They Are Still With Us

They Are Still With Us

May 27, 2022

Today’s Insights is from our guest Colonel Sam Whitehurst US Army (Ret.), VP of Dixon Center for Military and Veterans Services. Our Dixon Center team works tirelessly every day to advance the well-being of our military, veterans and their families.

Midnight, on August 22, 2007, 10 young men marshalled together on a barren hilltop in Iraq to board a helicopter for the return trip to their forward operating base. They had just concluded a successful combat operation that had required them to remain in place for over 24 hours, with little sleep or food, while they ensured that resupply convoys were able to move safely and securely without enemy interference.

They were tired, dirty, and hungry and I’m sure they couldn’t wait to get back to our base where a hot shower and hot food awaited them. But they also knew that because of their efforts, their fellow Soldiers had been able to move freely and accomplish their key resupply mission.

But this would be their last mission. Shortly after taking off from that lonely, dusty hilltop, they along with the four helicopter crewmembers were killed when the helicopter suffered a malfunction and spun out of control into the ground.

These 14 soldiers are representative of the men and women I think about on Memorial Day. Men and women who have made the ultimate sacrifice and whose commitment and dedication to their country and to each other represent the best in all of us. They are forever part of my memories and in my heart.

Even though they are gone, they continue to live through each of us, especially their families. I’ve met the families of the 10 men who boarded the helicopter that night and it’s an experience that I will never forget. Even against the backdrop of their sorrow, their resiliency and their strength is something that to this day I try to emulate. These young men continue to be part of their families, and their families continue to be part of me.

Memorial Day is about reflecting on the service and sacrifice of our fallen comrades but is also about the perseverance and strength of the living. This is the only day where the American flag is flown at half-staff from sunrise to noon, to honor our fallen comrades, and then raised to full height from noon to sunset, to represent our living veterans and symbolize the “persistence of the nation in the face of loss.” Those that we honor on Memorial Day, are still with us, in our hearts, in our families, and in the noble work of making the lives of veterans and families better.

 

Building Sustainable Economic Well-Being

Building Sustainable Economic Well-Being

May 23, 2022

Many of the people served by The Fedcap Group believe that creating personal wealth is simply not within their realm of possibility. They have experienced decades of generational poverty, there is no clear pathway that they can see to financial security and there are no cheerleaders telling them that they can create sustainable long-term economic well-being.
Our goal is to change this perspective and to help individuals see what is possible in their lives.

According to a 2019 report by Wealth-X, 67.7% of the world’s wealthy population were self-made. People with very little who did not fantasize about economic security, or the money they wish they inherited—they created a plan, learned, studied and worked hard.

In the next several Insights I want to discuss the critical steps involved in creating economic well-being and how The Fedcap Group is integrating these steps into our day-to-day programming. These ideas came from a variety of sources including Harvest Platform, the Balance, and Harvard Business Review.

Today I want to discuss mindset and the process of achieving economic health.

The first step is to identify and work to eliminate the attitudinal barriers and limiting beliefs that many people who grew up in poverty possess. For most of us, believing that there are enough resources and opportunities for everyone requires an intentional effort. Without a change in mindset no amount of planning or savings will matter. People have to believe that sustainable economic well-being is accessible and that they are worthy of it.

According to a study conducted at Purdue University, many of our financial habits are formed by age seven. That means our feelings about money are largely influenced by how people around us talked about or behaved around it. When you grow up lacking money or the resources to make enough of it, thinking that there is a shortage of resources, or watching people around you live paycheck to paycheck — you may be more likely to believe that wealth is reserved for a select few.

“Every day, many negative thoughts race through our minds. If we don’t learn how to filter those thoughts, we start to believe them. Eventually, they can lead to a scarcity mindset, which leads to scarcity actions, or what I call broke-ass decisions,” said Rachel Rodgers, CEO of Hello Seven and author of We Should All Be Millionaires.

For The Fedcap Group, it is important to help every person we serve see The Power of Possible in their lives. We work to uncover any emotional barriers to building wealth, and intentionally help people reframe what is possible in their lives, silencing those messages they may have heard about what they cannot do, what is not available to them and strengthen the voice that tells them what they can do and what IS available to them. This is as important as education, job training and job placement.

The second step is setting a goal and identifying your guide. Harvest Platform compares the process to driving to a destination you haven’t been to before.

First, you decide on a new destination (own a home by age 30, have $100,000 in savings by age 35) you want to drive to then you reference Google Maps, or even an old-fashioned map to guide you there (engage people who know about money and learn from them). Both the destination and the guide are made to work together. If you just have a destination but no guide it will be tremendously challenging. Similarly, if you only have the map but no destination, you’ll just wander aimlessly.

What I loved about this analogy is that the vehicle to get to the destination does not matter. A station wagon will get you to the same destination just as competently as a sports car. Even walking long enough to the destination will still get you there.

