NJ Public Broadcasting Authority Board

Phyllis Salowe-Kaye

Phyllis Salowe-Kaye became a member of the New Jersey Public Broadcasting Authority Board of Commissioners in June 2004, after being appointed by Governor James E. McGreevey with the approval of the New Jersey Senate.

For the last 19 years, Ms. Salowe-Kaye has served as Executive Director of New Jersey Citizen Action, the state’s largest multi-issue consumer watchdog organization with over 60,000 family members and over 120 organizational affiliates. She has negotiated 32 CRA agreements with almost all of New Jersey’s largest banks, and several of the smallest, totaling more than $15 billion dollars in below-market rate mortgages, discounted home improvement loans, construction and permanent financing for non-profits targeted to women and minorities. Citizen Action has two Financial Education and Technology Centers, located in Newark and Camden, providing on and offsite training to adults and teenagers throughout the state. Citizen Action also has 11 Mortgage and Credit Counseling Offices and is counseling over 4,500 people a year with approximately 1,000 mortgages being made each year.

As co-founder of Shelterforce, a 20-year-old housing publication, she also sits on the Board of the National Housing Institute, a non-profit organization dedicated to increasing and maintaining affordable housing. In 1983, Phyllis co-founded and directed the Ronald B. Atlas Tenant Resource Center. She is a founding member and has served on the Board of H.A.N.D.S., Inc. (a non-profit housing development corporation that builds affordable housing in Essex County, New Jersey) for 20 years.

She developed a Financial & Technical Education Center serving low and moderate-income residents throughout the state. Centers are currently located in Newark and Camden.

A comprehensive staff development and training program was created for non-profit organizations that is used by Citizen Action organizations throughout the U.S.

Ms. Salowe-Kaye conducted major fund raising campaign using targeted donor solicitation, foundation grantsmanship, corporate donations, door-to-door canvassing and grassroots efforts to bring an organization with a $250,000 deficit to a position of financial stability with a current annual budget of $2.5 million.