An Evening Celebration of Women – Through Shared Experience they Build Community

An Evening Celebration of Women – Through Shared Experience they Build Community

Building Bridges to Community, this year’s annual Wildcat event, supported The Women’s Project, an extraordinary community of shared experience whose collective work serves as an alternative to pre-trial detention and incarceration. Born out of conversations seeking ways to permanently decrease the number of women detained in city jails and state prisons, The Women’s Project is part of a larger partnership between Wildcat/The Fedcap Group, public defenders, and district attorney offices in Manhattan, Brooklyn and the Bronx.

“I am so happy you are here tonight to celebrate our joy and achievements,” said Valentina Morales, Senior Director of Justice Initiatives at Fedcap and Director of The Women’s Project. “Arrest and detention bring a cadre of consequences that make daily life increasingly difficult and can complicate our ability to fully participate in our defense and the process. It makes a real difference to have a community of support. Women who join our community make a commitment to take the best care of themselves so we, in turn, can take care of one another,”

“We seek to shift systems, create opportunities, for individuals and communities that have been impacted by the criminal legal system,” said Gene Waddy, Wildcat Board Chair. “We believe in the power of work and also the power of opportunity, not only to work but to heal, to grow, and to define and pursue individually-defined success.”

The heart of the event was the voices of the women who are part of this extraordinary community. Here are some of the comments offered by these phenomenal women of purpose, who believe deeply in the Power of Possible—

“I would describe The Women’s Project community as my sisters. We build relationships through supporting each other, and that is the best thing ever.”

“We are accountable to ourselves and our community. We come together and learn from each other, and share our collective wisdom.”

“I bring that smile, that kind-heartedness, and a little joy into people’s lives.”

“The Advocacy Group at Women’s Project taught me how to link to services, but the best thing it has given me is a voice to speak for myself.”

“Women here are always writing poetry and making art. You can be creative. We’re not being held back.”

“My favorite part of The Women’s Project is the communication, and the respect level. When you have nowhere to turn, you can come here for help and support.”

“It feels good to be back in the world. I promised to take myself as far as I can go, and with The Women’s Project, its happening. ”

View our Building Bridges to Community video >>

Remembering Herb Sturz – Our Colleague, Friend and Champion

Remembering Herb Sturz – Our Colleague, Friend and Champion

It is with great sorrow that we mark the passing of Herb Sturz, a legendary social entrepreneur, towering figure in criminal justice reform, and great friend and supporter of The Fedcap Group. Herb had a genius for bringing people together and getting things done. He was a trailblazer with a passion for justice whose life work and impact are felt worldwide. He leaves an indelible legacy that will inspire future generations.

“Herb was a beloved friend, and I am deeply saddened by his passing,” said Christine McMahon, President and CEO of The Fedcap Group. “He had the ability to take complex issues and simplify them to a few points, to create an environment in which everyone could get on board. Despite his towering achievements over nearly 50 years, Herb was always humble, and never sought power—only results. His passing is a great loss to all who believe in justice.”

Herb’s life was dedicated to fighting for the vulnerable and disadvantaged He had an unshakable belief that people deserve a second chance, regardless of their past mistakes. His accomplishments are legion. Herb was the founder or co-founder of Wildcat, ReServe, TASC, the Center for Court Innovation, Project Renewal, Vera Institute of Justice, Neighborhood Improvement Project and numerous other organizations. He served as New York City Deputy Mayor for Criminal Justice and Chairman of the New York City Planning Commission, Herb was a member of the editorial board of The New York Times and, he spearheaded a decades-long effort to close the jails on Rikers Island.

