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How the CEO of New York’s largest food bank is inspired by Jewish values
(New York Jewish Week) — At the Food Bank for New York City, one of the largest food banks in the country, the holiday season is crucial to ensuring New Yorkers have enough food to be able to live with dignity.
Since its founding in 1983, the organization has provided over one billion meals to New Yorkers in need — as well as offering free SNAP assistance, tax preparation services and financial literacy programs to low-income residents.
“Our central mission is that we feed people for today, but we have made significant investments in programming that truly helps to lift people out of poverty,” president and chief executive officer Leslie Gordon told the New York Jewish Week. “Because the reason why people are food insecure to begin with is a resource problem. It’s an inability to get connected to networks or resources, because of racist systems or policy issues.”
Gordon, who is Jewish, has helmed the organization since 2020, and in some ways, rose to the role in a way that seemed inevitable. As a child, she loved to watch her grandfather sell meat, produce and other goods from the grocery store he owned in Tarrytown, New York, and deliver food donations to the needy. Her mother, who also grew up at the store, was the executive director at the Hunts Point Produce Market, the country’s largest wholesale produce market.
Prior to joining Food Bank for New York, Gordon held leadership roles at Feeding Westchester, a food bank network in Westchester County and City Harvest, which helps make fresh, nutritious food accessible around New York. Starting her job at the beginning of the pandemic, Gordon has overseen a doubling of the Food Bank for New York’s annual food distribution across the city from 70 million pounds to 150 million pounds.
A fourth-generation Tarrytown resident, Gordon has been a member of the Conservative congregation Temple Beth Abraham her entire life. She lives in the same house that she, her grandfather and her mother grew up in, with her wife, two dogs and two cats.
The New York Jewish Week chatted with Gordon about her background, her favorite parts of the job and the Jewish family values that got her here.
This interview has been lightly condensed and edited for length and clarity.
After leadership roles at two other food banks, Gordon took over the top position at Food Bank for New York City in March 2020. She credits her Jewish family values for helping guide her. (Courtesy)
New York Jewish Week: How have your Jewish values guided you as the CEO of Food Bank for New York?
Leslie Gordon: The thing about my connection to Judaism at the Food Bank is really a personal responsibility around doing tikkun olam. It’s an ever-present, everyday commitment to making the world more just and equal through social action, which is what we do every day at Food Bank — helping New Yorkers across the five boroughs to have the resources they need to be able to have a stable, healthy life where they can thrive and look forward to working on achieving their dreams.
Food is culture. Food is love. Food is history. Food has always been a big part of my personal Jewish experience — whether through holidays or through historical explorations. My grandfather was a butcher. He grew up in a small Jewish enclave in Rockland County called Pot Cheese Hollow [now Spring Valley], which is a sort of a European framing for all things cottage cheese.
You started this job right at the beginning of the pandemic. What was that like, and what was the path that led you to working at Food Bank?
I’ll never forget this: My first day was March 30, 2020. It was a little crazy to be the humble leader of one of the nation’s largest food banks at a time when the need was historically outsized and quickly escalated. It was a little bit of a challenge and, frankly, has been for most of my tenure.
Again, it goes back to my Jewish familial roots. I am carrying on a family legacy of feeding people: My grandfather, Norman Goldberg, was the son of European immigrants. When they came over [to America], and in his growing up years in that enclave in Rockland County, they were really, really poor. One of their biggest assets, believe it or not, was a dairy cow — no running water, no indoor plumbing. He would tell stories as kids that sometimes the only thing he ate in the course of a day was an apple that he picked off a neighboring farmer’s tree.
Fast forward many years into the future, he was a successful businessman, between a grocery store, a butcher store and a wine and liquor store, amongst other pursuits. He never forgot where he came from and he would talk to us about the importance of connecting people with food, and again doing tikkun olam. They would get phone calls from the rabbi at Temple Beth Abraham in Tarrytown, where they lived, because food banks and food pantries didn’t exist back then — the World War II era all the way through the 1950s, ’60s, and even ’70s. They would get a list of people in the community who needed help and [my grandfather] would take my mother by the arm and they would go to the local grocery store and shop. Frequently, as my mom tells it now, they’d end up in a local fourth-floor walk-up apartment building, ring the bell, drop the groceries and go, because you wanted to preserve the dignity of those whom you are helping.