Perhaps one of the single most important aspects of achieving economic security is that it takes time. As much as we’d like it to happen overnight, for nearly everyone it is a slow and steady journey. Getting on the right track will take days, finding financial stability will take months, and building net worth will take years.

Next week I will discuss the importance of learning about money and suggest some specific steps involved in becoming financially literate.

22 de mayo de 2022

Construyendo un Bienestar Económico Sostenible

Muchas de las personas atendidas por The Fedcap Group creen que la creación de riqueza personal simplemente no está dentro de su ámbito de posibilidades. Han experimentado décadas de pobreza generacional, no hay un camino claro que puedan ver hacia la seguridad financiera y no hay portavoces que les digan que pueden lograr un bienestar económico sostenible a largo plazo.

Nuestro objetivo es cambiar esta perspectiva y ayudar a las personas a ver lo que es posible en sus vidas.

Según un informe de 2019 de Wealth-X, el 67,7% de la población acaudalada mundial fueron hechos por sí mismos. Las personas con muy poco que no se hacían ilusiones con la seguridad económica, o el dinero que desearían heredar; crearon un plan, aprendieron, estudiaron y trabajaron duro.

En los próximos “Insights”, quiero hablar sobre los pasos críticos involucrados en la creación del bienestar económico y cómo The Fedcap Group está integrando estos pasos en nuestra programación día a día. Estas ideas provienen de una variedad de fuentes, incluyendo: Harvest Platform, Balance y Harvard Business Review.

Hoy quiero hablar sobre la actitud y el proceso de lograr la salud económica.

El primer paso es identificar y trabajar para eliminar los obstáculos de actitud y las creencias limitantes que poseen muchas personas que crecieron en la pobreza. Para la mayoría de nosotros, creer que hay suficientes recursos y oportunidades para todos requiere un esfuerzo deliverado. Sin un cambio en la actitud, ninguna cantidad de planificación o ahorro importará. La gente tiene que creer que el bienestar económico sostenible les es accesible y que son dignos de ello.

Según un estudio realizado en Purdue University, muchos de nuestros hábitos financieros se forman a los siete años. Eso significa que nuestra impresión sobre el dinero está influenciada en gran medida por la forma en que las personas que nos rodeaban hablaban o se comportaban acerca de ello. Cuando creces sin dinero o los recursos para ganar lo suficiente, pensando que hay una escasez de recursos, o viendo a las personas a tu alrededor vivir de cheque en cheque, es más probable que creas que la riqueza está reservada para unos pocos elegidos.

“Todos los días, muchos pensamientos negativos aparecen en nuestras cabezas. Si no aprendemos a filtrar esos pensamientos, comenzamos a creerlos. Eventualmente, pueden llevarte a un modo de pensar de escasez, lo que lleva a actitudes de escasez, o lo que yo llamo decisiones quebrantadas”, dijo Rachel Rodgers, Directora Ejecutiva de Hello Seven y autora de We Should All Be Millionaires.

Para The Fedcap Group, es importante ayudar a cada persona a la que servimos a ver The Power of Possible en sus vidas. Trabajamos para descubrir cualquier discapacidad emocional para construir riqueza, e intencionalmente ayudamos a las personas a replantear lo que es posible en sus vidas, callando los mensajes que pueden haber escuchado sobre lo que no pueden hacer, lo que no está disponible para ellos y fortalecer la voz que les dice lo que pueden hacer y lo que ESTÁ disponible para ellos. Esto es tan importante como la educación, la capacitación laboral y la contratación laboral.

El segundo paso es establecer una meta e identificar a tu camino. Harvest Platform compara el proceso de conducir a un destino en el que no has estado antes.

Primero, tú decides un nuevo destino (poseer una casa a los 30 años, tener $ 100,000 en ahorros a los 35 años) al que deseas ir y luego utilizas el Google Maps, o incluso un mapa anticuado para guiarte allí (involucrar a personas que sepan sobre dinero y aprender de ellos). Tanto el destino como el camino están hechos para trabajar juntos. Si solo tienes un destino pero no un camino, será tremendamente desafiante. Del mismo modo, si solo tienes el mapa pero no el destino, simplemente vagarás sin rumbo.

Lo que me encanta de esta analogía es que el vehículo para llegar al destino no importa. Una camioneta te llevará al mismo destino de la misma manera que un automóvil deportivo. Incluso caminar el tiempo suficiente hasta el destino aún te llevaría allí.

Quizás uno de los aspectos más importantes para lograr la seguridad económica es que se lleva tiempo. Por mucho que nos gustara que sucediera de la noche a la mañana, para casi todos es un viaje lento y constante. Ponerse en el camino correcto llevará días, encontrar la estabilidad financiera llevará meses y construir un patrimonio neto llevará años.

La próxima semana hablaré de la importancia de saber sobre el dinero y sugeriré algunos pasos específicos implicados en la alfabetización financiera.

