Nelson A. Rockefeller College of Public Affairs and Policy
Initiative on Nonprofit Management & Governance

University at Albany
March 2003

About the Nonprofit Executive Roundtable
This report was produced in February 2003 by the Center for Women in Government & Civil Society for the Nonprofit Executive
Roundtable planning group. The Roundtable planning group is part of the University at Albany's Nelson A. Rockefeller College
Initiative on Nonprofit Management and Governance, directed by Dr. Judith R. Saidel, Center Director and Research Associate
Professor of Public Administration and Policy. The Roundtable is chaired by Public Service Professor Patrick J. Bulgaro.

The Roundtable planning group consists of twelve executives of nonprofit organizations in the Capital Region that represent
different fields within the sector.1 Its purpose is to facilitate ongoing analysis and sharing of best practices related to changing
economic conditions among nonprofit executives, conduct relevant research, and strengthen partnerships between the University
and the nonprofit sector.

Acknowledgements
This report could not have been written without the initiative and support of the twelve Nonprofit Executive Roundtable
members. Thank you for investing time and expertise in this project: Mary Ann D. Allen, Esq. (Wildwood Programs), Teri Bordenave
(Girls Incorporated of the Greater Capital Region), John F. Flynn (Capital District YMCA), Sister Maureen Joyce (Catholic
Charities), Alan Krafchin (Center for the Disabled), Judith N. Lyons (CommunityFoundation of the Capital Region), Christine
M. Miles (Albany Institute of History & Art), Paul Milton (Northeast Health), Sheri Sanduski (New York State Rehabilitation
Association), Cecelia Sanz (Centro Civico Hispano Americano, Inc.), Raymond Schimmer (Parsons Child & Family Center), and
Donna Thompson (Trinity Institution/Homer Perkins Center). Thanks also to Patrick J. Bulgaro, Chair of the Nonprofit Executive
Roundtable planning group, and Judith R. Saidel, Rockefeller College of Public Affairs and Policy, for leading this effort.

Several staff members and graduate assistants contributed to the completion of this report, including Laurie Lucier, Triparna Vasavada,
Alison Olin, and consultant Joanne Carmen. Jeffrey H. Sorensen, Senior Economist, New York State Department of Labor,
Research & Statistics Divison, and David Lang Wardle, Principal Planner/Economist, Capital District Regional Planning Commission,
provided invaluable data and modeling assistance. Finally, this report would not have been possible without the financial
support of the New York State Legislature.

Data Sources
This report profiles the impact of the nonprofit sector on the economy and quality of life in the Capital Region. It draws on a variety
of secondary sources, including IRS 990 data, New York State Department of Labor data (ES 202 and unemployment insurance
claims), as well as data from the New York State Attorney General's Office and the Census Bureau. We used the most recently available
data (mostly from 1999-2002). In addition, the sector's impact on the quality of life is illustrated with examples from business
and nonprofit sector leaders in the Capital Region. Finally, the findings of other studies of nonprofits are integrated as well.

Author
Julia Koschinsky
Project Director
Center for Women in Government & Civil
Society
Phone: 518-442-5781
Email: pin.ny@albany.edu

Executive Summary
1,556 nonprofits represent a strong component of the Capital Region's economy.
· The Capital Region economy is especially dependent on nonprofits: The Albany- Schenectady-Troy Metropolitan Area ranks second
in total nonprofit revenue, outside of the New York City Metropolitan area.
· In 1999, the combined revenues of public charities were over $4 billion.
· Almost 60,000 residents, or 1 in 5 private sector employees, worked for nonprofit organizations in 2002.
· Nonprofit employees represented almost 20% of total private sector employment and 13% of private and public employment in the
Capital Region in 2002.

Including the indirect impact of the nonprofit sector, nonprofit jobs and revenue accounted for about 17% of total employment
and 20% of regional economic output (gross metropolitan product) in the Capital Region in 2002.
· The total annual impact of nonprofits on the Capital Region is $7.8 billion.
· The annual impact on household incomes is about $2.4 billion.
· The annual employment impact on the region is approximately 68,750 total full-time equivalent jobs.
· Nonprofits frequently act as catalysts for additional private and public investment and, ultimately, revitalization of neighborhoods.