That really made an impression on me. My grandfather was also an avid backyard gardener and was famous for leaving those little brown lunch bags full of excess produce from his backyard garden on people’s stoops.
My mother became the head of the world’s largest wholesale produce terminal, which is based in the Hunts Point section of South Bronx. I caught the bug on logistics and operations in food and really the romanticism of the food system. I’m still of that generation where I feel very connected to my local food system and farmers. I had a very unique growing up experience, where I got to see train cars full of broccoli or potatoes or other amazing produce that traveled through small towns and cities across the United States to land up in the South Bronx. So, I’ve been in the arena of food banking for about 15 years. I couldn’t have predicted it, I call it a happy accident. Of the 10 food banks in New York State, I’ve had the pleasure and honor of leading three of them.
What type of outreach do you do to New York’s Jewish community?
We’re a city of about 8.4 million people, and 1.6 million of them, give or take, are people who just don’t know where their next meal is coming from or what it will be. Ask yourself: Have you ever been hungry for a long period of time during the day? How do you deal with that? Imagine if that was your every day. That is compounded, potentially, by other struggles that you have. People don’t live single-issue lives. So, typically, when you’re food insecure, there are a lot of other issues that you’re grappling with — could be housing issues, could be mental health issues, could be employment or underemployment issues. There’s just a lot going on in the mix. New York City is a particularly expensive place to live. It’s a tough environment.
We’re the heart of a network of about 800 on-the-ground partners across the five boroughs. On nearly every street in nearly every neighborhood, our partners are food pantries, community kitchens, senior centers, shelters, community-based organizations like New York City Housing Authority or a Boys and Girls Club. In the case of the Jewish community, we have relationships with more than 40 on-the-ground agencies that specifically serve observant Jews. Organizations like Masbia, Alexander Rapoport’s restaurant-style soup kitchen that he’s now famous for.
We’re serving one of the nation’s largest kosher observant populations in the U.S. right here in New York City. We’re committed to making sure that kosher-observing communities in Williamsburg, Midwood, Crown Heights, Coney Island, Lower East Side, etc., have access to good kosher food that they can feel good about. The number of Jews in New York City who struggle is just astounding. We have a very large Jewish population, obviously. And so, you know, it’s something that’s on my mind a lot. I’ve had the opportunity to work with the Jewish community in New York now for over 15 years. Studies tell us that more than 10% of Jewish adults, and Jewish adults with kids in New York are food insecure. It’s serious. You’d be astounded, probably, to learn that more than 20% of adults in Jewish households in New York are at the poverty line.
What is your favorite part of the job?
A job as a food bank leader is very, very unique. In the course of a day, I can work on operations, I can work on marketing and communications, I can meet with donors, I can be on the phone with one of our agencies or food pantries on the ground, or I can be working on policy or advocacy. So it’s a really varied position. The most fun part about my job is the people and the stories. It’s the people who we serve who just have really big hearts and deep and interesting personal stories, and they’re just like you and me — moms and dads and families and kids who are trying to live their best life. We take the opportunity to be able to help them along the way pretty seriously.
For me, it starts internally with our Food Bank family. I take that really seriously. The culture in the organization is really important to me. I want people to feel supported and have all the resources they need to do their job, to be excited and energized about the ability and opportunity they have to impact people’s lives. At the end of the day, it’s always the people.
I’m a bit of a builder, and a fixer. It’s just who I am. Why I’m that way, I have no idea. My mother tells me that I’m my grandfather’s granddaughter. I just have a particular affinity for how things work and systems and processes and making things better and more efficient. It’s just part of my DNA, I guess. That is a skill set that really fits well with what’s required to run a food bank.
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A Democratic upset in Connecticut — but Israel was not a factor
(JTA) — Luke Bronin scored a decisive victory over longtime Rep. John Larson in Connecticut’s Democratic primary Tuesday, marking another defeat for AIPAC which had backed the 14-term congressman.
The pro-Israel lobby group is increasingly viewed as politically toxic in Democratic primaries across the country, with several progressive candidates notching victories after making opposition to the group a centerpiece of their campaigns.
