Mitchell & Robert – Class of 2025
Mitchell Netburn and Robert Kasdin – Class of 2024 – came into Greater NY at a moment when both were thinking deeply about leadership legacy. Netburn is CEO of Samaritan Daytop Village, one of New York City’s largest human services organizations. Kasdin, recently retired from Johns Hopkins Medicine, brought decades of experience leading complex institutions and guiding organizations through long-term transitions. Their Partnership is grounded in stepping back from day-to-day demands to focus on future positioning, succession, and organizational endurance.
Samaritan Daytop Village serves more than 43,000 New Yorkers each year facing homelessness, addiction, and mental health challenges. Its work spans community-based outpatient services, residential treatment, and transitional and permanent housing, providing stability and care for New Yorkers navigating crisis.
When their Greater NY Partnership began, Netburn and Kasdin focused their conversations less on immediate operational details and more on structure, culture, and what it would take to position Samaritan Daytop for long-term strength.
“So many things compete for my attention day to day,” says Netburn. “Robert kept bringing me back to the bigger picture. We talked through the organization’s structure, culture, and succession—homing in on what it will take to keep services strong for the long term and in the best possible condition for the New Yorkers who rely on us.”
Kasdin describes his role as intentionally focused on the broader picture. “When we started, I didn’t have expertise in delivering the services Mitchell provides,” he says. “But the question I always asked myself was: how can I add value? Assessing how many beds Mitchell has in a shelter isn’t going to add value. Bringing my own questions about bigger organizational issues created space for him to think in ways his day-to-day doesn’t allow.”
Over time, their focus sharpened around leadership transition and stewardship. “We used the future as a lens for everything,” says Netburn. Robert, in a subtle way, got me to focus long-term on laying as solid a foundation as possible for the next person. He helped me see that the biggest impact I can have as a leader is ensuring the organization is in the best condition.”
Greater NY connects leaders in strategic service to the people of New York City. As human service nonprofits operate at ever-greater scale, leaders like Netburn carry responsibility alongside senior teams and Boards—yet leadership remains isolating. “When you rise to the top of organizations, there’s a smaller and smaller group of people you can turn to,” says Netburn.
Kasdin agrees. “As a leader, you need a network of other leaders who see the same issues in different environments,” he says. “The opportunity to advise someone smart and committed was an incredible privilege. Greater NY involves complex thinking and sensitivity to the constant challenges of these roles. I never got the sense Mitchell wanted anything other than what was best for his organization and the people it serves—and that made this a deeply satisfying conversation to be part of.”