Educational Access: A Critical Priority to Economic Well-Being

Educational Access: A Critical Priority to Economic Well-Being

May 16, 2022

Each year, 250,000+ people come to The Fedcap Group with barriers to long-term economic well-being. And for the entirety of our 90-year history, we have delivered a service array that integrates education and employment, underscoring our conviction that education levels the playing field for people with barriers and fundamentally increases opportunities for meaningful careers.

For anyone committed to the eradication of poverty, to justice, to equity, making education accessible must be a priority. Consider the tremendous benefits of education: 

Education changes one’s view of the world. It develops the ability to think critically and navigate the challenges one will experience in life. Students are asked to reason outside of their comfort zones. Students are required to stretch their imaginations in both oral and written work—forcing students to think differently.

Education makes us a better parent. Children from households with parents who are educated past high school rank six percentiles higher in health (including reduction in abuse and neglect) than children from households whose parents have only a primary education.

Education helps eradicate poverty and hunger, giving people the chance at better lives. According to the Global Partnership for Education (GPE), if workers from poor and rich backgrounds received the same education, financial disparity between the two in could decrease by 39 percent.

Education promotes gender equality and helps empower girls and women. A World Bank report found that an extra year of schooling for girls reduces teen pregnancy rates by six percent and gave women more control over how many children they have.

Education exposes one to diversity of people and thought, and has a history of fostering positive social change, by encouraging things like political participation, social equality, and environmental sustainability.

Education enhances earning power. For the most part, there are better employment opportunities and higher wages for those who complete high school, earn a degree, diploma or certificate, or go on to post-graduate studies. (The chart below from the Bureau of Labor Statistics depicts earning potential by educational level.

For these and many more reasons, The Fedcap Group is committed to removing barriers to educational access and advancement. The people we serve are encouraged and supported to obtain an education. Every program is designed to create an educational pathway. The messages that our customers receive from us are motivational and stress our belief that with support, people of all abilities can achieve educational success.

If we are committed to equity and to long term economic well-being, we must be committed to educational access.

16 de mayo de 2022

Acceso a la Educación: Una Prioridad Crítica para el Bienestar Económico

Cada año, más de 250,000 personas vienen a The Fedcap Group con discapacidades para el bienestar económico a largo plazo. Y durante la totalidad de nuestros 90 años de historia, hemos brindado una gama de servicios que integran la educación y el empleo, lo que subraya nuestra convicción de que la educación nivela la igualdad de oportunidades para las personas con discapacidades y fundamentalmente aumenta las oportunidades de carreras profesionales.

Para cualquier persona comprometida con la erradicación de la pobreza, con la justicia, con la equidad, hacer que la educación sea accesible debe ser una prioridad.
Examina los enormes beneficios de la educación:

La educación cambia la visión del mundo. Se Desarrolla la capacidad de pensar críticamente y navegar por los desafíos que uno experimentaen la vida. A los estudiantes se les pide que razonen fuera de sus terrenos conocidos. Se requiere que los estudiantes expandan su imaginación tanto en el trabajo oral como en el escrito, lo que obliga a los estudiantes a pensar de manera diferente.

La educación nos hace mejores padres. Los niños de hogares con padres que son educados más allá de la escuela secundaria se clasifican seis puntos más altos en salud (incluida la reducción del abuso y la negligencia) que los niños de hogares cuyos padres solo tienen una educación primaria.

La educación ayuda a erradicar la pobreza y el hambre, dando a las personas la oportunidad de una vida mejor. Según The Global Partnership for Education (GPE), si los trabajadores tanto de orígenes pobres o ricos recibieran la misma educación, la disparidad financiera entre los dos podría disminuir en un 39 por ciento.

Education promueve la igualdad de género y ayuda a empoderar tato a las niñas como a las mujeres. Un informe del World Bank encontró que un año adicional de escolaridad para las niñas reduce las tasas de embarazo adolescente en un seis por ciento y les da a las mujeres más control sobre cuántos hijos tendrán.

La educación expone a uno tanto a la diversidad de personas como de pensamiento, y tiene una historia de fomentar un cambio social positivo, alentando las cosas como la participación política, la igualdad social y la sostenibilidad ambiental.

La educación mejora el poder adquisitivo. En su mayor parte, hay mejores oportunidades de empleo y salarios más altos para aquellos que completan la escuela secundaria, obtienen un título, diploma o certificado, o continúan estudios de posgrado. (la siguiente gráfica de la Bureau of Labor Statistics muestra el potencial de ingresos por nivel educativo).

Por estas y muchas más razones, The Fedcap Group se compromete a eliminar las dificultades para el acceso y el avance educativo. Las personas a las que servimos son alentadas y apoyadas para obtener una educación. Cada programa está diseñado para crear un camino educativo. Los mensajes que nuestros clientes reciben de nosotros son motivadores y enfatizan nuestra creencia de que con apoyo, las personas de todas las capacidades pueden lograr el éxito educativo.