Israel and the American Israel Public Affairs Committee, however, were not at the forefront of the contest in Connecticut’s 1st Congressional District, reflecting a more nuanced picture regarding Democratic voters’ shifting sentiments toward Israel.
Bronin and Larson, the race’s two candidates with more traditionally pro-Israel positions, together won nearly 90% of the vote, with Bronin receiving 53% while Larson received 34%. The two progressive candidates in the race, Jillian Gilchrest and Ruth Fortune, who both accused Israel of genocide in Gaza, finished a distant third and fourth.
Bronin, 46, who has Jewish ancestry on his father’s side, is the former mayor of Hartford and also served in the Obama Administration as the Deputy Assistant Secretary for Terrorist Financing and Financial Crimes. His campaign largely centered on affordability and emphasizing the need for new leadership in the Democratic party.
“If we are going to fix this mess that we are in, we need to build a Democratic Party that is bringing a whole new energy to this fight,” Bronin told supporters following his victory.
Israel was not entirely absent from the campaign. Larson, who first took office in 1999, split with Bronin during a primary debate last month when Larson defended his recent vote in support of U.S. military aid to Israel.
“Yes, I voted in favor of making sure that Israel, our ally, is going to get the aid from the United States that it needs. But the Palestinians need humanitarian aid, and Donald Trump has got to enforce the law,” Larson said.
Bronin pushed back at Larson, replying, “Trusting Donald Trump to do the right thing is a mind-blowing example of putting hope over all of the evidence in front of us.”
While Larson had long supported Israel during his tenure in Congress, he has been critical of Israel’s prosecution of the war in Gaza and treatment of Palestinians and vocally opposed the United States’ war in Iran.
Bronin, meanwhile, has said he is against taxpayer money going toward funding offensive military aid to Israel, though he supports “defenses for civilians that protect civilian life against rockets and missiles and drones.”
“I think it’s hugely important that Israel exists as a safe, secure homeland for the Jewish people,” Bronin said when asked about his views on Israel on The Lisa Wexler Show in May. He also spoke out against Prime Minister Benjamin Netanyahu, explaining that the premier had “done enormous damage to Israel’s security, Israel’s standing in the world,” adding that “we have an obligation as a country to say what’s happening is not okay.”
Bronin slightly outraised Larson on the campaign trail, receiving roughly $3.1 million largely from individual donations from billionaires and large firms, while Larson received $2.7 million and relied more on donations from PACs, according to the Federal Election Commission.
Larson received roughly $120,000 in AIPAC-linked donations during the campaign cycle, according to the campaign finance database Open Secrets.
Bronin will now face Republican Amy Chai, a physician and mental health advocate, in the general election for the state’s first congressional district. The district, which spans Bristol, Hartford and Torrington, is home to 27,800 Jews, representing 3.9% of the total population, according to the Berman Jewish Data Bank.
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Jack Ukeles, who used data and idealism to shape Jewish communal life, dies at 89
(JTA) — Throughout a storied career of more than five decades that included key roles in teaching courses at elite universities, policy planning for city and state governments and community surveys for Jewish organizations around the world, Jack Ukeles had one consistent goal: to blend research, data and strategic problem-solving with idealism in making the world a better place.
Ukeles, who died July in Jerusalem at the age of 89, was widely and deeply admired as well for his integrity, wisdom and compassion on both a personal and professional level.
He was also one of the most prominent members of a cohort of Jewish social scientists who, from the 1980s through the 2000s, played a central role in setting the agenda for organized Jewish life. Philanthropists and nonprofit leaders sought their data and recommendations on hot-button issues like rising intermarriage, attachment to Israel, population trends and declining engagement with Jewish institutions.
In 1981, Ukeles joined the Jewish non-profit world as senior planning officer of the New York Federation of Jewish Philanthropies (now UJA-Federation of New York). He led the charity’s first scientific study of the New York area’s Jewish population, and major studies on senior services and Jewish poverty.
Five years later, he went out on his own, launching Ukeles Associates, Inc., and for 28 years led consulting projects combining his experience in policy research, planning and management for a range of secular and Jewish non-profits.