Capital Region nonprofits leverage government support by attracting additional private and foundation dollars, as well as volunteer labor.
· Nonprofits leverage $5-10 of private revenue for every public dollar.
· Over 80% of nonprofit funding is from sources other than local and county government (Schenectady county, 2001).
· The public donated over $8.6 million to charities in the Capital District and the Eastern Adirondacks through telephone campaigns in 2002.
· The 12 nonprofit organizations on the Roundtable planning group utilize more than 5,800 volunteers annually. In this case, nonprofits
leverage one volunteer for every two paid employees (10,475 employees) to serve 48 times as many clients (776,816 clients).

Nonprofits in the Capital Region are a growth industry.
· The number of regional 501(c)3 organizations increased by 19% between 1998 and 2002.
· This increase represents an average annual growth rate of 4.75%.
· Despite an economic recession, nonprofit employment grew by 3.25% annually from 1998-2002.

Nonprofits in the Capital Region improve the lives of a large number of residents.
· 12 nonprofits alone served more than 750,000 people in and beyond the Capital Region in 2002 (region's population: 794,293).
· 28 nonprofits surveyed in Schenectady county served about 330,000 residents in and beyond the county in 2001
(county population: 146,555).

Health care, education and human services are highly dependent on nonprofits.
· These services account for 90% (or $3.7 billion) of total nonprofit revenue in the Capital Region (1999).

Much of nonprofit revenue is returned to employees and the government.
· The almost 60,000 residents employed by nonprofits earned more than $1 billion in salaries in 1999.
· Public revenues were bolstered by the more than $80 million in payroll taxes nonprofits paid in 1999.

Nonprofits make vital contributions to the region's quality of life.
· Nonprofits are uniquely positioned in the communities they serve to promote human dignity and compassion.
· Voluntary sector organizations offer opportunities for service and participation in civic life.
· Nonprofits operate much of the service infrastructure that makes the region attractive to residents and businesses seeking to relocate.

"There can be very little question of how critical the nonprofit sector is to the very vitality of business in this region."
Hugh A. Johnson, Chairman and Chief Investment Officer of
First Albany Asset Management

Nonprofits a Strong Economic Force
The nonprofit sector in New York State's Capital Region plays an often overlooked, yet crucial role in the region's quality of
life and economy. The sector represents a $4 billion growth industry with more than 1,500 organizations and almost 60,000
employees - almost 20% of all private sector employees. The sector's total economic impact of $7.8 billion and 68,750
jobs account for 20% of gross metropolitan product in the Albany-Schenectady-Troy metro area and 17% of total employment
in the Capital Region. Nonprofits multiply local and state dollars invested in nonprofits by leveraging volunteer labor,
individual donations, corporate contributions, and foundation grants.2

According to the 2000 Census, 794,293 residents live in the four counties of the Capital Region (4.2% of the state).3 In 2002,
the Albany-Schenectady-Troy metro area had the second largest concentration of nonprofit revenue in New York State (5.6%
of state nonprofit revenue) - second only to the New York City metro area (63%).4 Almost 20 percent of total 2002 private
sector employment is nonprofit-based.5

The fact that New York State currently faces one of the worst fiscal crises in its history, therefore, has an especially severe
impact on the nonprofit sector in the Capital Region and the New York City region. Nonprofits provide employment,
contribute to the economy at large, and bring additional resources into the community.

Nonprofits Have Unique Value
Nonprofit organizations in the Capital Region do business like no one else: They rely on thousands of volunteers and leverage
many additional dollars for every dollar of public investment.

In contrast to their for-profit counterparts, they are not primarily driven by a financial bottom line but by a charitable mission.
In comparison to government, they tend to be more rooted in the communities they serve, more flexible in responding to changing
environments, and often more costeffective in service delivery.

Nonprofits are uniquely positioned to promote human dignity and compassion and offer opportunities for participation and
service. The realization of these ideals is hard to measure and yet is at the core of a democratic society's character.

