN FY20, ISAACS CENTER SECURED A COMPETITIVE EMPIRE STATE AFTERSCHOOL PROGRAM (ESAP) GRANT FROM THE NYS OFFICE OF CHILDREN AND FAMILY SERVICES TO SUBSIDIZE THE COST OF OUR AFTER SCHOOL LEARNING CENTER (ASLC), THOUGH THE PROGRAM CONTINUES TO RELY ON PRIVATE FUNDS FOR PROGRAM COSTS NOT COVERED BY THE GRANT. THE ASLC SERVES STUDENTS FROM YORKVILLE COMMUNITY SCHOOL WHO LIVE IN THE ISAACS/HOLMES HOUSING DEVELOPMENT. GRANTS FROM DYCD SUPPORT TWO ADDITIONAL SITES THAT OPERATE UNDER THE BEACON COMMUNITY CENTER MODEL. ALL ASLC PARTICIPANTS LIVE IN THE ISAACS-HOLMES PUBLIC HOUSING DEVELOPMENT, WHICH HAS HAD THE DESIGNATION OF "HIGH CRIME ZONE" BY THE NYC POLICE DEPARTMENT FOR DECADES. IN 2018, INSPECTORS FROM THE FEDERAL DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT RANKED THE QUALITY OF THE ISAACS-HOLMES BUILDINGS AS AMONG THE WORST IN THE NATION DUE TO PROBLEMS WITH BUILDING BOILERS, ELEVATORS, AND ROOFS. ACCORDING TO DATA PROVIDED BY THE NYCHA, THE AVERAGE GROSS INCOME FOR RESIDENTS OF THE ISAACS/HOLMES PUBLIC HOUSING DEVELOPMENT IS BELOW LOCAL AND NATIONAL POVERTY THRESHOLDS. IN ADDITION, NEARLY 10% OF AFTER-SCHOOL PARTICIPANTS HAVE BEEN INVOLVED WITH THE FOSTER CARE OR CRIMINAL JUSTICE SYSTEMS AND ARE LIKELY THE VICTIMS OF CHILDHOOD TRAUMATIC EXPERIENCES. MORE THAN 80% COME FROM SINGLE-PARENT HOUSEHOLDS, WHICH RESEARCH SUGGESTS CREATES A SITUATION IN WHICH LIMITED EMOTIONAL AND FINANCIAL RESOURCES PRODUCE HARDSHIPS FOR CHILDREN. ONE-THIRD OF PARTICIPANTS HAVE SPECIAL NEEDS, COMPOUNDING THE EFFECTS OF LIVING IN POVERTY AND CREATING ADDITIONAL BARRIERS TO SUCCESS. THIS INCLUDES CHILDREN WHO HAVE A FORMAL INDIVIDUALIZED EDUCATION PLAN (IEP) THROUGH NYC DOE, AS WELL AS CHILDREN WHO HAVE BEEN IDENTIFIED BY ADMINISTRATORS AND TEACHERS AS HAVING NEEDS WHO ARE NOT RECEIVING ANY FORMAL SUPPORT THROUGH THE SCHOOL. FY20 ACCOMPLISHMENTS A) 809 CHILDREN AND YOUTH ENROLLED ACROSS THE THREE PROGRAM SITES; B) AVERAGE DAILY ATTENDANCE OF 83%; C) SCHOOL ADMINISTRATORS AND TEACHERS PROVIDED DIRECT SUPPORT TO PROGRAM PARTICIPANTS DURING OUT OF SCHOOL TIME HOURS BECAUSE OF THEIR INTEREST IN AND ENTHUSIASM FOR OUR MODEL; D) PARENTS OF PARTICIPANTS WERE MORE LIKELY TO ACCESS RESOURCES TO SUPPORT CHILD GROWTH AND DEVELOPMENT; AND E) THE RENSSELAERVILLE INSTITUTE (TRI) WORKED WITH ISAACS CENTER TO CREATE A FORMALIZED PARTNERSHIP BETWEEN ISAACS CENTER AND OUR PARTNER SCHOOLS FOR DATA SHARING; AS