Si estamos comprometidos tanto con la equidad como con el bienestar económico a largo plazo, así mismo debemos estar comprometidos con el acceso a la educación.

The Fedcap Group Reports Strong Operating and Financial Results in Fiscal 2022 First Half

The Fedcap Group Reports Strong Operating and Financial Results in Fiscal 2022 First Half

From humble beginnings as a local agency founded by three World War 1 veterans with disabilities who simply wanted to work, The Fedcap Group has grown into a global family of top-tier agencies serving individuals with barriers to self-sufficiency, and developing scalable, innovative solutions to some of society’s most pressing needs.

On Thursday, May 12th, The Fedcap Group released its first half financial and operating results for first half FY22. The biannual releases provide key stakeholders with timely disclosures about financial and operational performance, mission-related impact, and trends and challenges. The releases are unique in the nonprofit sector and reflect The Fedcap Group’s commitment to transparency.

Key takeaways include placing 10,685 people in jobs—a nearly 100 percent increase from first half FY 2021; serving 30,000 more people in first half FY22 than in first half FY21; double-digit revenue growth reflecting a robust domestic and international service platform, and top-tier performance leading to a +99 percent win rate on re-competing for contracts. The Fedcap Group has 300 contracts in four countries, with international clients accounting for 30 percent of revenue for the period.

“We delivered strong operating and financial results in the fiscal 2022 first half, achieving 96% of all contract deliverables and posting a 14.4% year-on-year revenue increase, primarily driven by organic growth,” said Christine McMahon, CEO of The Fedcap Group. “This performance reflects excellent execution on existing contracts and demonstrates how well our expertise and qualifications are aligned with the needs of funding agencies and consumers.”

Other highlights include the ramping up of a large, multi-year contract in the UK to provide services to the unemployed, and ongoing management of a large Canadian workforce development contract. International clients accounted for close to 30 percent of total first half revenues. The Fedcap Group leveraged its prior acquisitions of APEX Technical School and Civic Hall, and strategic partnership with Paul Smith’s College, to further expand its footprint in education and training, and planned the launch of an 80,000 sq. ft. digital training center that can train up to 3000 students per year.

A pioneer in social enterprise and vocational rehabilitation, The Fedcap Group’s commercial businesses employ 1,798 people who have a disability or barrier to employment. Total Facilities Management, The Fedcap Group’s largest commercial enterprise, added 158 new jobs in first half FY22.

The Fedcap Group’s proprietary Single Stop platform served over 25,000 new people, including 10,000 college students, connecting them to over $88 million in federal and state benefits and resources. And building on its history as a pioneer in social enterprise, The Fedcap Group announced that it employs 1,798 individuals with a disability or barrier to employment in its commercial businesses.

For the period, The Fedcap Group provided wellness services to 23,270 people (behavioral and physical health care, treatment for substance use disorders), with a view to helping them stabilize and gain employment, and provided services to 3,123 children ages 0-8, designing and delivering an array of evidence-based practices that promote long term economic and social well-being.

First Half Fiscal Year 2022 Financial and Operating Results

First Half Fiscal Year 2022 Financial and Operating Results

The Fedcap Group Reports First Half Fiscal Year 2022 Financial and Operating Results

New York, May 12, 2022 The Fedcap Group, the parent company for a growing network of top tier nonprofit agencies, today reported its operating and financial results for the first half fiscal 2022 ended March 31, 2022. Committed to providing services that positively impact the lives of people with barriers to economic well-being, The Fedcap Group is structured in four areas of practice: Education, Workforce Development, Health, and Economic Development and operates through 21 nonprofit subsidiaries, in the U.S., Canada and the UK.  

Commenting on the results, Christine McMahon, Chief Executive Officer, said, “We delivered strong operating and financial results in the fiscal 2022 first half, achieving 96% of all contract deliverables and posting a 14.4% year-on-year revenue increase, primarily driven by organic growth. This performance reflects excellent execution on existing contracts and demonstrates how well our expertise and qualifications are aligned with the needs of funding agencies and consumers.

“In the first half, we ramped up the large, multi-year contract we won in the UK to provide support for those unemployed as a direct impact of the pandemic, and we continued to effectively manage our large Canadian workforce development contract. Our work for international clients accounted for approximately 30% of total first half revenues.

“In the US, we leveraged our fiscal 2021 acquisitions of APEX Technical School and Civic Hall and our strategic partnership with Paul Smith’s College to further expand our footprint in Education and Training, areas of high demand in today’s dynamic workplace.

“Additionally, we continued to expand our proprietary Single Stop Technology Platform—a screening tool that drives resources to individuals seeking to find work and/or stay in school, augmenting our supportive services for connecting people with jobs. In the first half of FY 2022, Single Stop served 25,127 people, connecting them to over $88 million in resources.”