NYS Department of Labor: Nonprofits Vital to State
In December 2002, the New York State Department of Labor announced in the headline of a lead article that Jobs with Nonprofits
are a Vital Part of New York State.6 To highlight the significant impact of the nonprofit sector in the Capital Region, the Department
reported:

"Private sector nonprofits contribute to the quality of life for all New York citizens by providing health care, education,
counseling, job training, nursing home care, and child care services. The sector also provides access to arts and culture
as well as opportunities for volunteer participation. Finally, the nonprofit sector is a major force in the state's economy.
Regrettably, these attributes are sometimes not fully recognized by policymakers, the press, or the public at large.
As a result, this sector is often overlooked in economic development and education and training efforts that could prove extremely
beneficial to the state economy in the long term." 7

1,556 Nonprofits Crucial to Capital Region's Economy and Quality of Life
The 1,556 nonprofit organizations in the Capital Region are indeed a vital component of New York State's economy and quality of
life.8 Operating with combined revenues of over $4 billion (1999), public charities in the Capital Region with gross receipts above
$25,000 play a significant role in the regional economy (Table 1). (Since smaller nonprofits are not included in this estimate,
the actual economic impact of nonprofits is even larger).9 In addition, nonprofits are a growth industry: The number of 501(c)3
nonprofits increased by 19% from 1,305 in 1998 to 1,556 in 2002, an increase which represents an average annual growth rate of
4.75%.10

Nonprofits in the Albany-Schenectady-Troy Metropolitan Area earn 5.6% of total nonprofit revenue in New York State (1999).
This is the largest share of total revenue outside of the New York City metro area, which accounts for 63% of total nonprofit
revenue in the state.11

Nonprofits play a larger role in New York State than in any other state in the country: Their combined 2002 revenues ($89 billion)
are the largest in the country. In comparison, the average combined 2002 revenue of a state's nonprofit sector was about $14 billion.
The actual size of combined nonprofit revenue in New York State is even larger than $89 billion since this estimate does not
include small nonprofits with annual gross receipts below $25,000.12

Nonprofits Are Economic Development Catalysts
What is the economic impact of the nonprofit sector in the Capital Region? Nonprofits purchase goods and services from many
local businesses, including professional services, food, transportation, office supplies, and printing.

According to an analysis by the Capital District Regional Planning Commission (CDRPC) using the Regional Input-Output
Modeling System II, the total annual impact of nonprofits on the Capital Region is estimated to be $7.8 billion.13 As the CDRPC
table shows, the annual impact of nonprofits in the Capital Region on household incomes is about $2.4 billion, and the annual
employment impact on the Region is approximately 68,750 total full-time equivalent jobs.14

The 68,750 nonprofit-related jobs comprise about 17% of total 2000 employment in the Capital Region (407,727). Nonprofits' total
economic impact of $7.8 billion accounts for 20% of the gross metropolitan product of the Albany-Schenectady-Troy
metropolitan area (gross metropolitan product is a concept similar to gross domestic product that estimates the value of goods and
services produced at a metro level). 15

Many nonprofits are based in the communities they serve, and are frequently the largest employers in these communities. Because
these agencies are often located in inner city regions which are economically distressed, investments in nonprofits often act
as the main catalysts for additional private and public reinvestment and ultimately revitalization of these neighborhoods.

Chris Lindsay, past president of the Beverwyck Neighborhood Association, illustrates how nonprofits contribute to the revitalization
of vulnerable neighborhoods:

"The apartment complex built by the Center for the Disabled has had an extremely positive impact on the Quail
Street and Central Avenue areas. The new residents patronize area businesses and the beautiful new building
will encourage others to invest in this part of the City."

$5-$10 of Private Revenue Leveraged for Every Public Dollar
Like no other sector, nonprofit organizations are able to leverage additional public, private, and nonprofit resources for every
dollar in investment they attract. Public investments are stretched further because nonprofits attract additional private and
foundation dollars as well as additional volunteer labor.

