Celebrating the Strength and Tenacity of Women

Celebrating the Strength and Tenacity of Women

March is National Women’s History Month, which recognizes the contributions of women to history, society and culture. The month-long observance, celebrated since 1987, honors women who changed history—women like Abigail Adams, Sojourner Truth, Susan B. Anthony and Rosa Parks—and countless others who, despite systemic discrimination, fought for equality and justice, and achieved greatness in their chosen field of endeavor.

Despite the incredible courage and hard work of generations of women, we are still a long way from an equitable society. Women constitute 27 percent of Congress, but over half the population. At Fortune 500 companies, women account for just over seven percent of CEOs. Women make up only 28 percent of the STEM workforce. Women’s median earnings are 80.8 percent those of men. A black woman has to work 19 months to earn what white men do in a year, according to the National Partnership for Women and Families. Latina women earn $0.57 for every dollar earned by white men.

Across the U.S., 15.5 percent of women live in poverty compared with 11.9 percent of men. Retired women are twice as likely as retired men to live in poverty. Workplace sexual harassment and assault are common, and drive many women from their jobs. Sixty-six percent of female service members report sexual harassment or assault. As many as one in four women are victims of domestic violence.

These inequalities and injustices were exacerbated by the COVID-19 pandemic, which has had a disproportionate impact on women’s participation in the workforce, placed greater burdens on paid and unpaid caregivers, and increased rates of domestic violence. Today, the constitutional right to abortion is threatened as States seek to restrict and deny critical reproductive health care and bodily autonomy.

Yet women everywhere, inspired by heroines who changed history, are making great strides in the ongoing fight for equality. According to A Proclamation on Women’s History Month, 2022 by President Joe Biden—“Women of the labor movement are achieving monumental reforms to help all workers secure the better pay, benefits, and safety they deserve. LGBTQI+ women and girls are leading the fight for justice, opportunity, and equality — especially for the transgender community. Women and girls continue to lead groundbreaking civil rights movements for social justice and freedom, so that everyone can realize the full promise of America.”

The companies of The Fedcap Group are represented by women at every level, and we are stronger for it. Please join us during this Women’s History Month in honoring women who have changed the world, and those who continue the struggle for equality and fairness.

ReServe Is Impacting Health Care Disparities in Underserved Communities

ReServe Is Impacting Health Care Disparities in Underserved Communities

ReServe continues to make a profound impact on the communities it serves. For the past two years, this impact has been most strongly felt in efforts to improve public health in New York City’s underserved communities.

ReServe recently was awarded a grant from the NYC Fund for Public Health, which facilitates partnerships between the public and private sector to develop, test, and launch new public health initiatives. The work supported by the grant addresses health care disparities in three underserved Bronx communities of color, where disparities in the social determinants of health that have long existed were heightened by COVID-19.

Under terms of the COVID-19 Disparity Grant, ReServe is engaged in wide-ranging in-person and virtual outreach. In-person outreach includes canvassing, tabling, listening sessions, educational events, and meetings with community leaders. Virtually, the team is reaching out to the communities through social media while also building a community member and partner organization distribution list that will distribute weekly updates and resource lists.

All outreach is designed to engage community members and provide health-related information. In keeping with The Fedcap Group’s commitment to amplification of services, the group also connects residents to both general resources and Fedcap Group/ReServe focus areas that include dementia care coaching. Single Stop was an essential component of the ReServe grant proposal and is being used to screen resident for benefits eligibility, and to provide tax preparation services and access to personal banking.

ReServists most often live and work within their communities, helping children learn, helping families manage the health care of their loved ones, helping fight poverty, and enhancing the capacity of government and nonprofits.

The COVID-19 Disparity Grant is not the only public health initiative undertaken by ReServe since the onset of the pandemic. In January 2021, ReServe was engaged by NYC Health + Hospitals, the nation’s largest public health care system, to provide a range of community engagement services to raise awareness of the then-new COVID-19 vaccine, and to encourage people to get vaccinated. Services provided by ReServe included scheduling COVID-19 tests, distributing personal protective equipment (PPE), and scheduling vaccination appointments. The impact and metrics for ReServe have been so strong that ReServe is one of two remaining agencies (of an original cohort of 7) who continue to provide staff for community outreach, a centralized PPE warehouse in Brooklyn, and five distribution sites throughout NYC.

