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Irreverent and Undisciplined Curiosity

Irreverent and Undisciplined Curiosity

“We thought that we had the answers. It was the questions we had wrong.” – Bono

Every New Year’s Eve, regardless of who I am with, I spend a portion of the evening posing questions. What matters to the people around me?  Why?  As they reflect on the past year, what happened that was of note, that made them pause? Why?  What do they expect of the new year? I want to learn, better understand how people make decisions, what motivates them, what drives them to action. I seek to understand how human nature, human intent, interacts with the day to day realities of life. This is part of my general approach to life …that questions are at least as important as answers.  Richard Feynman—a noted author— said it differently, and I like it. “Study hard what interests you the most in the most undisciplined, irreverent and original manner possible.” Every time I have made a mistake, moved in the wrong direction, ended up in a bit of a quagmire, I look back and see that had I asked just one more question, been a bit more curious, sought for deeper understanding, I would have acted differently.

That is my intent for 2018. To continue to be a student of the world around us, asking questions, being endlessly curious about the drivers that impact the market, staff attitudes, funder’s priorities, government decisions and the non-profit and for-profit business environment. With the hope that these questions will lead to deeper understanding and better solutions.

So I ask of you… What are you curious about this year? What kinds of questions are you asking as you enter 2018? How might asking different questions, in different ways, with greater frequency change your view of the world? Lead to a smarter way to approach an old problem? What is it that you intend to study in an irreverent, undisciplined manner?

As always, I welcome your thoughts.

Happy New Year!

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2017 Operating and Financial Results

2017 Operating and Financial Results

—Served more than 182,000 individuals with disabilities and other barriers—
—Achieved 13% revenue growth driven by organic and acquisition initiatives—
—Maintained program expenses at 88% of operating expenses—
—Leveraged positive outcomes in new geographies—
—Acquired Single Stop USA in February 2017—
—Acquired MVLE in November 2017—

NEW YORK, N.Y. (December 13, 2017) – Fedcap, a not-for-profit organization that develops relevant, sustainable solutions for people to overcome barriers through four practice areas: Economic Development, Workforce Development, Educational Services, and Occupational Health, today reported its operating and financial results for its 2017 fiscal year ended September 20, 2017.

Management Comment

“We are pleased to report that 2017 was a year of continued success for Fedcap and the populations we serve,” said Christine McMahon, Fedcap’s Chief Executive Officer. “We delivered services to over 182,000 individuals, significantly more than last year, thanks to effective execution on existing and new, large contracts and Single Stop USA served over 56,000 individuals in the eight months following their combination with Fedcap in February 2017.

“Fedcap has been tapped increasingly by government agencies and private sector participants to evaluate pressing problems, including substance use disorders, re-entry of our veterans to civilian life, and barriers facing children exiting foster care and the formerly incarcerated. In addressing these front-burner issues, we have leveraged the diversified knowledge and talent base that exists across our organization to develop innovative solutions and approaches. This has resulted in a number of significant contract awards and positioned Fedcap to complete strategically important combinations,” Ms. McMahon noted.

2017 Financial and Operating Metrics

Fiscal year 2017 revenues were $257.6 million, an increase of 12.8% over the $228.4 million in revenues reported for FY16. The improvement reflects both organic and acquisition growth, primarily related to the first full year of operations for Breaking the Cycle Project in Maine, and acquisition of Single Stop USA. Importantly, Fedcap has succeeded in significantly diversifying its revenue sources over the last several years, bringing a broader array of services to at-risk populations.