A RESULT, WE ARE ABLE TO DRAW STATISTICAL COMPARISONS BETWEEN OUR PARTICIPANTS AND THE REST OF THE STUDENT BODY.COVID-19 RESPONSE -AS THE PANDEMIC BEGAN AND IN-PERSON GATHERINGS WERE NO LONGER FEASIBLE, ISAACS CENTER AFTERSCHOOL PROGRAMS SWIFTLY ADAPTED OFFERINGS. ALL THREE SITES PIVOTED TO VIRTUAL PROGRAMMING, ENSURING STUDENTS AND FAMILIES COULD REMAIN CONNECTED AND ENGAGED. STAFF RECEIVED REMOTE TRAINING AND UTILIZED PROFESSIONAL DEVELOPMENT RESOURCES TO MAXIMIZE THEIR UNDERSTANDING OF VIRTUAL PLATFORMS AND BEST PRACTICES. STUDENTS IN KINDERGARTEN THROUGH 5TH GRADE RECEIVED ACADEMIC ASSISTANCE IN THE FORM OF TUTORING AND HOMEWORK HELP; ENRICHMENT AND COLLABORATIVE ACTIVITIES; LESSONS IN STEAM; AND SOCIAL EMOTIONAL LEARNING SUPPORT. PROGRAMS MAINTAINED A CONSISTENT SCHEDULE, DELIVERING CONTENT THROUGH GOOGLE MEETS AND ZOOM. FOR MANY YOUNG PEOPLE, THIS WAS THEIR ONLY OPPORTUNITY FOR SOCIALIZATION WHILE BEING QUARANTINED AT HOME. ISAACS CENTER STAFF WERE INTENTIONAL IN UPHOLDING THE CORE VALUES AND TRADITIONS OF THE AFTERSCHOOL COMMUNITY, INCLUDING HOLDING A VIRTUAL CELEBRATION FOR STUDENTS GRADUATING FROM THE PROGRAM.

MEALS ON WHEELS - ISAACS CENTER IS COMMITTED TO REDUCING HUNGER AND HOSPITALIZATIONS FOR OLDER ADULTS THROUGH THE FOLLOWING THREE STRATEGIES: MEAL PREPARATION AND DELIVERY NUTRITION PROGRAM INCLUDING MEALS ON WHEELS: SURVEYS CONFIRMED THAT ACCESS TO FOOD IS A LEADING CONCERN AMONG SENIOR CENTER MEMBERS. MORE THAN 70% OF SENIORS ARE WORRIED ABOUT HAVING ENOUGH MONEY TO BUY NUTRITIOUS FOOD, AND 62% OF SENIORS ARE CONCERNED ABOUT MAKING FINANCIAL DECISIONS RELATED TO PAYING FOR FOOD, RENT, AND MEDICAL CARE. THE MEALS OFFERED IN THE SENIOR CENTER HELP ALLEVIATE SOME OR ALL OF THESE CONCERNS FOR PARTICIPATING SENIORS, WHILE PROVIDING AN OPPORTUNITY FOR SOCIALIZATION WITH THEIR PEERS.THROUGH A DFTA CONTRACT, FOR WHICH WE REAPPLIED IN JUNE 2020, ISAACS CENTER IS FUNDED TO DELIVER 267,000 MEALS PER YEAR IN COMMUNITY DISTRICTS 8 AND 11. MEALS ON WHEELS IS AN EVIDENCE-BASED INTERVENTION THAT HAS BEEN PROVEN TO IMPROVE SENIORS' HEALTH, REDUCE THEIR HEALTHCARE SPENDING, AND SUPPORT THEIR ABILITY TO AGE IN PLACE. MEALS ON WHEELS RECIPIENTS HAVE A 39% REDUCTION IN HOSPITALIZATIONS, A 28% REDUCTION IN NURSING HOME USE, AND A 28% REDUCTION IN EMERGENCY DEPARTMENT USE. THESE REDUCTIONS RESULT IN AVERAGE ANNUAL SAVINGS OF $3,492 IN MEDICARE REIMBURSEMENTS PER CLIENT.