2022 First Half Operating Results

In the first half of FY 2022, we continued to refine our work in our five key areas of focus: Children ages 0-8, youth transitioning from foster care, individuals with intellectual and developmental disabilities, the previously incarcerated, and those on public assistance.

The Fedcap Group provides a diversified its revenue array of services to at-risk populations across four key practice areas.

Economic Development comprises business services operations that directly employ the populations we serve. A total of 1,800 people are employed in our commercial businesses—the majority of whom have disabilities or other employment barriers. 158 new jobs were added in first half FY 2022 in Total Facilities Management—our largest commercial enterprise. The average wage is approaching $40,000 annually.

Workforce Development continues to represent the area in which The Fedcap Group serves the largest number of individuals through a broad range of services, including the Single Stop platform. In the first half of FY 2022 we placed 10,685 people in jobs—nearly a 100% increase from the first half of FY 2021. 27% of new job placements earned $17.00 or more per hour.

Education represents growth in early childhood services provided through Easterseals and other programs assisting individuals with intellectual and developmental disabilities entering the workforce. We provided services to 3,123 children ages 0-8, designing and delivering an array of evidence-based practices that promote long term economic and social well-being. Our special education school located in New Jersey achieved 100% graduation rate for seniors for the past three years.

Health
In the first half of FY 2022 we provided wellness services to 23,270 people (behavioral and physical health care, treatment for substance use disorders), with a view to helping them stabilize and gain employment.

In the first half of FY2022, ReServe—a subsidiary of The Fedcap Group—was awarded over $10MM in contracts to serve New York City neighborhoods most impacted by the pandemic including funding from NYC Health and Hospitals to provide vaccine education, enrollment, and community organizing, funding from NYC Fund for Public Health expand Community Health Worker teams in neighborhoods impacted by COVID-19 and long-standing racial/ethnic inequities, and to serve as a trusted messenger campaign for Public Health Solutions to promote COVID-19 vaccination among low-income pregnant women in New York City, primarily women of color. This work has impacted the lives of over 729,606 New Yorkers.




2022 First Half Financial Metrics

The first half of fiscal year 2022 ended March 31, 2022. Revenue was $174.9MM, a 14.4% increase from the same period last year. Operating expenses were $173.3 million, 88% of which represented direct program expenses. The Fedcap Group reported an operating profit of $1.53 million for the period ended March 31, 2022, considerably above the $604 thousand earned in the same period last year.

At March 31, 2022, cash and marketable securities were $50.2 million compared with $34 million for the prior year.

Summary and Outlook

“The first half of 2022 has been an exciting period for The Fedcap Group. We were able to achieve positive outcomes for an expanded universe of individuals, while building out our service platforms in the U.S. and internationally.

“Looking ahead, we expect to see substantial benefits from our APEX and Civic Hall acquisitions and partnership with Paul Smith’s College beginning later this fiscal year, including the launch of an innovative 80,000-square-foot digital training center will address the re-skilling and up-skilling of workers, supplying a trained workforce to meet the demand of our transforming economy and job landscape. In addition, we recently developed a new training curriculum in ‘green technologies,’ which will expand our ability to educate, prepare and train at-risk individuals for employment in the high-demand areas of clean energy and renewables.

“The Fedcap Group remains committed to innovation, identifying new strategies to affect change in people’s lives, and improving the systems within which services are delivered. Our staff work diligently every day to bring critical services to individuals in need across our expanding geographic footprint. As we make a positive impact on society, we also are managing to the highest Environmental, Social and Governance (ESG) standards, by reducing our energy usage, maintaining a collaborative working environment, and prioritizing transparency, specifically as we provide semi-annual updates on our operating and financial results,” said Christine McMahon, President and Chief Executive Officer.

About The Fedcap Group

For 87 years, The Fedcap Group has developed scalable, innovative, and potentially disruptive solutions to some of society’s most pressing needs. Serving 250,000 people each year, The Fedcap Group provides educational services to every age group, vocational training in high-growth industries, behavioral health services, work readiness skill building and jobs—all targeted to helping people achieve long-term self-sufficiency.

The Fedcap Group also invests its time and resources in broader system change—working in partnership with federal, state, and local government to improve the way services are designed, funded, and delivered.

Conference Call Details

Join the webcast on Thursday, May 12, 2022 at 11:00 AM ET 
If you do not wish to join from your computer, you may dial-in:
US: +1-844-792-3735
Canada: +1-855-669-9657
UK: 08002799489

Financials

Fedcap Rehabilitation Services, Inc. and Subsidiaries Consolidated Statement of Financial Position

 

Fedcap Rehabilitation Services, Inc. and Subsidiaries Consolidated Statement of Financial Position

How CEOs Can Drive Their Company Toward Being Customer-Centric

How CEOs Can Drive Their Company Toward Being Customer-Centric

May 9, 2022

Over the past four weeks Insights has focused on developing a customer centric organization. The discussions focused on the following four strategies:

According to Blake Morgan, Senior Contributor at Forbes, customer-centric companies live and breathe their customers and are laser-focused on providing amazing experiences. They are innovative and they make a difference in the world. These companies disrupt their industries and are often rewarded with growth and increased revenue.