For instance, for every dollar of government support (federal, state, or local), Capital Region nonprofits with annual incomes over
$500,000 leverage more than five dollars of additional non-governmental support.16

Some nonprofits leverage an even larger amount of non-public dollars: One example is the Parsons Child and Family Center,
which leveraged 10 private dollars for every public dollar of investment in 2002.17 A 1997 study of housing nonprofits in New York
State found that these organizations leverage 23 dollars for every dollar in state operating support.18

Although residents in the four counties of the Capital Region are the primary beneficiaries of the services offered by the 1,556
nonprofits in this area, local funding for these services represents only a small portion of nonprofit revenue. For instance, according
to a 2001 survey of 28 nonprofits in Schenectady, only 18% of these organizations' revenue came from city and county
government. The vast majority of funds (82%) were brought into the community by nonprofits from private sources (45%), state
funds (21%), and federal resources (16%).19

The Public Supports Nonprofits
Nonprofits enjoy the support of the public, as illustrated by the scope of public donations to nonprofits. For instance, in 2002,
New Yorkers contributed more than $8.6 million to charities in the Capital District and the Eastern Adirondacks as a response
to telephone campaigns.20 Twenty-eight nonprofits surveyed in Schenectady in 2001 received 20,561 individual and 1,457 business
donations in 2001.21 Even individual nonprofit organizations rely on an impressive number of supporters: For instance, the
Capital District YMCA was supported by 7,038 contributors in 2002.22

Nonprofits Improve People's Lives
While these numbers represent the economic significance of the sector, they do not fully capture what these investments mean
to the communities where nonprofit organizations operate. For instance, in 2002, the twelve nonprofit organizations alone that
are represented in the Nonprofit Executive Roundtable planning group served more than three-quarters of a million people
(776,816) in the Capital Region.23 Twentyeight nonprofit organizations surveyed in Schenectady County in 2001 served about
330,000 residents annually.24 Both sets of nonprofits serve clients beyond the Capital Region and these counts include duplicates.
However, to get a sense of the large proportion of residents who benefit from nonprofit services, compare the total population of the
Capital Region (794,293) and of Schenectady County (146,555) to the number of clients served in the Capital Region (776,816) and
in Schenectady County (330,000).

What do these services mean to program participants? Nonprofits help their program participants overcome barriers and realize
potentials. Omar, an African-American teenager and regular visitor to the Capital District YMCA, illustrates nonprofits' unique
role:25

"The reason I go to the Y - it's like a family thing. … I didn't have a father that was there all the time. The Y's helped me
to concentrate some of my anger towards positive things. In my neighborhood, there's a lot of kids that don't have
the positive influences in their life. Basketball is a refuge for me that keeps me out of a lot of trouble. One of the guys I
like to spend time with at the Y … has been like a father figure for me. My Mom is proud of the fact that I'm doing something
positive. I want to give her a better life. I just want to be successful in life, playing basketball, going to school, being
an engineer. When I walk through the doors of the Y, it's like I'm home now."

Nonprofits are in a unique position to balance a financial bottom line with a mission-driven bottom line. This second bottom line
distinguishes nonprofits like the YMCA from proprietary businesses - fitness at the YMCA is a means for connecting community members
with diverse backgrounds and demographics, offering productive activities to at-risk youth, and helping children discover what they
are capable of achieving.

Another individual observation illustrates the important role that nonprofits play in improving people's lives. At age 21,
Theresa Parisi is currently stationed as a US Navy Rescue Swimmer in Bahrain:26

"I landed at Girls Incorporated when I was 5 years old. I took every program available, I learned
computers, taek won do, gymnastics, woodworking, drawing. I went to the camp in the summer and learned
how to swim. No one ever told me, 'You can't do that.' I was the first teen on the Girls Inc. Board of Directors. Look at me
now. I jump out of helicopters into the ocean and save people. It's important to me that I give back, because I've gotten
so much from Girls Incorporated. I wanted other women and girls to know they can do anything they set their
minds to."