AGING SERVICES - ISAACS CENTER'S AGING SERVICES HELP NEW YORKERS LIVE WITH DIGNITY AND AGE IN PLACE, REMAINING SAFE, COMFORTABLE, AND CONNECTED TO THEIR COMMUNITY. THROUGH EDUCATION AND RECREATION ACTIVITIES, CASE MANAGEMENT, AND HEALTH AND WELLNESS-FOCUSED PROGRAMS AND SERVICES, THESE PROGRAMS SUPPORT OLDER ADULTS' HOUSING STABILITY, FINANCIAL SECURITY, AND PHYSICAL AND MENTAL HEALTH. AS THE LEAD MEALS ON WHEELS CONTRACTOR ON THE EAST SIDE OF MANHATTAN FROM 59TH TO 142ND STREET, THE ISAACS CENTER IS RESPONSIBLE FOR DELIVERING SEVEN MEALS A WEEK TO HOMEBOUND SENIORS. OUR SENIOR PARTICIPANTS VARY IN INCOME AND RESOURCES, WITH APPROXIMATELY 40% OF THE SENIORS LIVING AT OR BELOW THE POVERTY LINE. AGING SERVICES AT THE ISAACS CENTER IS PRIMARILY FUNDED BY TWO SENIOR CENTER CONTRACTS WITH NEW YORK CITY DEPARTMENT FOR THE AGING (DFTA), AND TWO CITY AND STATE CONTRACTS FOR A NATURALLY OCCURRING RETIREMENT COMMUNITIES (NORC). ISAACS CENTER OPERATES THESE PROGRAMS USING A "NO WRONG DOOR" MODEL OF SERVICE, WHERE ANY SENIOR CAN WALK IN WITHOUT AN APPOINTMENT AND ACCESS ANY SERVICE BEING OFFERED. THIS MODEL HAS PROVEN SUCCESSFUL, AS IT INCREASED CAPACITY TO SEE CLIENTS, RESULTED IN THOUGHTFUL INTERVENTIONS WITH COMMUNITY PARTNERS, AND ASSURED OUR ABILITY TO OPERATE PROGRAMMING WITHOUT A WAITING LIST. CASE MANAGEMENT: CASE MANAGEMENT STAFF AND SOCIAL WORK STUDENTS ARE SPECIALLY TRAINED TO ENGAGE SENIOR CLIENTS IN CONVERSATIONS ABOUT MONEY AND FINANCIAL RESPONSIBILITY. TO HELP FACILITATE THESE DISCUSSIONS, ISAACS CENTER DEVELOPED A FINANCIAL MANAGEMENT SCREENING TOOL, DESIGNED TO HELP CREATE A SNAPSHOT OF A CLIENT'S INCOME V. MONTHLY EXPENSES, AS WELL AS THEIR ACCESS TO PUBLIC BENEFITS. THIS TOOL ALLOWS STAFF TO DETERMINE IF THERE ARE GAPS IN THEIR BUDGET AND IDENTIFY ANY FINANCIAL PROBLEMS, SUCH AS DEBT, ARREARS, OR FOOD INSTABILITY. THROUGH THIS WORK, OUR CLIENTS ARE CONNECTED WITH PUBLIC BENEFITS SUCH AS THE SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM (SNAP) AND MEDICARE SAVINGS PROGRAM (MSP) THAT DIRECTLY ADD FUNDS TO A CLIENT'S MONTHLY INCOME, AS WELL AS EMERGENCY GRANTS AND STIPENDS THROUGH PROGRAMS SUCH AS THE ISAAC H. TUTTLE FUND. HEALTHY FINANCIAL MANAGEMENT AND ACCESS TO ADDITIONAL BENEFITS HELPS ENSURE SENIORS HAVE AN ADEQUATE MONTHLY BUDGET FOR FOOD AND OTHER NECESSITIES. FY20 ACCOMPLISHMENTS A) DELIVERED 279,233 MEALS TO HOMEBOUND SENIORS; B) SERVED 19,118 LUNCHES AT THE SENIOR