Today, the last article in this series, I am focusing on the role of the CEO in bringing customer-centricity to the forefront of the organization. These ideas represent a compilation of ideas from Harvard Business Review, Forbes, and Deloitte.

This has been an important discussion and as always, I welcome your thoughts.

9 de mayo de 2022

Cómo los Directores Ejecutivos Impulsan a Su Empresa a Centrarse en la Atención al cliente

Durante las últimas cuatro semanas, “Insights” se ha centrado en el desarrollo de una organización centrada en la atención al cliente.

Los debates se centraron en las cuatro estrategias siguientes:

Según Blake Morgan, colaborador principal de Forbes, las empresas centradas en la atención a \l cliente viven y suspiran por sus clientes y se centran en proporcionar experiencias increíbles. Ellos son innovadores y hacen la diferencia en el mundo. Estas empresas desvían el curso de sus industrias y a menudo son recompensadas con el crecimiento y el aumento de los ingresos.

Hoy, en el último artículo de esta serie, me estoy centrando en el papel del director/a ejecutivo/a, llevando a la vanguardia el enfoque en la centralidad en la atención el cliente de la organización. Estas ideas representan una recopilación de ideas de Harvard Business Review, Forbes y Deloitte.

Este ha sido un debate importante y, como siempre, espero con ansia tus comentarios.

Older Workers: A Solution to the Labor Shortage

Older Workers: A Solution to the Labor Shortage

NerdWallet.com interviewed ReServe Executive Director Edward Bolognini about what older workers bring to businesses, and how they can help solve the labor shortage.

Ed Bolognini, Executive Director of ReServe was recently interviewed for an article on the website of NerdWallet, a personal finance company with a strong online presence.

The article–Are Older Workers a Solution to the Labor Shortage?–asks whether older workers, classified as those age 40 and over by the federal Age Discrimination in Employment Act, are the answer to today’s labor shortage. There are 10,000 people turning 65 every day in this country. They possess a wealth of knowledge and expertise that can be tremendously beneficial to companies. Currently ReServe has 435 ReServists placed in organizations throughout New York City, Miami, Augusta, MA, Boston, MA and Wilmington DE.

To date, the article has been picked up by Yahoo Finance, Syracuse.com, The Tallahassee Tribune, BlueMountainEagle.com (in Grant County, Oregon), The Weekly Journal (Puerto Rico & Caribbean), WFMZ-TV website (Berks County/Philadelphia/Lehigh Valley), Madisonville Messenger (Kentucky), and Alexander City Outlook (Alabama).

ReServe was founded in 2005 by Jack Rosenthal, Herb Sturz and Michael Weinstein, on the premise that hiring older workers, leveraging their experience and talents is good for business and good for the older worker. In the NerdWallet article, Ed had the opportunity to expand on the value of older workers–beyond the experience and knowledge they bring to the workplace, there is also a cultural advantage they bring to the organization. Their no-nonsense work ethic, ability to motivate co-workers and insight on how to solve seemingly intractable problems is invaluable.

“You’ve worked with people, for people, around people for a long enough time that you have settled into how you successfully interact with colleagues, supervisors, customers and clients,” he said.

Click here to read the article. Congratulations to Ed for sharing his insights, and for bringing ReServe to the attention of a wide national audience.

Putting Data Collection at the Forefront of Designing Products And Services

Putting Data Collection at the Forefront of Designing Products And Services

May 2, 2022

Over the past three weeks I have focused my Insights column on strategies involved in building a customer-centric organization.

Research is clear that customer centric organizations have better customer retention, better bottom lines and overall much more promising long-term sustainability. Customer-centricity is about putting the customer at the center of everything an organization does, and, according to Harvard Business Review, enhancing the customer experience is the new competitive battleground.

Yet, according to PwC, only 38 percent of U.S. consumers say the employees they interact with understand their needs or their customer experience. Recent articles in Harvard Business Review, HubType and Optimove identify a common set of areas to focus on when serious about building a customer-centric organization including developing a customer-centric culture:

Today we will focus on the process of ensuring that collecting data about the consumer experience is at the front end of designing products and services. In other words, “Design the input to get the output.”

Companies need to design programs and services so that collecting customer data and feedback on their experiences is built into multiple stages of the customer experience starting with the first interaction. Building technology to capture these data throughout the consumer experience with the organization allows for individual consumer as well as aggregate analysis of how customer centric the organization really is.