Nonprofits Account for Almost 20% of Total Private Sector Employment
Nonprofits in the Capital Region represent a significant share of total employment. They accomplish their missions as small and large
organizations, ranging in size from no fulltime staff to thousands of staff members. When taken together, the number of nonprofit
employees is significant: The 1,556 nonprofit organizations with 501(c)3 charitable status in the four counties of the Capital
Region employed 59,806 workers in 2002.27 These nonprofit employees represent almost 20% of total private sector employment and
13% of private and public employment in the Capital Region. This means that about one in every five privately employed residents works
for a nonprofit organization. In comparison, nonprofits employed more than one million people (1,058,100) - or 16% of private
employment- in all of New York State in 2001.28

The significant impact of nonprofit employment is further increased by the fact that nonprofit employment in the Capital Region
grew by 13% from 1998 to 2002 (from 52,966 to 59,806 employees), at an annual average growth rate of 3.25%. 29

Nonprofit Employment Stabilizes Vulnerable Communities
Nonprofits employ larger numbers of vulnerable populations, including women, residents transitioning from welfare to work,
and residents from low-income neighborhoods. Nonprofits often provide the economic backbone in low-income communities
that face private and public disinvestment. If this backbone is weakened, it has a destabilizing ripple effect throughout the community.
As Richard Harris, President of 100 Black Men, notes:

"Nonprofit agencies often locate programs in the heart of urban areas and consequently
become an important source of jobs to the minority community for individuals who live close to these locations.
Often these employment opportunities help people in the community launch their careers by gaining experience
that provides a step ladder to better jobs in those agencies or access to other occupational opportunities."

John McDonald, Mayor of the City of Cohoes, notes:

"Very often a partnership between City governments and nonprofit agencies can have an important and
significant impact on communities. Housing projects, program sites and administrative headquarters
bring people, jobs and resources to urban areas. These attributes can encourage business investment and
help neighborhoods not only turn themselves around but reinvent themselves as well."

Nonprofits not only employ a significant number of paid employees. They also mobilize substantial hours of volunteer labor to
increase the scope of their activities, reach additional residents, and further improve the quality of their services.
For instance, in 2002, the twelve nonprofit organizations of the Roundtable planning group utilized
more than 5,800 volunteers to help their 10,475 staff members serve their 776,816 clients.30 In this case, nonprofits leveraged
one volunteer for every two paid employees to serve 48 times as many clients. Twentyeight nonprofits surveyed in Schenectady
County in 2001 relied on over 5,555 volunteers.31

The scope of volunteer involvement enables nonprofit organizations to offer services in unique ways. Volunteers add a human side
to services that are otherwise often provided within a bureaucratic framework. They often make program participants feel at home, establish
trust, and act as peers alongside paid staff.

Nonprofits Pay $1 Billion in Salaries and Taxes
Nonprofits offer their nearly 60,000 workers an opportunity to find employment while making a positive contribution
to their communities and to people's lives. In 1999, Capital Region nonprofit organizations paid employees more than $1
billion in salaries and wages and paid more than $80 million in payroll taxes.32 By comparison, the total annual wages in the Capital
Region amounted to $13 billion in 1999.33

Health, Education, and Service Infrastructure Highly Dependent Upon Nonprofits
Capital Region nonprofits run much of the service infrastructure of health care, education, and social services on which all residents
and businesses in the region rely. Business leaders observe that the more developed this service infrastructure, the more attractive
a region becomes to residents and businesses that are seeking to relocate. They point out that nonprofits take responsibility for the
things in life that residents and businesses cannot do without but that are often not profitable - like education, health care, child care,
the arts, or environmental protection.

Health, education and human service nonprofits accounted for 90% (or $3.7 billion) of total nonprofit revenue in the Capital Region in
1999 (Table 5).34 According to the Census Bureau, almost three quarters of employees in the area of educational, health, and social services
in the Capital Region in 1999 are women.35

In New York State, 41% of nonprofit employment is in private health services (including 29% in hospitals), 25% of nonprofit employees
work in the area of social services, and 20% work in educational services (Table 6).36 In the Capital Region, the percentage of nonprofit
revenue of educational institutions (36% of total) indicates that education nonprofits play a larger role in the Capital Region than in the state as a
whole.37

Nonprofits Needed as Much as Business and Government
Like the private and public sector, the nonprofit sector represents a crucial component of the Capital Region's economy and quality
of life. Each of the three sectors fulfills vital functions in society that the others cannot address in the same way. Businesses and
residents need government for public infrastructure, law enforcement, and other important services. Government and residents
need businesses as part of a vibrant economy. In the same way, businesses and government need nonprofits to tackle those
needs that are not satisfactorily addressed by the other two sectors.