• Economic Development accounted for 40% of Fedcap’s total FY17 revenues, and is comprised of business services operations that directly employ the populations we serve. Revenues were $102.4 million, exceeding $100 million for the second consecutive year. In
2017, Fedcap employed over 1,540 people in these businesses, the majority of whom have disabilities or other barriers. Within this activity, the largest revenue driver was Total Facilities Management, which includes work at such iconic sites as the Statue of Liberty, Ellis Island, New York’s Penn Station, New York City Court Houses, Federal Aviation Administration installations in New Jersey, as well as government and commercial office buildings in New York, New Jersey, Washington, D.C. and Massachusetts. Other components of Economic Development include: Manufacturing, which provides outsourced assembly and production of electronic products for our military, delivered by a workforce comprised of people with disabilities; Business Solutions, which provides all aspects of back office support to government and commercial clients; Catering, which is a growing part of our portfolio, Security Services, Staffing Solutions and Home Health Care, where over 385 Fedcap-trained and licensed professionals provide at-home care to over 800 people.

• Workforce Development also accounted for 40% of total FY17 revenues, or $103.7 million, and represents the area in which Fedcap serves the largest number of individuals through a broad range of services. Workforce Development was the largest area of growth in fiscal 2017, increasing from $80.7 million in 2016 to $103.7 million in 2017, a growth rate of 11.9%. This growth was an equal split of merger and organic growth, with M&A marked by the combination with Single Stop USA in February 2017 and the full contribution of the Maine operations, where we are the sole provider of TANF services through the Breaking The Cycle contract. We provided functional capacity assessments, employment readiness training, vocational evaluations, wellness services, counseling and job placement and job retention services to a diversified group of individuals, each facing significant barriers to employment. We are pleased to report that Fedcap placed over 12,200 individuals in jobs in fiscal 2017 including 491 “ReServists”, retired professionals age 55+ whom we place with organizations to create social impact in education, health care and poverty fighting. Of those placed in employment 19% are employed at over 15.00 per hour.

• Education and Occupational Health together accounted for over $41.4 million in revenues, or 16.1% of FY17 revenue. This year-on-year growth rate of 11.3% was mainly due to the full contribution of the Easter Seals Rhode Island operations and our growing body of work in the areas of Substance Use Disorder and Recovery. We provide a broad array of programs in the areas of behavioral health, evaluation & specialized training, assistance for youth transitioning from foster care, and vocational rehabilitation for individuals with disabilities. Over 2587 individuals advanced grade level, graduated from high school, matriculated to college, graduated from college, or obtained vocational certification through our Career Design School, which offers fully certified training in Culinary Arts, Security, Facilities Management, Hospitality, Data Entry/Digital Imaging and Office Skills.

Fiscal 2017 operating expenses were $257.3 million, 88% of which represented direct program expenses. Fedcap reported an operating profit of $265,982 for the FY 2017 compared to $398,850 in the prior year.

At September 30, 2017, cash and marketable securities were $26.7 million, down slightly from $28.3 million in the prior year, attributable to capital and start up investments.

Key Contract Wins and Strategic Highlights

Fedcap was awarded or is in negotiations on:

• A $63 million, 6-year contract with Maine Department of Health and Human Services to provide assessment, training and job placement services to individuals currently on public assistance;

• A $10 million, 5-year contract with the New York State Office of Temporary and Disability Assistance to expand Supplemental Nutritional Assistance Program outreach and enrollment, awarded to Single Stop USA subsidiary;

• Won a major contract with a large Fortune 500 Company to help them build an Alternative Workforce;

• Acquisition of Single Stop USA, effective February 1, 2017;

• Seacoast Pathways combined with Granite Pathways- a Fedcap subsidiary- that serves as our anchor for the provision of behavioral health services in the New England region;

• ENABLE, a New Jersey-based program serving people with intellectual/developmental disabilities, transitioned its operations into Fedcap effective January 1, 2017;

• Combination agreement with MVLE, a northern Virginia based agency providing services to developmentally disabled individuals and employment through federal custodial and janitorial contracts that will expand our services in the mid-Atlantic region;

• Combination agreement with Easter Seals Central Texas, further expanding our services throughout the United States;

• Combination agreement with Kennedy Scott, based in the U.K. to provide workforce development, furthering our reach internationally.