CENTER, AS WELL AS HUNDREDS OF HOLIDAY MEALS (THANKSGIVING AND CHRISTMAS) AND SUNDAY SUPPERS PRIVATELY FUNDED, VOLUNTEER-ORGANIZED DINNERS WITH MUSIC, LINENS, AND TRADITIONAL HOME COOKING; C) 13,743 CONTACTS WITH CLIENTS, REPRESENTING AN 34% INCREASE IN CLIENT CONTACTS OVERALL FROM LAST YEAR; D) SUBMITTED 39 STIPENDIARY AND EMERGENCY GRANT REFERRALS RESULTING IN $63,200 IN EMERGENCY GRANTS AND ONGOING STIPENDIARY GRANTS THROUGH LENOX HILL EMERGENCY FUND, THE HAVEN FUND, THE ISAAC H. TUTTLE FUND, THE SOCIETY FOR THE RELIEF OF WOMEN AND CHILDREN, THE OTTO SUSSMAN FUND, AND THE DEKAY FOUNDATION; E) ASSISTED SENIORS TO COMPLETE 18 MEDICAID APPLICATIONS AND RENEWALS AND 32 MEDICARE SAVINGS PROGRAM APPLICATIONS AND RENEWALS; F) MEDICARE SAVINGS PROGRAM IS AN UNDERUTILIZED BENEFIT UNDER THE MEDICAID PROGRAM THAT COVERS THE MEDICARE PART B PREMIUM FOR OLDER ADULTS WITH LOW INCOMES THAT ARE STILL TOO HIGH FOR MEDICAID. EXPLORING THIS BENEFIT SAVED CLIENTS APPROXIMATELY $4,336 PER MONTH, OR $52,032 PER YEAR; G) SUBMITTED 71 SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM (SNAP) APPLICATIONS AND RENEWALS ON BEHALF OF OUR CLIENTS, RESULTING IN AN ADDITIONAL $13,217 PER MONTH IN FOOD DOLLARS FOR THESE CLIENTS, OR $158,610 PER YEAR; AND H) COMPLETED 29 SENIOR CITIZEN RENT INCREASE EXEMPTION (SCRIE) APPLICATIONS AND RENEWALS, PREVENTING INCREASING TO RENT FOR CLIENTS LIVING IN RENT STABILIZED OR RENT CONTROLLED APARTMENTSCOVID-19 RESPONSE - ISAACS CENTER RESPONDED IMMEDIATELY TO MEET THE NEEDS OF SENIOR CLIENTS AT THE START OF THE PANDEMIC. THIS INCLUDED ROLLING OUT PROGRAM ADAPTATIONS TO ENSURE SENIORS CONTINUED TO GET CRITICAL SERVICES. OF THE NEARLY 14,000 OLDER ADULT CONTACTS MADE THIS YEAR, MORE THAN 5,500 CONTACTS WERE OUTREACH CALLS BY STAFF AND VOLUNTEERS BETWEEN MARCH 1 AND JUNE 30 IN RESPONSE TO THE PANDEMIC AND THE RELATED HEALTH, FOOD, AND AIR CONDITIONING CRISES. THE CALLS BY THE VOLUNTEERS AND STAFF ALSO AIMED TO REDUCE THE ISOLATION THAT SENIORS ARE EXPERIENCING BEING DISCONNECTED FROM THE PHYSICAL SPACE OF THE SENIOR CENTER, AND TO IDENTIFY OTHER UNMET NEEDS. VOLUNTEERS WERE PROVIDED WITH A SCRIPT AND A LIST OF QUESTIONS TO ASK, AND SENT BACK NOTES TO BE TRIAGED AND ASSIGNED FOR CASE MANAGEMENT FOLLOW UP. WHILE THERE IS NO PERFECT SUBSTITUTE FOR IN-PERSON CASE MANAGEMENT, THE VIRTUAL SENIOR CENTER PROGRAM LAUNCHED IMMEDIATELY AND WAS WIDELY USED BY SENIORS WHO ATTENDED A DAILY SCHEDULE