According to Hugh A. Johnson, Chairman and Chief Investment Officer of First Albany Asset Management,

"The contribution to and importance of the non-profit sector of the Capital Region economy cannot be overstated. Hospitals,
other healthcare professionals and services, our education base, social services. The list is a long list. There can be
very little question of how critical the nonprofit sector is to the very vitality of business in this region. Public policy
needs to be focused on encouraging the growth and ongoing vitality of the nonprofit sector."38

Nonprofits have become the primary implementation partners of government in areas such as mental health, social services, and
housing development. Nonprofits bring a unique set of resources to the table, including local participation in program
design and delivery (e.g., through board membership, volunteering, or community meetings), responsiveness to community needs, and
innovative and flexible solutions for hard-to-serve populations, such as residents with substance abuse problems, at-risk youth, or foster
children.

Many nonprofit organizations were founded by concerned parents, neighbors or family members to fill important gaps in service provision.
One Capital Region nonprofit organization, Wildwood Programs, illustrates this unique and important role played by nonprofits: 39
In 1966, 15 parents came together out of frustration about the lack of available services for their children with neurological
impairments. Today, Wildwood programs has grown into a multi-service organization that serves 1,370 neurologically impaired/
learning disabled and autistic people, with the help of 500 staff members, 400 volunteers, and a $15 million budget.

The success of nonprofit agencies like Wildwood programs throughout the Capital Regionillustrates the unique place that nonprofit
agencies have assumed in democratic societies.