Herb’s impact on The Fedcap Group cannot be overstated. In 1972 he founded Wildcat, the nation’s first organization to design and implement a transitional work program for unemployed persons with conviction histories. He was the force behind Wildcat becoming part of The Fedcap Group. In 2005 he co-founded ReServe, to place experienced workers over 55 years of age with government and social services agencies to help fill critical staffing gaps. “ReServists” have provided many millions of hours of service, creating huge impact in poverty fighting, education, health care and capacity building. In 2013, ReServe joined The Fedcap Group and continues to grow and expand its impact. In 2007, Herb and partners, with generous help from the Atlantic Philanthropies, turned Single Stop—a national organization committed to building pathways out of poverty build pathways out of poverty for people with barriers to economic well-being—into a separate nonprofit agency. To date, Single Stop has helped 1.9 million households recover $6 billion in benefits. In 2017 Single Stop became part of The Fedcap Group and its technology continues to help thousands find the critical government supports they need. View The Fedcap Group’s tribute to Herb Sturz. 

Read our tribute to Herb Sturz.

A child of immigrants who came through Ellis Island, Herb’s career began in the 1950s, when he wrote a 10-part series on the Bill of Rights for Boys’ Life magazine. The feature led to a meeting with Louis Schweitzer, an activist millionaire. Together they formed the Bail Reform Project, which spared many low-level offenders from long prison stays and served as a national model. The two men founded The Vera Institute of Justice in 1961. The agency undertook groundbreaking work in criminal justice reform that continues today and generated close to 60 other projects related to criminal justice, community courts, prison reform, addiction, homelessness and job training.

In 1967 Herb founded Project Renewal, which provides an array of integrated programs and services to the most vulnerable New Yorkers. He founded Wildcat Service Corporation in 1972, the nation’s first organization to implement a transitional work program for unemployed persons with criminal convictions.

1975 was a busy year for Herb. He founded Safe Horizon, the nation’s largest nonprofit victim assistance agency that touches the lives of more than 250,000 children, adults, and families affected by crime and abuse in NYC. He entered government as Deputy Mayor for Criminal Justice, and later, City Planning Commission Chair under Mayor Ed Koch. As Chair, Herb developed a number of neighborhood-planning initiatives, including an Arson Strike Force, which sought to combat the epidemic of fires ravaging tenements in low-income neighborhoods. 

In 1998, Herb founded The After-School Corporation (today called Expanded Schools), creating the nation’s first citywide system of quality K-12 after-school programs. At Herb’s urging, George Soros, the billionaire investor and founder of the Open Society Institute (where Herb was a trustee), made a five-year challenge grant of $125 million. The investment paid off, with matching public and private funding of over $375 million supporting 250 programs that serve over 40,000 children.

In 1999, Herb helped create the Afterschool Alliance, an advocacy group that raises awarenessabout the importance of making quality, affordable programs available to all children. The Alliance currently includes 163 mayors, 106 police chiefs, and 63 prosecutors, along with many social service agencies and major corporations. He helped put together Afterschool Congressional Caucuses in both the US Senate and the House of Representatives.

Mayor Ed Koch took office in 1978 promising to end “inhumane conditions” at NYC jails. He set about making good on his promise by naming Herb Sturz, Deputy Mayor for Criminal Justice, a title later changed to Coordinator of Criminal Justice. In 1979 Mayor Koch and NY State Governor Hugh Carey announced a plan for the city to lease Rikers Island to the state for 99 years for $200 million to be used to build five new jails in the boroughs and rehabilitate Rikers. Under the plan, Rikers would house only those convicted of serious crimes, not those awaiting trial or sentencing. The deal was negotiated by Herb Sturz and Robert Morgado, the Governor’s secretary.

During two days of hearings about the plan in October 1979, Herb described the numerous Rikers Island riots and court battles, and “an alarming number of suicides.” He said there were “two basic things wrong: it is in the wrong place and would need $100 million in repairs to make it safe”. He said the lease deal would allow the city to rid itself of Rikers Island and “make a fresh start to build the best system in the nation.”

Herb’s long fight to shutter Rikers Island was realized in 2019, when the Independent Commission on New York City Criminal Justice and Incarceration Reform voted to close the jails on Rikers Island. “Herb was a dear friend and colleague,” said Michael Weinstein, Executive Director of Impact Matters, ReServe Board Chair and Single Stop board member. “He was someone who had great ideas and got things done, and always looked to the future. He was very in involved in closing down Rikers and turning it into something much better. It’s sad he won’t see it happen, but it will happen.”