Summary and Outlook

“Fiscal 2017 results reflected strong demand for Fedcap’s high-impact services and our emphasis on achieving positive and measurable results. We succeeded in substantially expanding the breadth of our operations through the acquisition of Single Stop USA, which provides coordinated access that connects people living in poverty to the resources they need to obtain good jobs, attain higher education and achieve financial self-sufficiency—all through a unique one-stop-shop. Today, the Fedcap family of brands provides a platform of services and solutions that can be effectively deployed to address the needs of our broad-based client populations across the country.

“We were awarded significant contracts in the first half, and notably succeeded in being chosen by Amazon, to assist them in achieving their vision of an Alternative Workforce, comprised of individuals with disabilities and barriers to employment. At the end of our fiscal 2017, Fedcap had a business development pipeline of over $100 million, the highest in our history. This pipeline represents contract and funding opportunities that we are bidding on in order to put into practice solutions that have yielded positive outcomes for at-risk populations.

“Fedcap ended Fiscal 2017 in a strong financial position, and we continue to operate with rigorous financial and risk management controls and procedures to ensure that Fedcap remains a sustainable organization with sufficient infrastructure and resources to effectively serve clients, win federal, state and city-funded contracts and to secure foundation grants. We look forward to continuing our progress in 2018 and to keeping an open dialogue with all of our stakeholders,” Ms. McMahon noted.

 

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What Matters Most in Business

What Matters Most in Business

As the year winds to a close, my mind is on counting and on assessment—data, year-end numbers, numbers of people served, numbers of jobs procured, and of course, and so importantly, the relevant, sustainable impact of our work on those we serve.

But, too, at this time of year, I am focused on what matters most in our business—or in any business for that matter. The engine, the driver, the cause, the effect, and the reason for being: people. While it might seem obvious, we often forget that it is people and our connection to them that makes us thrive.

Recently I read an article that suggested that Human Resources should be renamed: Human Assets. The author of the article reminded us that resources get depleted and used up. But assets are nurtured, tended, and cultivated to grow.

Every single transaction we have with another person—whether it be colleague or contractor, consumer or case worker, donor or delivery person—has the potential to be transformational. How we treat one another—whether we’re walking down the hallway and greet someone or we send a quick email—has an opportunity to lift up the other person, to call out their best selves. As managers, we can call on and help build the strengths of people we work with and those we serve. When our managers and our colleagues see those strengths and call on them, we get taller, we grow, we are more confident, and we tend to put our greatest assets to work. Calling on strengths is how we help those we serve grow their confidence, their abilities, and their creativity.

As we celebrate the holidays, I am reminded of how grateful I am for our board, my colleagues, our donors and all of the creative people who make our work the boon that it is. And I am so grateful to those who come through our doors—willing to be vulnerable and willing to be helped. They teach us about the strength required to reach out and to connect—something we all aspire to on a daily basis. We have so much to learn from each other. I look forward to the coming year and to connecting with more of you, knowing that by doing so, I will learn more and grow and our company will be that much stronger.

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Courage: The First and Most Essential Skill

Courage: The First and Most Essential Skill

Courage is the first of human qualities because it’s the quality which guarantees the others.

–Aristotle

 

A lot of people believe that courage is something that you’re born with. And yes, there are some people who are born braver than others, but the majority of us have to learn—and build—courage as we go along.

Aristotle said that “courage is the first of human qualities.” I agree. And I believe that courage is among the most essential skills of a good leader.

Courage shows up for all of us in a number of ways. First, it takes courage to take initiative. And taking initiative involves risk. As an employee, taking initiative, working on something beyond the scope of a job description, proposing a new direction, a new idea, or a new intervention means that they are risking failure—risking owning an idea that may not work.

Another way courage shows up is in speaking up. Speaking “truth to power” can rattle a supervisor or disrupt the flow of a project trajectory. But speaking up is absolutely critical to making a difference and creating change and growth.

Courage also shows up as letting go of the need to control outcomes. This is a tough one for many people. In leadership, letting go means trusting the collective brain of your team.

So how do you “learn” courage? You learn it by practicing 1) taking initiative, 2) speaking up, and 3) letting go of the need to control. And as a leader, you lead it by creating an environment where  the people you hire can develop a courageous spirit.

