Michael Balaban, President & CEO, Jewish Federation of Greater Philadelphia

In an interview with Invest:, Michael Balaban, president and CEO of the Jewish Federation of Greater Philadelphia, discussed the organization’s community impact and vision for regional collaboration. “Philadelphia is where you can raise your family, start your business, and grow in a way unlike most other places,” Balaban said. The conversation covered food insecurity solutions, responding to rising antisemitism, and countering global uncertainty through local partnerships.

Would you share an overview of the organization and its impact over the past year?

The Jewish Federation of Greater Philadelphia was founded in 1901, so we have deep roots here in Philly. When we say Greater Philadelphia, we represent the five counties: Philadelphia County, Chester County, Montgomery County, Bucks County, and Delaware County. Approximately 300,000 Jewish individuals and households in the Greater Philadelphia area are our core customers.

We serve as the hub of the region’s Jewish communities, providing an infrastructure of support for Jewish people and organizations in need. Through grants, emergency funding, restricted gifts, endowments with our Jewish Community Foundation, and our partnership with the Foundation for Jewish Day Schools, we invest millions each fiscal year to care for those in need, support Israel and global Jewry, and secure a vibrant Jewish future. Every organization we work with supports the broader community. For example, we run the Mitzvah Food Program, with four pantries servicing vulnerable, food-insecure populations. Regardless of religion, background, or nationality,  clients receive healthy and nutritious food and access to housing resources, job training, and applicable public benefits..

It’s a unique program. Instead of a preset bag, individuals order online or in person using a digital form. Based on their needs, interests, and nutritional plans, they fill their grocery bag themselves. We worked with the University of Pennsylvania’s PEACH Lab to set nutritional values — fresh food has a higher point value than canned food. We use gamification to increase nutritional content and sustainability. Vulnerable populations often rely on cheaper, processed foods. We flip that model, encouraging healthier options for better outcomes.

We work in various sectors such as food, education, counseling, and social services, supporting developmental needs, rape crisis victims, and other vulnerable groups. We do this through deep partnerships with direct-service organizations like Jewish Family and Children’s Services, Jewish Learning Venture, Jewish Community Center, and Klein Life, which specializes in immigrant and senior populations.

Another focus is creating community vibrancy. Beyond vulnerable populations, we raise the quality of life through education, engagement, and community-building. Unlike many nonprofits, we balance professional leadership with strong volunteer involvement. Our board includes influential business leaders, owners, and thought leaders who drive governance and community impact. Through that network, we accomplish our mission and elevate lives.

How do you measure the success of your various programs across such a wide range of initiatives?

We operate with a set of committees and a professional team. We’re data-driven, where action equals outcome. When measuring outcomes, we track specific deliverables.

For the Mitzvah Food Program, we analyze zip codes to identify areas with the greatest need — income levels, food deserts, and limited food access, which determines where we set up our pantry locations and implement additional services. We work closely with case managers. While we value our pantry, our goal is to go out of business, meaning people achieve food sustainability.

Food insecurity is usually a symptom of other issues: underemployment, health problems, or seniors having to make the impossible choice between medicine, rent, or food. By addressing food needs first, we can connect individuals to social services, employment, counseling, or healthcare. The pantry becomes an on-ramp for case management, working toward more sustainable outcomes.

With partners like J-Hi (focusing on adults with developmental disabilities), we promote independence through skills training. We connect businesses with this stable, skilled workforce. Businesses value these employees — they often stay five-plus years, compared to the average tenure of 2.5 years among young adults. This creates long-term employment, confidence, independence, and reduces family care burdens.

We measure placements, retention, and impact. These metrics are tracked on dashboards to ensure effectiveness.

How are you ensuring economic stability for the organization?

In the wake of COVID and the October 7th attacks on Israel, paired with the troubling rise in antisemitism, there’s been a profound need to lean in. These moments have shaken the Jewish community, raising a painful question:  “Are we safe here?” That uncertainty isn’t limited to our sense of security; it stretches into the economic realm as well.

As a nonpartisan organization, we remain focused on helping Greater Philadelphia grow and thrive. I was recently in Washington, D.C. meeting with lawmakers to advocate for the needs of our community.  At a time when people are seeking stability and certainty, we continue to serve as a critical safety net.

Often, people look to the government for support, but when that’s insecure, nonprofits like ours become even more vital. We’re fortunate to have leaders who understand community needs. I often describe myself as an “arm stretcher,” especially when working with donors and business leaders – I ask them to dig deeper, because the needs have only grown. 

Thankfully,  our supporters have stepped up. But we know economic headwinds are coming,  and philanthropic giving may tighten. That’s why it’s more important than ever to demonstrate the impact and urgency of their contributions, because in uncertain times, their generosity truly shapes our community’s future.

What are your top goals for the next two to three years? 

Pennsylvania is a commonwealth, which means it’s structured differently than many other states – more townships, more silos.  One of our key goals is break down those silos and encourage collaboration across communities.. Because of our longstanding presence here, we’re uniquely positioned to take a broad view across our catchment area, identify shared challenges, and work with partners to address them collectively, not just township by township, but united as a region. 

At the same time, we’re still navigating the aftershocks of  COVID and other global crises. There’s a lingering sense of unease – what  I call “woe” — where fear, uncertainty, and negativity dominate the headlines.  But our focus is on creating the “wow.” We want to build communities that spark joy, curiosity, and connection – places where people feel excited to be Jewish, to belong, and to be inspired to contribute.  

We need more moments of light, of hope. And that means creating opportunities – across sectors – for people to thrive. Philadelphia has that potential. We’ve seen it during our highest moments, whether it’s a Super Bowl win or a powerful civic moment. Our goal is to harness that energy and keep building a future that feels bright,  bold, and full of possibilities.

What makes Philadelphia a great place to live and do business?

Philadelphia is a city of opportunity rooted in community. We’re nestled between two global giants – New York and Washington, D.C. — but offer something uniquely our own. Here, you can raise your family, start your business, and grow in ways that feel both ambitious and grounded. 

We’re home to world-class universities, major corporations, and a vibrant network of nonprofit partners. I often encourage people to think of Philadelphia not just as a destination, but as a growth corridor for the entire country. The potential here is real, and it’s rising.