OF EVENTS AND PROGRAMS INCLUDING ZUMBA, CHAIR YOGA, DISCUSSION GROUPS IN ENGLISH, SPANISH AND CHINESE, TOWN HALL MEMBERSHIP MEETINGS, SUPPORT GROUPS, MUSIC AND ENTERTAINMENT PROGRAMS, AND NURSE-LED HEALTH TALKS. ISAACS CENTER RECEIVED NINE TIMES THE NUMBER OF MEAL REQUESTS TYPICALLY SUBMITTED AS A RESULT OF THE PANDEMIC. IN RESPONSE TO INCREASED FOOD INSECURITY AND HUNGER, AND WITH THE SUPPORT OF PRIVATE PHILANTHROPY, ISAACS CENTER EXPANDED ITS HOURS OF MEAL PRODUCTION AND THEREFORE DOUBLED THE NUMBER OF MEALS PREPARED EACH DAY (FROM 800 TO 1,600) TO MEET THE NEEDS OF THE RESIDENTS OF PUBLIC HOUSING AND OTHER VULNERABLE COMMUNITY MEMBERS. THE EXPANSION PROVIDED AN OPPORTUNITY FOR DUAL-PURPOSE PROGRAMMING, ENGAGING YOUNG ADULT INTERNS ENROLLED IN THE CENTER'S CULINARY ARTS TRAINING PROGRAM. THE INTERNS FACE SIGNIFICANT CHALLENGES AND BARRIERS TO EMPLOYMENT SUCH AS HOMELESSNESS, MENTAL HEALTH ISSUES, JUSTICE INVOLVEMENT, AND FOSTER CARE SYSTEM HISTORY, AND THIS OPPORTUNITY PROVIDED THEM WITH CRITICAL WORK EXPERIENCE AND CAREER COACHING SUPPORT. THE KITCHEN IS NOW OPERATING WITH TWO SHIFTS OF COOKING TEAMS MADE UP OF CHEFS, KITCHEN AIDS, AND CULINARY STUDENTS. ISAACS CENTER ALSO REDEPLOYED STAFF DISPLACED FROM EDUCATION, WORKFORCE DEVELOPMENT, AND AFTERSCHOOL PROGRAMS, QUICKLY TRAINING THEM TO FILL IN ON MEAL DELIVERY ROUTES AND OTHER OLDER ADULT SERVICES TO ENSURE CONTINUITY WHEN OTHER STAFF HAD TO SELF-QUARANTINE OR BECAME SICK.

Executives Listed on Filing

Total Salary includes financial earnings, benefits, and all related organization earnings listed on tax filing

NameTitleHours Per WeekTotal Salary
Gregory MorrisPRESIDENT/EXECUTIVE DIRECTOR35$149,160
Pakhi KaneDEPUTY EXECUTIVE DIR./ACTING CFO35$127,007
Damion E SamuelsSR. DIRECTOR OF YOUTH SERVICES35$103,184
Lee WarehamDIRECTOR1$0
Gretchen H StoneDIRECTOR1$0
Sonia C ParkDIRECTOR1$0
Gail Berry O'NeillDIRECTOR1$0
Andrea P MartinDIRECTOR1$0
Suzanne ManningDIRECTOR1$0
Christopher P MahanDIRECTOR1$0
Barbara N LucasDIRECTOR1$0
Ursula LowerreDIRECTOR1$0
Milagros HennDIRECTOR1$0
Marion S HedgesDIRECTOR1$0
John GernonDIRECTOR1$0
Patricia A FalkenbergDIRECTOR1$0
Ashley Higgins DieckDIRECTOR1$0
Daniel J BurskyDIRECTOR1$0
Dr Estelle P BenderDIRECTOR1$0
Todd CleggTREASURER1$0
Peter W TimminsSECRETARY2$0
Paul R KlepetkoVICE CHAIR2$0
Marina Niceta De PalazziVICE CHAIR2$0
Richard B NessonCHAIRMAN3$0

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