Without courage, learning cannot happen. Atrophy sets in and strength withers.

The best employees are those who are willing to stretch their skills—to learn something they do not know, to ask questions and to try a new idea. These are the attributes I look for in a leader, these are the characteristics or the DNA we seek to develop through our Leadership Academy and these are the attributes we encourage throughout our organization.

I am curious: how do you build your courage “muscles?” And, as a leader, how do you encourage it in those you lead?

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Cultivating a Strategic Thinking Habit

Cultivating a Strategic Thinking Habit

I love to scratch things off the to-do list. It is tempting (and easy) to deal with what’s directly in front of me—I feel accomplished and as if I have actually executed on something and achieved it. And then it’s on to the next thing.

Scratching tasks off the list is great, but as a leader, I know I need to be spending the majority of my time thinking strategically—and doing things that are most strategic for my organization. To be a strategic leader and thinker, and to lead other strategic leaders and thinkers, there are a few key traits I try to cultivate and that I look for in my leadership team. These are not necessarily traits that can be easily scratched off a list.

The first is critical thinking. Critical thinking means challenging the status quo and basically questioning everything. It means looking at the root cause of whatever problem needs to be solved and asking how it became a problem in the first place, why it is a problem, what the consequences are, and what the long-term results will be. It means flipping orthodoxies—meaning questioning even the most basic premise–and determining if there is a better way. It means being creative—often wild—in thinking beyond the boundaries of what is. No question is too much. No solution is too crazy (at least at first).

Another trait is the ability to anticipate. You don’t drive a car forward by looking in the rearview mirror. You look ahead and you look from side to side to see what is in your peripheral vision. The same is true as you think strategically. You look ahead—always—and you watch what’s coming around the corner. What are the political trends? What social trends are creating a force beyond your immediate vision? What is happening with the life of foundations that might affect your funding? What risks might you encounter that you haven’t yet anticipated?

A strategic leader also needs courage. This means anticipating and managing risk. It means naming the “elephant” in the room and bringing tough things to the surface. It means being willing to stand alone in a roomful of dissenters.

And a strategic leader needs to be willing to decide. It’s so easy to get caught up in “analysis paralysis.” By bringing together great critical thinking, well thought-out anticipation, and brave courage, decisions come more easily. And yes, sometimes the decisions will not be perfect so a strategic leader must be willing—and able—to pivot. And even if a decision is not perfect, it’s okay to move to a decision that is good enough.

What other characteristics do you think can help cultivate a strategic approach to leadership? As always, I welcome your thoughts.

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2017 Celebration of the Power of Possible

2017 Celebration of the Power of Possible

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On November 27th, the Fedcap family of agencies hosted its inaugural Possible of Possible Gala. Guided by the belief that we are better together, Fedcap, Single Stop USA, Easterseals, Dixon Center for Military and Veterans Services, ReServe and Wildcat honored distinguished supporters, and the individuals and families we are privileged to serve. Over 400 people attended the evening event at Gotham Hall in Manhattan.

Fedcap President and CEO Christine McMahon talked about the meaning of the Power of Possible. “These powerful words serve as the foundation for what we do every single day across our growing family of agencies. When you believe that achieving a dream is possible., and when you are inspired by those around you to aim high, dreams become reality.”

In introductory remarks, Fedcap Board Chair Mark O’Donoghue spoke about the transformation and growth of the Fedcap family of agencies, and the opportunity to impact more lives. Asking the audience to consider what the Power of Possible can accomplish, Mark introduced a Year in Review video that powerfully highlighted the agencies’ collective work in 2017. Michael Friedman, Chair of the Easterseals New York Board of Directors, offered greetings from the Easterseals community, saying Easterseals “is one of the most powerful voices in the country advocating for a world where people with disabilities have equal access to opportunities.”