It is hard to imagine New York City without the impact of Herb Sturz. Herb was much more than a visionary social reformer. He was a great listener, a warm, compassionate man who was a friend and mentor to so many. He never dismissed or made assumptions about people who held opposing views, and never lost sight of his goals. His quiet powers of persuasion helped to make the world a better place.

Herb will be deeply missed, but his legacy will live on.

“Work stabilizes families and strengthens communities, it completes treatment, and leads the way to greater opportunity. Our goal is to help individuals experience the dignity that only work can provide.”

Grant Collins

Senior Vice President, Workforce Development

“Work stabilizes families and strengthens communities, it completes treatment, and leads the way to greater opportunity. Our goal is to help individuals experience the dignity that only work can provide.”

Grant Collins

Senior Vice President, Workforce Development

Mr. Collins is the president of several non-profits within the Fedcap Group. He leads the group’s efforts on Workforce Development through a variety of employment service contracts with governments across the Northeast and Mid-Atlantic states. He is also the president of Fedcap’s operations in the United Kingdom and Canada.

Prior to joining Fedcap in February of 2013, Mr. Collins was Senior Vice President and Chief Strategist for a large for-profit human service agency while also leading their international operations in Germany, England, and the Netherlands.

He joined that firm following his departure from the United States Department of Health and Human Services (HHS) in 2007, where he led the nation’s principal social assistance program for lone parents ($16.5 billion) during the Bush Administration. Mr. Collins was a two-time recipient of the HHS Secretary’s Distinguished Award for Service his team’s work on transforming employment services. During his tenure, his office led the reauthorization of the state-implemented assistance program that helped more individuals into work.

Mr. Collins’ work in reducing poverty and transforming state and local governments extends to all 50 states, as his human service career began as a work readiness instructor and trainer to state, local governments, and community-based organizations across the United States. He has been a key contributor to landmark reform efforts in New York City, Minnesota, and Wisconsin.

Since leaving the administration, Mr. Collins has testified before the United States Congress on three occasions, twice before the United States House Ways and Means Subcommittee on Human Resources, and once before the United States House of Representatives Committee on Agriculture. Mr. Collins is still active in advising current administration and state officials on ways to evolve current programs and approaches.

Mr. Collins earned his Bachelor of Arts Degree in Psychology from Bethany College in Kansas, and has entirely too many hotel points for one human being.

Areas of Expertise

• Workforce Development

• Federal TANF Policy

• Business Partnerships and Sector Based Training

• Business Development

• Culture Building

• Performance Management

• Value Based Contracting

Contact Information

Grant Collins
Senior Vice President, Workforce Development
347-272-1573
GCollins@fedcap.org

“The Fedcap Group believes that we can find solutions to significant societal problems. We are committed to improving the world by changing the lives of the most disadvantaged among us. If we raise the boat for some, we raise it for all.”

Kenneth Brezenoff, Esq.

General Counsel & Managing Director

“The Fedcap Group believes that we can find solutions to significant societal problems. We are committed to improving the world by changing the lives of the most disadvantaged among us. If we raise the boat for some, we raise it for all.”

Kenneth Brezenoff, Esq.

General Counsel & Managing Director

Kenneth Brezenoff, Esq. is the General Counsel and Vice President of Strategic Initiatives.  In that capacity he is responsible for overseeing the provision of all legal services for the company, directly and through outside counsel, as well providing legal counsel to the Chief Executive Officer and Board of Directors. In addition to his role as General Counsel Mr. Brezenoff is also responsible for overseeing the agency’s merger and acquisition strategy, real estate division and risk management. Mr. Brezenoff also currently serves as the Assistant Secretary to the Fedcap Group and is the Chairman of Fedcap UK.