Speaking at the funeral in Jerusalem, where Ukeles and his wife, Mierle, lived since making aliyah in 2012, longtime friend and colleague Asher Ostrin predicted that Ukeles’s teaching, in both classrooms and nonprofit board rooms, will have a lasting effect, especially for American Jewry.
“Generations of Jewish communal professionals are his students, and are taught to reflect the method and values he held dear,” said Ostrin, an executive at the American Jewish Joint Distribution Committee.
Those values were shaped growing up in a religious Zionist home, aware of the trauma his parents endured in Eastern Europe before settling in New York. Ukeles’s mother wanted a first-rate Jewish education for her only son, and after visiting a number of yeshivas, moved the family from The Bronx to Brooklyn so he could attend the Yeshiva of Flatbush, where he thrived academically and as student council president and member of the basketball team.
After seeing a newspaper ad announcing the opening of a university in Israel committed to integrating modern scholarship and traditional Jewish learning, he applied and was accepted in 1955 to Bar-Ilan University’s first class.
“My father was proud to be a member of that first class, and as a student leader there, he wanted to help build the school and be a part of its growth” in synthesizing secular and religious studies, his daughter Raquel Ukeles recalled. “But the administration wasn’t interested.” He was 18 at the time.
After a year in Israel, Ukeles attended a yeshiva and Brooklyn College, where he took courses in community planning, research and data. He received his B.A. in political science in 1959, and an M.A. in city planning two years later at the University of Pennsylvania. In 1962, Ukeles spent a year in New Delhi, India, as a Fulbright Fellow and returned to complete his Ph.D. at Penn in 1971.
During his graduate school years, Ukeles turned a summer job in the New York City planning department into a three-year position. He helped produce the first data-driven analysis of New York City’s housing needs, and was part of a team that reshaped the city’s approach to urban renewal.
He then turned to academia, starting a long-term pattern of moving back and forth between university posts — including the New School, where he later became chairman of the first urban policy graduate program in the U.S. — and designing and leading civil service and financial reforms in New York through the mayor’s office under Abe Beame and Ed Koch.
On behalf of Jewish organizations, he conducted a 2006 survey of Atlanta’s Jewish population that confirmed the explosive growth of Jewish communities in the Sun Belt, and co-authored a 2002 community study showing how Russian immigrants and Orthodox Jews were changing the face of New York City Jewry.
Ukeles was he co-authopr of a 2012 study showing that New York City area’s Jewish population was on the rise again, thanks largely to the growth of Orthodox households.(Spencer Platt/Getty Images)
In 2009, he wrote a report on how nonprofits can turn the severe economic downturn into opportunity. Drawing on his experience in city management, he advised nonprofits neither to panic nor deny the reality of squeezed budgets.
“You can forget about strategy if you do not have courage, if you do not have big ideas, or if you do not have vision, and most importantly, if you do not have compassion,” he said in a lecture that year drawing on the report. “In fact, without the ‘right stuff,’ you are in the wrong line of work.”
Family members noted that the common thread in Ukeles’s career in academia, city government and non-profits was to deal with difficult problems by making decisions based on real data, not theoretical ideas, and to bring the stakeholders around the table to make the best — or sometimes least worst — decisions based on need and priority.
Elie Kaunfer, CEO and president of the Hadar Institute, a center of Jewish life and learning, said that when Ukeles conducted the first formal evaluation of the organization in 2011, “he taught me so much about what kind of questions to ask — not just about experience of the program but ultimate impact on people’s lives.”
John Ruskay, former CEO of UJA-Federation, described him as “a loyal friend and dear colleague who I and so many others turned to repeatedly for counsel, for wisdom, for ‘chizuk’” (inner strength).
Sometimes his counsel came with critique. Steve Bayme, a former American Jewish Committee executive and longtime Ukeles friend, noted: “Jack knew how to offer constructive criticism and even occasional rebuke in ways that colleagues, including those in senior communal positions, could hear and absorb.”
Alan Gill, who served as CEO of the JDC, praised Ukeles for “his expertise in challenging and guiding us.” He said Ukeles “yelled at us” once, which was unheard of from consultants who tended to be dispassionate and analytical, he noted. But the outburst had “a positive effect,” Gill added, reminding JDC staff how much “the mission and work mattered” to Ukeles.