Endnotes
1 The nonprofit organizations include: Albany Institute of History and Art, Catholic Charities, Center for the Disabled,
Centro Civico Hispano Americano, Community Foundation for the Capital Region, Girls Inc. of the
Greater Capital Region, Northeast Health, NYS Rehabilitation Association, Parsons Child and Family Center,
Trinity Institution - Homer Perkins Center, Wildwood Programs, and the Capital District YMCA.
2 National Center for Charitable Statistics (NCCS) (2001,June). Reporting Public Charities in New York, by
County, Circa 1999. Available at http://nccs.urban.org/stcover/1999/99_NY_cnty_maj.pdf Additional analysis
conducted by CWIGCS of IRS 990 Core Files (variables: salary/wages and payroll), obtained from NCCS. State of
New York Department of Labor, Division of Research and Statistics. ES202 Data Series. Data collected from
the New York State Unemployment Insurance Program, second quarter of 1998 and 2002. Nonprofit counts refer
to charitable organizations with 501(c)3 status. Capital District Regional Planning Commission. (2003). Estimated
Economic Impact of Capital District Non-Profit Organizations on the Capital Region. Albany, NY:
CDRPC; Gross metropolitan product estimate from The US Conference of Mayors and the National Association
of Counties. (2001). Top 100 U.S. Metro Economies. Available at http://www.econdata.net.
3 2000 Census Bureau. Data available at http://factfinder.census.gov. The four counties of the Capital Region are
Albany, Saratoga, Schenectady, and Rensselaer.
4 The New York City metro area includes the counties of New York City, Putname, Rockland, and Westchester.
Source: NCCS, op. cit.
5 Note that nonprofit employment figures refer to 2002 while private sector employment figures refer to 2000. Source:
State of New York Department of Labor, Division of Research and Statistics. ES202 Data Series. Data collected
from the New York State Unemployment Insurance Program, second quarter of 2002. 2000 private sector data
was obtained from the New York State Department of Labor's online Labor Market Information System, available
at http://www.labor.state.ny.us/labor_market/lmi_business/insured/search.htm. The data are based on
New York State Unemployment Insurance Program information.
6 State of New York Department of Labor, Division of Research and Statistics. (2002, December). Employment in
New York State. Available at http://www.labor.state.ny.us/pdf/enys1202.pdf
7 State of New York Department of Labor, Division of Research and Statistics. (2002, December). Employment in
New York State. Available at http://www.labor.state.ny.us/pdf/enys1202.pdf, p. 1.
8 State of New York Department of Labor, Division of Research and Statistics. ES202 Data Series. Data collected
from the New York State Unemployment Insurance Program, second quarter of 1998 and 2002. Nonprofit counts
refer to charitable organizations with 501(c)3 status. Federal law requires nonprofit employers with four or more
employees to file quarterly reports under the national ES 202 program.
9 National Center for Charitable Statistics (NCCS) (2001, June). Reporting Public Charities in New York, by
County, Circa 1999. Based on an analysis of IRS 990 data, which excludes public charities with less than
$25,000 in gross receipts. Foreign organizations, government-associated organizations, and organizations without
state identifiers were not included in this analysis. Available at http://nccs.urban.org/stcover/1999/99_NY_cnty_maj.pdf
10 State of New York Department of Labor, Division of Research and Statistics. ES202 Data Series. Data collected
from the New York State Unemployment Insurance Program, second quarter of 1998 and 2002. Nonprofit counts
refer to charitable organizations with 501(c)3 status.
11 NCCS, op. cit. The counties in the Albany-Schenectady-Troy metro area are Albany, Schenectady, Rensselaer,
Saratoga, Montgomery, and Schoharie. The counties of the New York metro area are Bronx, Kings, New York,
Queens, Richmond, Putnam, Rockland, and Westchester. For an analysis of the New York City nonprofit
sector, see John E. Seley and Julian Wolpert. (2002). New York City's Nonprofit Sector. New York, NY: Graduate
Center of the City University of New York.
12 Analysis of IRS 990 Master File, 11/26/2002, by Dan Prives: "Total Form 990 revenue of nonprofit organizations,
by Form 990 revenue range, by state. Distributed in an email message to ARNOVA-L@listserv.wvu.edu on 12/16/2002.
13 Capital District Regional Planning Commission. (2003). Estimated Economic Impact of Capital District Non-
Profit Organizations on the Capital Region. Albany, NY: CDRPC.
14 Output and impact estimates were based on payroll, and are therefore subject to a ± 10% error. Source: Capital
District Regional Planning Commission. (2003). Estimated Economic Impact of Capital District Non-Profit
Organizations on the Capital Region. Albany, NY: CDRPC.
15 Capital District Regional Planning Commission. (2003). Estimated Economic Impact of Capital District Non-Profit
Organizations on the Capital Region. Albany, NY: CDRPC; 2000 employment data estimates from New
York State Department of Labor's online Labor Market Information System, available at http://www.labor.state.
ny.us/labor_market/lmi_business/insured/search.htm. The data are based on New York State Unemployment
Insurance Program information. Gross metropolitan product estimate from The US Conference of Mayors and the