Prior to joining Fedcap Mr. Brezenoff previously worked Seedco Financial Services in a variety of capacities, most recently as Senior Vice President for Corporate Affairs and New Markets Tax Credits. He also previously oversaw Seedco Financials’ lending operations and credit committee. Mr. Brezenoff also worked for several years at the law firms of Hawkins Delafield & Wood and Sidley Austin as an associate attorney in their New York offices and prior to law school spent 3 years at MetroPlus, a division of the New York City Health & Hospitals Corporation.

Mr. Brezenoff has a BA in government from Franklin & Marshall College, a JD from Fordham University’s School of Law and is admitted to practice law in the State of New York.

Areas of Expertise

• Contract Law

• Employment Matters

• Crisis Management

• Complex Transactions

• Community Finance/Small Business Lending

• Workforce Development

• New Markets Tax Credits

• Risk Management/Compliance

• Corporate Affairs

Contact Information

Kenneth Brezenoff, Esq.
General Counsel and Vice President, Strategic Initiatives
212-727-4219
KBrezenoff@fedcap.org

The Fedcap Group Power of Possible Gala: Stories that Ignite Your Spirit!

Planning for the Return to Steady State

Planning for the Return to Steady State

“For some organizations, near-term survival is the only agenda item. Others are peering through the fog of uncertainty, thinking about how to position themselves once the crisis has passed and things return to normal. The question is, ‘What will normal look like?’ While no one can say how long the crisis will last, what we find on the other side will not look like the normal of recent years.”

Imagine my surprise when reading these words in a McKinsey article entitled Beyond Coronavirus: The Path To The Next Normal only to find that they were written 11 years ago, amid the last global financial crisis, by one of their former managing partners, Ian Davis.

This is the reality that we are dealing with. As we manage our day to day operations under what is unprecedented circumstances, we are also simultaneously planning for the return to steady state operations…while being uncertain as to what “steady state” means. This is as significant a challenge as most of us have faced in our careers. Yet we are obligated to do this–and do it well as our staff, clients, funders and donors are counting on us.

We have approached this crisis in three phases:

Phase I – Immediate Response, Prevention and Containment. This is the phase where we developed our Command Center and Hotline, protocols for sanitizing and social distancing, started frequent and consistent communication to staff, and systematically worked with company leaders to conduct in depth liquidity scenarios. This was a period of shock and to some extent survival. Because we had a strong Business Continuity Plan in place and a robust technological infrastructure, we were able to respond rapidly and effectively.

Phase II – Stabilization. During this phase, after thorough analysis, we closed or downsized programs based on state and funder guidelines and our own liquidity scenarios. We launched telehealth and educational services in order to serve clients via our secure video and online learning platforms. We trained staff on how to be effective working remotely and ensured that staff, who were deemed essential and continued to work, were safe. We sought to secure all potential government and foundation funding and engaged our generous donor community in order to mitigate losses and fund the unfunded services we are providing to clients.

Phase III – Preparing for the New Normal. This is the phase where much of our attention is focused. We are carefully analyzing some of the practices we instituted during Phase II to determine those that should continue—a form of re-imaging how the organization will provide services. Accompanying this process is a rigorous risk management effort—being absolutely certain that the way we deliver services (via telehealth) is above reproach and completely audit proof. We are discussing how to manage program start up, assuming that this may come in waves based on the nature of the service. We are evaluating new services we can launch based on our mission and anticipated need. We are also working closely with our supply chain to ensure that when we are ready—they are ready. Being strategic and planful during this phase is critical if organizations are to regain their footing after the wave of profound disruption, especially if there is the predicted second surge of cases at some point in the fall.

It is never too soon to initiate an in-depth planning process for re-opening services and our gradual return to steady state.

How are you approaching the planning? I would love to hear from you.

The Essential of Preparedness

The Essential of Preparedness

“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”

– Abraham Lincoln

Prior to COVID 19, our organization had a strong Business Continuity Plan, which was refined and made stronger as a result of this crisis. It has guided every one of our actions and is structured into four major areas of response:

• People
• Workplace/Operations
• Finance
• Information Technology

Each area of response included three phases: Phase I: Prevention and Containment, Phase II: Stabilization, and Phase III: Transition to “New” Steady State/Emerging Opportunities.