When mapping the customer experience, as discussed previously in this series, it is important to determine the points in which the customer experience should be moving them toward achieving their goals. At these points, time should be set aside for information gathering and analysis and course correction as indicated. According to Harvard Business Review, “What companies really need to home in on is the progress that the customer is trying to make in a given circumstance—what the customer hopes to accomplish. This is what we’ve come to call the job to be done.” And rather than trying to piece the puzzle together after products and services are launched, design them with the desired output in mind and then use that data to drive company interactions with their customers.

As I have discussed in this series, customer centricity is critical to organizational growth and sustainability. Getting it right requires that companies examine the current status of their customer centeredness using data and rigorous analytics, using the information to make cultural, practice and technological and changes as needed.

Next week I intend to focus on how CEOs can demonstrate that they are serious about customer centricity.

2 de mayo de 2022

Poner la Recopilación de Datos a la Vanguardia del Diseño de Productos y Servicios

Durante las últimas tres semanas he centrado mi columna de “Insights” en las estrategias involucradas en la construcción de una organización centrada en la atención al cliente.

La investigación es clara en cuanto a que las organizaciones centradas en la atención al cliente tienen una mejor retención de clientes, mejores resultados finales y, en general, una sostenibilidad a largo plazo mucho más prometedora. La centralidad en la atención al cliente se trata de poner al cliente en el centro de todo lo que hace una organización y, según Harvard Business Review, mejorar la experiencia del cliente es el nuevo competitivo campo de batalla.

Sin embargo, según PwC, solo el 38 por ciento de los consumidores estadounidenses dicen que los empleados con los que interactúan entienden sus necesidades o su experiencia del cliente. Artículos recientes en Harvard Business Review, HubType y Optimove identifican un conjunto común de áreas en las que centrarse cuando se toma en serio la construcción de una organización centrada en la atención al cliente, incluido el desarrollo de una cultura centrada en la atención al cliente:

Hoy nos centraremos en el proceso de garantizar que la recopilación de datos sobre la experiencia del cliente esté a la vanguardia del diseño de productos y servicios. En otras palabras, “Diseñar el aporte para obtener el resultado.”

Las empresas necesitan diseñar programas y servicios para que la recopilación de datos de los clientes y la retroalimentación sobre sus experiencias se integren en múltiples etapas de la experiencia del cliente, comenzando con la primera interacción. La creación de tecnología para capturar estos datos a lo largo de la experiencia del cliente con la organización permite el análisis individual del cliente, así como el análisis agregado de cuán centrada en la atención al cliente es realmente la organización.

Al esquematizar la experiencia del cliente, como se discutió anteriormente en esta serie, es importante determinar los puntos en los que la experiencia del cliente debe moverlos hacia el logro de sus objetivos. Para estos puntos, se debe reservar tiempo para la recopilación y el análisis de la información y la corrección del curso según lo indicado. Según Harvard Business Review, “Lo que las empresas realmente necesitan para centrarse en el progreso que el cliente está tratando de hacer en una circunstancia determinada, o lo que el cliente espera lograr. Esto es lo que hemos llegado a llamar el trabajo que debe hacerse. Y en lugar de tratar de armar el rompecabezas después del lanzamiento de los productos y servicios, diseñarlos con el resultado deseado en mente y luego usar esos datos para impulsar las interacciones de la empresa con sus clientes.

Como he dicho en esta serie, la centralidad de cliente es fundamental para el crecimiento y la sostenibilidad de la organización. Hacerlo bien requiere que las empresas examinen el estado actual de su centrado en la atención al cliente utilizando datos y análisis rigurosos, utilizando la información para mejorar los cambios culturales, prácticos y tecnológicos según sea necesario.

La próxima semana tengo la intención de centrarme en cómo los directores ejecutivos pueden demostrar que se toman en serio la centralidad en el cliente.

For Luc Samuel Kuanzambi and His Family, a Desperate Journey Leads to a New Life in Maine

For Luc Samuel Kuanzambi and His Family, a Desperate Journey Leads to a New Life in Maine

Families Forward was well-positioned to help Luc and his family settle into a community where they could put down roots.

Luc Samuel Kuanzambi and his wife Paulette were a happy young couple living in South Africa with very promising professional careers. They had a five-year-old son, Lael, and a newborn daughter, Ticvah.

Little did they know they were heading into some tremendously difficult times. A month and a half after Ticvah’s birth, the baby developed jaundice and it was determined she would most likely need a liver transplant. The frantic parents began calling everywhere for help and advice. They were advised by medical contacts not to have the procedure done in South Africa where transplants were still experimental.

Taking their plight to social media, Luc and Paulette were told about a hospital in Omaha, Nebraska with the capacity to provide a second opinion and possibly perform the transplant, but they would have to raise the money on their own. With no other options, the family applied for and obtained a medical visa, left nearly all of their possessions behind, and headed for Omaha. They managed to raise a little over $30,000 from local community donors and online appeals, far short of the $750,000 required by the hospital. As a result, all the hospital could do was stabilize Ticvah.