Michael Weinstein, Chairman of the ReServe and Single Stop USA Boards of Directors, introduced a testimonial video to three esteemed members of the Fedcap community who passed away this year; Jack Rosenthal, ReServe co-founder and Pulitzer Prize winning journalist; Marty Silberberg, who served as Fedcap’s fifth board chair and was the first recipient of the Leo Mayer Award for Distinguished Service, and Bob Fawls, a member and past chair of the CWS Board of Director. “Marty was one of Fedcap’s most revered Board members, who always asked the hard questions. Jack Rosenthal was the ultimate optimist who believed in the ideals of equality and justice. Bob Fawls was one of the driving forces—really a life force– behind the continued growth of CWS in Boston.”

Col. David Sutherland, Chairman, Dixon Center for Military and Veterans Services, was introduced by Fedcap board member Larry Ach, who described him as a “man that embodies the values of the army: honor, loyalty, duty, respect, selfless service, integrity and personal courage.” Col. Sutherland presented Frank Gaudio, Veterans Chairman, PwC Charitable Foundation Trustee and Leader of their Veterans Program Initiative, with the Dixon Center’s Eugene & Ruth Freedman Leadership Award.

Peter Samuels, Chair of Wildcat and member of Fedcap’s Board of Directors, introduced United States District Judge Deborah Batts, who was honored for her work and recognized the work of Fedcap and Wildcat. “I have seen the profound result of your work. What you do gives people second chances, you help them create a life with options and thus change lives for generations.”

Leslie Fields, a remarkable woman who overcame abuse, addiction and incarceration, shared her powerful story of perseverance and hope. “I didn’t give up. Believe in yourself, and never accept defeat.”

Fedcap board member Ken Raisler introduced Madison Pellegrino, a nine-year-old child who was inspired to start a business to raise funds for Easterseals, which did so much to help her little sister with Down’s Syndrome. “The most important thing I’ve learned is that just one small act of kindness can open a door to endless possibilities, and inspire other people to do the same,” Madison said.

In closing remarks, Fedcap board member Malvina Kay quoted the words of Winston Churchill – words that aptly describe what drives the work of the Fedcap family of agencies: “We make a living by what we get. We make a life by what we give.”

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Survival of the Adaptable

Survival of the Adaptable

There is an old adage about people who can’t, won’t, or have trouble with change: “Like the dinosaurs, they didn’t adapt…” And what happened to the dinosaurs that didn’t adapt? They were doomed to extinction.

With today’s complexity and rapid change in both the for-profit and the non-profits worlds, adaptability to change is at the top of the list of skills that are required to lead and to execute innovation and the work of the day. Without adaptability, extinction is a real possibility.

Adaptability to change is a skill. While there are some people who find it easy to embrace change, those who struggle with it can acquire the approach and the skills necessary to move forward—and to lead—change.

Being adaptable to change means first, recognizing any resistance you have to it. Resistance is natural, as change can challenge our feelings of competence, rearrange relationships, and make us uncomfortable. What if we reframe our mindsets? What if, instead of resisting change, we think of it in a different way: change is growth; change is learning; change is improvement. When I think of change in this way, I get excited: What can I learn that will help me know more and make better decisions? This way of thinking lessens the anxiety about negative consequences of what might happen in the absence of knowing, to a “what if” mindset. I become a great experimenter, knowing that some ideas will work and some will not. Either way, I’ve learned something new.

Second, that the key to being change-agile is to be willing to experiment—quickly, often, and in a way that doesn’t sap too many resources. In this way, pilots, rapid response teams, and innovation incubators become a significant piece of strategy, structure, and approach to growth and problem-solving. With this experimentation comes a mindset that ensures quick mobilization once a solution or an approach is deemed worthy of pursuit. Sometimes this might result in a process improvement or, it could result in an entire course correction. I choose not to be afraid of either of these outcomes as I know that change is most often for the better.

Third is, of course, identifying the risks with any approach. Using the “what if” mindset excavates creative scenario planning, which helps create a safe and solid base from which to experiment.

And, fourth, key to being adaptable to change is to hire and cultivate those with an inventor—or a maverick—mindset. As a CEO, I certainly count on our extraordinary staff to challenge our processes, push back, and help us learn as an organization.