As I reflect on our efforts over these past weeks, I have come to appreciate, in ways I never have before, the value of a clear, transparent and thoughtful plan.

Our staff, our clients, our donors, our funders and our partners rely on us to make decisive and informed decisions.

To do so, preparedness is essential.

During the first two weeks (Phase I) when there were many, many more questions than answers—we knew what to do. We set up a Command Center and Employee Hotline, established a leadership team, started to communicate regularly to board and staff and initiated an intense impact analysis and scenario planning with company leaders. We followed the plan.

During the last 3 weeks (Phase II), our goal was to stabilize the company and mitigate as much loss as possible. As the possible scenarios we ran became reality, we took action. Not every action we took was easy, but what was reassuring is that we knew what to do and when to do it. We:

• Increased staff communication;
• Worked closely with funders;
• Carefully managed the human impact of program closures, such as schools and
   child development centers on both staff and families;
• Leveraged our strong technology infrastructure to use virtual platforms to provide
   services when possible;
• Trained staff on how to provide telehealth services and helped supervisors learn how
   to be effective in supervising remotely; and
• For services in high demand, such as our Total Facilities Management enterprise—
   we adjusted to meet the need.

We have recently begun the rigorous task of preparing for the end of COVID-19 (Phase III)—whenever that will be. This involves detailed discussions about how we intend to bring people back to work, exploring practices we employed during the crisis that we may want to continue post-crisis, and aggressively going after every resource available to us by government and the philanthropy to mitigate further long-term organizational impact.

We are absolutely committed to coming out of this crisis—better and stronger.

Given all that is happened, it is preparedness and planning, that in the end, is making the most significant difference.

Preparing for the New Normal

Preparing for the New Normal

There are many discussions occurring around the world about how the COVID-19 crisis will change business and supply chains moving forward. Many people around the world are thinking about possible scenarios and it appears the majority is convinced that there will be a “new normal.” 

I don’t have a crystal ball, nor can I predict the future, but I too feel confident that we are not going back to what we knew as normal.

So, what does that mean? What does our “new” normal look like. A recent article by Forbes points to at least part of the future where the author suggests that there will be a combination of two concepts: “design everywhere, produce everywhere” with “deliver personalized products fast, in a sustainable and affordable way for the mass market.”

McKinsey also has some interesting perspectives. “For some organizations, near-term survival is the only agenda item. Others are peering through the fog of uncertainty, thinking about how to position themselves once the crisis has passed and things return to normal…While no one can say how long the crisis will last, what we find on the other side will not look like the normal of recent years. Through it all, technological innovation will continue, and the value of increasing human knowledge will remain undiminished.”

I have tried to apply some of this thinking to the nonprofit human service environment.

I believe that we are going to leverage our experiences and learning from this crisis to establish more efficient ways to provide human services. The integration of online learning and telehealth will drive an entirely new model of service delivery in some of our core programs: workforce development, clinical services and adult learning activities. This may result in reduction of travel by our clients and an increased ease of access to services for many. It may expedite achievement of contractual requirements.

I believe we are going to leverage technological platforms as a vehicle for staff connection—replacing many of our meetings with video conferencing. This has many upsides including increased productivity and reduced travel.

Right now, I am communicating with staff much more frequently.  It is my intent to maintain this frequency of communications.  Staff have expressed appreciation for the connection with company leadership resulting from these e-mail messages and videos—the sense that they are not in this alone.  There is great value in ensuring a culture where there is a strong sense that leaders and staff are “in this together” whatever this is. 

We have been focused on how to ensure that remote work is effective and productive and tried to support our over 1000 employees working at home around the world. This has resulted in a renewed approach to outcome-based supervision, new strategies for motivation, new ways to promote team learning. This will continue.

There is more learning to come, more innovation, more insights and from that…more hope. 

As always, I welcome your thoughts.