National Association of Counties. (2001). Top 100 U.S. Metro Economies. Available at http://www.econdata.net.
16 Note that this number does not include all nonprofit organizations with annual incomes above $500,00 but only
those that were soliciting contributions from New Yorkers. It is based on the latest available data from the Attorney
General's Office, which was collected in 1995. Total 1995 nonprofit incomes for these organizations in the
Capital Region were estimated at $1,678,867,487 while government support was estimated at $254,120,619 or 15%.
Data are available at: http://www.oag.state.ny.us/charities/pennies97/intro97.html
17 Parsons Child and Family Center. 2001 Annual Report, p. 4.
18 State operating support provided through the Neighborhood Preservation Program. Cronin, Mary, Alex
Schwartz, and Julia Koschinsky, (1997). Facing New York State's Affordable Housing Crisis: The Role of Community-
Based Housing Organizations. A report prepared by The Neighborhood Preservation Coalition of New York
State, Inc. and the Community Development Research Center at the New School for Social Research.
19 Agency Chief Executives of Schenectady County. (2001). Briefing Paper: Economic Impact of Charitable
Not-for-Profits and the ACES Membership in Schenectady County, p. 4.
20 This area included the counties of Albany, Clinton, Columbia, Essex, Franklin, Fulton, Greene, Hamilton, Montgomery,
Rensselaer, Saratoga, Schenectady, Schoharie, Warren, and Washington. Source: Attorney General's
Office. 2002 Pennies for Charity. Where Your Money Goes. Available at http://www.oag.state.ny.us/charities/pennies02/penintro.html
21 Agency Chief Executives of Schenectady County. (2001). Briefing Paper: Economic Impact of Charitable
Not-for-Profits and the ACES Membership in Schenectady County, p. 4.
22 Capital District YMCA. (2002). 2002 Annual Report. Available at http://www.cdymca.org/about_ymca/annual_report.htm
23 The twelve Roundtable planning group member organizationsaccounted for 5% of total payroll taxes
(3,704,236 out of 80,378,510) and 4% of total salaries and wages ($50,103,068 out of $1 billion). Their combined
revenues represent 2% or $98,095,477 of the total Capital District revenue of $4 billion. Source: IRS 990
forms (1999) from NCCS. Client numbers were collected from Nonprofit Executive Roundtable planning group
members through phone interviews with members in February 2002.
24 Agency Chief Executives of Schenectady County. (2001). Briefing Paper: Economic Impact of Charitable
Not-for-Profits and the ACES Membership in Schenectady County, p. 5.
25 Quote from YMCA's video Capital District YMCA. Available at http://www.cdymca.org/about_ymca/promo_videos.htm
26 Quote provided by Teri Bordenave, President/CEO of Girls Incorporated of the Greater Capital Region on
March 3, 2003.
27 State of New York Department of Labor, Division of Research and Statistics. ES202 Data Series. Data collected
from the New York State Unemployment Insurance Program, second quarter of 1998 and 2002. Nonprofit counts
refer to charitable organizations with 501(c)3 status.
28 State of New York Department of Labor, Division of Research and Statistics. (2002, December). Employment in
New York State. Available at http://www.labor.state.ny.us/pdf/enys1202.pdf, p. 1 & 3.
29 Nonprofit employment data was provided by the New York State Department of Labor based on the ES202
Data Series and the New York State Unemployment Insurance Program. Private for-profit and public sector
data was obtained from the New York State Department of Labor's online Labor Market Information System, available
at http://www.labor.state.ny.us/labor_market/lmi_business/insured/search.htm. The data are based on
New York State Unemployment Insurance Program information. Although 1998-2002 total private employment
data were not available, the annual average growth rate of private employment in New York State from 1998-
2002 was 4.8% (the average annual private sector employment growth rate in the Capital Region from 1998-
2000 was 4.5%).
30 Annual volunteer numbers apply to 2001 or 2002: Albany Institute of History and Art (200), Catholic Charities
(1,441), Center for the Disabled (500), Centro Civico Hispano Americano (14), Community Foundation for the
Capital Region (N/A), Girls Incorporated of the Greater Capital Region (300), Northeast Health (710), NYS Rehabilitation
Association (N/A), Parsons Child and Family Center (450), Trinity Institution - Homer Perkins Center (24),
Wildwood Programs (400), YMCA (1,819). NCCS, op. cit.
31 Agency Chief Executives of Schenectady County. (2001). Briefing Paper: Economic Impact of Charitable
Not-for-Profits and the ACES Membership in Schenectady County, p. 4.
32 NCCS, op. cit.
33 New York State Department of Labor Market Information. Data based on reports submitted quarterly by employers
subject to the New York State Unemployment Insurance Law. Available at
http://www.labor.state.ny.us/labor_market/lmi_business/insured/search.htm
34 NCCS, op. cit.
35 2000 Census data, Summary File 3. Available at http://factfinder.census.gov/
36 State of New York Department of Labor, Division of Research and Statistics. (2002, December). Employment
in New York State. Available at http://www.labor.state.ny.us/pdf/enys1202.pdf, p. 3.
37 NCCS, op. cit.
38 Quote provided by Hugh A. Johnson on March 6, 2003.
39 Source of story and data cited in next paragraph: Wildwood Programs' website at
http://www.wildwood.edu/information/history.html