These days, if we focus solely on content and technical expertise in our respective fields, we are doomed to extinction. But if we become really good at learning new things and being open to growth and experimentation, we will remain fresh, we will keep learning, we will keep growing, we will keep making mistakes, and we will ultimately survive and thrive.

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Veterans Day: Getting to Know Our Veterans

Veterans Day: Getting to Know Our Veterans

Seventy-nine years ago, Veterans Day was officially designated as a national holiday by an act of Congress. Since then, November 11 has been a day to honor our veterans for their service to us all.

Many people see Veterans Day as a day to say, “Thank you for your service.” While this is a heartfelt greeting, many veterans will tell you that they would prefer a different sort of greeting. Instead, they would like to hear: “Tell me about your service.”

Fifty-seven thousand veterans are homeless. One and a half million veterans live at or below the poverty line. Progress is being made to help these veterans, but there are still many—particularly female veterans and those who are disabled—who are most at risk. Making connections, being heard, telling their story—are all ways our veterans can be honored even more than simply thanking them for their service. We would all benefit from hearing their stories—it won’t take very long—and it will go a long way for making many veterans feel seen, heard, and honored.

As the CEO of Fedcap, I am thrilled that we have combined with the Dixon Center for Military and Veterans Services. This extraordinary organization exists to improve the quality of life for veterans and military families. Their vision is that every veteran can succeed in the communities where they live. Making connections between military and civilian life is an essential piece of their mission. We can all contribute to that noble mission by reaching out and connecting with veterans when we meet them, hearing their stories, and yes, thanking them for their extraordinary service.

To all United States veterans, I send my thanks, and I look forward to hearing more and more of your stories. I am eager to understand your experience and to celebrate all that you have contributed to this country. Happy Veterans Day.

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The Power of Possible: Locked Up, Fitting In, and Finally Free

The Power of Possible: Locked Up, Fitting In, and Finally Free

In a little less than a month, we will be gathering supporters of our family of agencies in a celebration of the Power of Possible. There, we will be hearing from individuals whose lives have changed because of the dedication, the passion, and the commitment of those who spend their days serving in one of our agencies—and from some who have been inspired to give back.  One of the populations that Fedcap serves is the previously incarcerated.  We are convinced that we can impact the high recidivism rates by working behind the walls to address mental health and substance use disorders that impact successful reentry, ensuring inmates have access to top notch training in high growth sectors and placing those leaving prison, and working with our 500+ business partners to create meaningful, living wage employment opportunities.  We do not have to accept the poor outcomes for individuals leaving prison.

Steve Hickman was born in Harlem to a large family with four brothers and sisters. His father worked hard, but on Friday nights he drank away his paycheck, which led to terrible fights with Steve’s mother. Eventually, his father left, and his mother raised the five children on her own.

Steve was savvy, “entrepreneurial” and tired of being poor. He dropped out of high school in the 12th grade and started selling drugs, following in the footsteps of his two older brothers. He never took drugs and never even drank alcohol…but sadly he sold many drugs to people who were addicted. Steve said, “I just wanted to fit in….then I got locked in….and then I got locked up.”

Steve’s first arrest came in 1991. He was sentenced to a 90-day boot camp. When he got out, he went  back to selling drugs. Steve recalls it being hard for him to walk away from all of that money. In 1993, he was arrested along with his two brothers and charged with conspiracy to sell drugs, which carried a 25-year prison sentence. While incarcerated, Steve missed his children growing up, the world changing, and the experience of living his 20’s and 30s as a free man. During this time, his mother died, and neither he nor his brothers were able to attend her funeral. To this day, he has not been able to shake the pain and feeling that his incarceration had contributed to her death. “The heartache was so bad I ran out of tears,” he said.