That sense of heartfelt criticism also applied to Ukeles’s devotion to, and frustration with, the state of Israel in recent years. He agonized over the growth of extremism in the haredi Orthodox community and Jewish settler violence, and he spoke out in pieces he published in The Times of Israel.
“Jack loved the Jewish people,” said Sally Gottesman, who was hired by Ukeles as a young consultant in 1997. Now an activist-philanthropist focused on gender and justice in the Jewish community, Gottesman said Ukeles was “a mentor and master teacher” and praised his efforts to promote equality for women.
A prime example was his support for and great pride in the accomplishments of his wife, Mierle, who in seeking to blend art with waste management became the official artist-in-residence of the NYC Department of Sanitation, a volunteer position she has held since 1977. Her unique career was the focus of an award-winning 2025 documentary, “Maintenance Artist.”
“Jack was my heart and soul,” she said. “His support, championing my being a free artist and a full person, all through the years, extending as well to his supporting the work of many other women artists of our time, was without a peer, without an end.”
In addition to his wife, Ukuleles is survived by his daughters, Raquel, who is head of collections at the National Library of Israel, and Yael, a product market manager and founder of two non-profit Israeli environmental education programs, and a son, Meir, who works with an Israel-based VC fund investing in startups.
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A pair of Jewish businessmen gave the Lakers their name. Now another Jewish duo is buying the team.
Back when the National Basketball Association was little more than a startup, two Jewish businessmen named Benjamin Berger and Morris Chalfen bought the worst team in the sport, the Detroit Gems, for $15,000. They relocated the franchise to Minneapolis and gave it a name that nodded to state geography.
Eighty years later, the Lakers are a global brand, have won 17 championships and play in Los Angeles — and for the first time since Berger and Chalfen sold, a Jewish duo will take the reins. Joshua Kushner and Bob Iger are buying a majority stake in the team, ESPN reported Wednesday. They’ll be paying a tad more than Berger did in the 1940s —the Lakers were valued at $12.5 billion in the sale.
It’s been a busy summer for Kushner, a real estate scion married to supermodel Karlie Kloss; his brother Jared is a former Trump administration fixture. A company backed by his VC firm, Thrive Capital, tried to buy a stake in the World Cup last month, causing an international backlash that may yet lead to the resignation of FIFA president Gianni Infantino. (That subsidiary, Thrive Eternal, also owns a stake in the San Francisco Giants.)
Kushner and Iger were reportedly angling to buy an expansion NBA franchise in Las Vegas before pivoting to the Lakers.
“As lifelong NBA fans, we are deeply honored for the opportunity to become stewards of the Los Angeles Lakers, one of the most iconic sports franchises in the world,” Kushner and Iger said in a statement to ESPN.
Kushner is now tasked with restoring the Lakers to “Showtime” glory — perhaps with Kloss courtside in the seat once held by an earlier model-turned-owner, Jeanie Buss.
He comes from a family well-acquainted with the tabloids. His brother, Jared, is married to Ivanka Trump and serves as a White House advisor. Their father, Charles Kushner, made billions in real estate development before he was sent to prison for illegal campaign contributions, tax evasion and witness tampering. (Trump later pardoned him, and today Kushner serves as the U.S. ambassador to France.)
The sale comes 14 months after Buss sold the Lakers to Mark Walter, the head of a private equity firm and a co-owner of the Los Angeles Dodgers. Walter, who bought the team at a $10 billion valuation, is currently facing federal and SEC investigations into insurance companies tied to his broader business operations.
It was not publicly known that the Lakers were for sale, and ESPN’s Ramona Shelburne reported Wednesday that Kushner and Iger — who had previously been bidding for an expansion NBA team in Las Vegas — approached Walter with an offer he couldn’t refuse.
The sale would make the Lakers the 14th NBA team out of 30 with Jewish principal owners. The league was founded by Jewish businessmen in the 1940s.
The newcomers will inherit a roster in transition following the departure of LeBron James, who at 41 is a few months older than Kushner, the youngest majority owner in the NBA.
Behind James and Luka Dončić, the Lakers finished with the fourth-best record in the Western Conference last season and were eliminated in the second round of the playoffs. James signed with the Philadelphia 76ers this offseason in free agency.
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