Luc couldn’t work, rent a house, or buy medical insurance because he lacked a Social Security number, so the family lived off the kindness of strangers, staying for a few nights in various charity homes and relying on charity for food and essentials. Five months after arriving in Omaha, with Ticvah’s condition worsening, their visas about to expire and $116,000 in debt, they left Nebraska for Maine, where Luc had a cousin who told them that they could expect more generosity. Arriving in Maine on a hot July night, the heat aggravated Ticvah’s condition and was hard on Paulette, who was now pregnant. The family hadn’t eaten all day. Luc said he prayed and wept that night.

“I felt broken. I was wiped out of everything, we were so afraid our daughter would die, and my family was facing the reality of living in poverty. We had no idea what to do next.”

In Maine, the family’s fortunes finally changed. A community shelter, where other African immigrants were staying, welcomed them with open arms. At Maine Medical Center, Luc and Paulette talked to social workers, who explained that Ticvah had legal protections in Maine and that the family qualified for emergency housing while Ticvah was hospitalized. When her condition worsened, the miracle they had so desperately sought finally arrived—Ticvah was sent to Boston for a liver transplant at no cost to the family.

“I don’t know who footed the bill,” Luc said. “We were just told at the hospital not to worry about money.”

In the midst of the crisis Luc was connected to Maine’s Families Forward, a statewide program funded by the Department of Health and Human Services and operated by Fedcap, Inc. Families Forward provides support and services to refugees and immigrants from more than 22 different countries and was well-positioned to help Luc and his family settle into a community where they could put down roots. They sponsored Paulette’s driver training and certified nurse assistant (CNA) training; Paulette is now on track to become a registered nurse. Fedcap was able to secure funding for the renewal of Paulette’s work permit, and is doing the same for Luc.

Luc eagerly undertook workforce training as he was eager to get off public assistance. “So many immigrants face the same struggle,” he said. “All our background means nothing and our work history is wiped out. I did not want to be a liability and my goal is to be independent as soon as possible.”

Today life is so much better. Ticvah, now five, is doing amazing—she has so much confidence and such a “strong personality”. Lael, now 11, is a gifted piano player and Alexander-King, the youngest child born in Portland, Maine four years ago, is showing signs of being gifted in math.

Luc has become a powerful advocate for Maine’s immigrant community. On October 28, 2021, he gave a presentation to Families Forward leadership and funders about the immigrant experience, the challenges he and his family faced, and the value of Families Forward and the kind of immigrant services and support they received from the staff of Fedcap.

“These programs are lifesaving,” Luc said. “Without Families Forward and the support of the community and local benefactors, our daughter would not be alive today. Families Forward made it possible for us to begin building a new life.”

 

Fedcap’s Families Forward Employs Mainers in Their First Step Toward Economic Well-Being

Fedcap’s Families Forward Employs Mainers in Their First Step Toward Economic Well-Being

The people who drive Families Forward live and work in the state of Maine including the Executive Director Serena Powell and every member of her leadership team.

 

Families Forward is committed to helping people obtain long term economic well-being. Families Forward was designed and implemented to meet the existing and emerging needs of the people of Maine. The people who drive Families Forward live and work in the state of Maine including the Executive Director Serena Powell and every member of her leadership team.

93 Maine residents are employed in Families Forward, with wages that exceed most social service jobs in the state of Maine. Of those 33 were born in Maine. They have robust benefit packages and are provided numerous opportunities for professional training through our Brown Bag Lunches and Professional Development Collaborative and leadership development through our Leadership Academy. They are raising their families, including 133 children, in Maine and contributing to the Maine economy.

Nearly 60 percent of the staff of Families Forward have lived in Maine for over 20 years. They are “Mainers” to their core and implement the program with the strong work ethic and integrity the state of Maine is known for.

Families Forward leadership honors individuals who have serve our country demonstrated by the fact that 12 percent of the staff are veterans.

Just under 30 percent of the staff working in Families Forward have been with us from the very beginning—a very high retention rate in social services. Given that this period includes two years of a global pandemic, this retention rate is remarkable. Staff range in age from 18 to 70 with the majority between the ages of 35 and 50, reflecting the average age in Maine. Four percent of the staff are over the age of 70—demonstrating our commitment to hiring people who bring diverse views and experiences to the work.

Maine has a diverse population of immigrants and over the past five plus years, Families Forward has intentionally and successfully recruited diverse staff, 32 percent of whom speak more than one language.

Families Forward also “walks its talk,” with 30 percent of staff having been former participants; after education and training they found that they were the perfect fit for working in this field. Their “lived” experience is invaluable to other Families Forward staff and to every participant who walks through our door.