Prison life was difficult. However, at least the three brothers were together. They leaned on one another and kept each other on the straight and narrow. Even though they were doing time, they were also committed to becoming better human beings. Because they had each other, they did not get into drugs or gambling and, for the most part, no one caused them any problems. By the time Steve was released in 2012 (14 years later), at the age of 45, the world had changed completely for him. Despair set in and he didn’t know how he would be able to live or support himself in a world that seemed unrecognizable. Fortunately, Steve’s sister took him in and helped him get back on his feet. He had been working at a minimum wage job for about four months when his brother introduced Steve to his mentor at Fedcap, Mike Dunne. Fedcap saw great potential in Steve and hired him in 2013 to supervise Wildcat cleanup crews in the wake of Hurricane Sandy. Within a few years he was promoted to area manager, supervising over 150 workers at 11 sites Recently, he began a new job with NYC Department of Homeless Services. Now he also serves as a mentor to the justice involved. He understands that they need what he needed – guidance, the courage to persevere, and a second chance. “Fedcap believed in me and gave me a second chance,” he said. “I have seen first-hand the difference I can make in helping to turn a young person’s life around, and it is the best feeling in the world.

Our Gala will be a remarkable celebration on Monday evening, November 27, in Manhattan’s Gotham Hall. It will be an opportunity to see and feel what it is like to participate in changing the lives of people like Steve Hickman and many others who have been inspired and helped by our family of agencies. With enthusiasm, we welcome your attendance at our Gala.

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Solution Series: The Employment of People with Disabilities: Moving Beyond Social Responsibility to a Business Solution

Solution Series: The Employment of People with Disabilities: Moving Beyond Social Responsibility to a Business Solution

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On October 3rd Fedcap held its 14th biannual Solution Series – The Employment of People with Disabilities: Moving Beyond Social Responsibility to a Business Solution. The overflow crowd included business partners, and representatives from community and government organizations that support the Fedcap family of agencies. If you were unable to attend the event, click here to view the Solution Series in its entirety.

Attendees were treated to an insightful and thought-provoking discussion of a topic of compelling interest to businesses large and small – why hiring people with disabilities is good for business. Panelists included:

• Elaine E. Katz – Senior Vice President for Grants and Communications, Kessler Foundation

• Larry Stubblefield – Assistant Administrator for the Office of Diversity, Inclusion and Civil Rights at the Small Business Administration

• Amanda Tierney – Regional Learning Center Manager, Workforce Initiatives, CVS Health

Fedcap President and CEO Christine McMahon welcomed the guests and thanks event sponsors Mutual of America and Staples. “One of the important themes that we will hear about today is that hiring people with disabilities is not just the right thing to do, it is good for business,” she said.

Martha Jackson, Assistant Commissioner of the Mayor’s Office for People with Disabilities, spoke briefly, thanking Fedcap for its commitment to changing the lives of people with disabilities. Ms. Jackson talked about efforts of the Mayor’s Office to increase employment of people with disabilities, and to make NYC the most disability-friendly city in the world.

Elaine Katz said that among the benefits of employing people with disabilities are higher productivity and lower turnover. Research conducted by the Kessler Foundation shows that a culture of recruiting, hiring and retaining people with disabilities starts with a commitment by upper management. There is strong evidence that an inclusive culture increases the morale and productivity of all employees. Ms. Katz pointed out that the cost of workplace accommodations for people with disabilities is far lower than employers assume, and that tax credits and job training grants are available.

Amanda Tierney discussed CVS Health’s work with school districts in NYC. The company operates four work centers that replicate the retail environment, and serve as training centers for young adults with disabilities who are entering the workforce. A priority in these efforts is training job coaches. If the coaches are properly trained the employee is much more likely to succeed.

Larry Stubblefield discussed current legislative amendments that aim to increase the percentage of people with disabilities in the federal workforce. The US Small Business Administration undertook efforts to highlight success stories about employees with disabilities to help the agency “bust the myths, fears and stereotypes” about hiring people with disabilities that are still common in the workplace.

Mr. Stubblefield said that one in five Americans has a disability, and that many disabilities are unseen. He discussed SBA efforts on behalf of returning veterans, a number of whom have disabling injuries, and the importance of integrating them into the workforce. “As a society, we can tap into that talent pool, or pay for it in social costs,” he said.

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