The COVID-19 Disparities Grant team is comprised entirely of ReServists who are Bronx residents. ”We believe that people within the community actually have the best solutions for their communities; all we need to do is to provide public health expertise and linkage to resources,” said ReServe Director Ed Bolognini.

Measured impacts of this work include the number of individuals being vaccinated and receiving booster shots, the impact on users of the Single Stop benefits screener and other services, and the number of jobs gained by Bronx residents.

ReServe also received a grant from the CIGNA Foundation to help its Dementia Care Coach Program provide coaches to persons who lack economic wellbeing. Further underscoring The Fedcap Group’s commitment to amplification, ReServists working under the NYC Fund for Public Health grant in the Bronx always ask those in their community outreach efforts if they know anyone in need of Dementia Care Coaching services.

About 369 ReServists are currently working with NYC government agencies, and another 279 are working with nonprofit agencies. Many are engaged in public health initiatives, such as the COVID-19 Disparities Grant team, and other pandemic-related efforts.

Fedcap School Students Expand Research and Presentation Skills with Black History Month Multimedia Projects

Fedcap School Students Expand Research and Presentation Skills with Black History Month Multimedia Projects

 “This project shows them what they can accomplish when they are not encumbered by behavioral triggers and rejection.” – Luanne Macri,  Director

The Fedcap School held its annual Black History Month celebration on March 3rd. Each homeroom, usually about eight students, chose a topic related to BHM and created a multimedia art project that was then presented to the entire school.

“The entries this year were amazing,” said Luanne Macri, The Fedcap School’s Director. One group picked for a topic the Newark riots of 1965. The students conducted extensive research on the events leading up to and after the riots, and led a school-wide discussion about how they changed the economic life of the city, and are still impacting it today as a result of companies that closed and neighborhoods that were never fully rebuilt. The group created a board with pictures, text and quotes.

Another project looked at African American women scientists and inventors, who found solutions to some of society’s most difficult challenges. The students connected the work of these dynamic women to their own STEM activities. One mixed media presentation featured the words that have inspired The Fedcap School’s entire student body—”Average will not be my legacy.”

“I am extremely proud of our students at The Fedcap School,” said Christine McMahon, President and CEO of The Fedcap Group. “Their work for this exciting Black History Month project is so creative and thoughtful, and their messages so powerful and uplifting. Clearly, ‘average’ is not the legacy of these bright and promising young people. I congratulate them on their success, and offer heartfelt thanks to Luanne and her team for providing such great leadership.”

The annual exercise is a competition among teams, with two prizes awarded. The criteria for the presentations were given in advance as a rubric to see if they met objectives. Each project had to have a title with an essential question—such as “How dd the Newark Riots of 1965 effect the economy of Newark then and now?” The project had to be fully researched, and could be made using any media as long as the effort was collaborative. Each student was required to explain his or her part.

“The students were so proud of their projects,” Luanne said. “The projects have great value in helping students build their confidence, hone their speaking skills, develop coping skills, and bond with their peers in a highly collaborative way. They really knew their subject matter, and it was very meaningful for them.”

While students at The Fedcap School face behavioral challenges, many are brilliant and can accomplish great things given the right opportunity and environment. “This project shows them what they can accomplish when they are not encumbered by behavioral triggers and rejection,” Luanne said.

View the photos of some of the students with their projects below. 

Engaging Our Employees in Well-Being Programs

Engaging Our Employees in Well-Being Programs

Three young people smiling and looking at a laptop

March 7, 2022

As we move into March, I want to delve deeper into a topic I started in January—the idea that employee engagement and well-being is mission critical for successful organizations. What strikes me as most important is finding ways to fully engage employees in well-being programs. In my research on the topic I found three concepts that made sense and seem very worthy of the investment of time and resources.

At ICF insights, I found this nugget written by Katrin Homer.

1. Find your well-being story, and then personalize it.
This article stresses the importance of being clear about what story we, as company leaders want to tell our employees about how we value employee well-being. The author suggests that once you “Identify this central, compelling narrative, you should then build specific communication for different groups/audiences” throughout the organization. Because employees have different needs, any CEO’s well-being message needs to be as relevant as possible to the audience. According to the 2021 World Trend Index report from Microsoft and Edelman, taking a segmented approach to your communications results in a significantly higher engagement of the message.

Homer also shared that increasingly, organizations are creating networks of trained employees to directly support and engage staff in employee well-being programs. “These human support networks work alongside an organization’s other resources—such as an employee assistance program (EAP) or a digital well-being hub and are trained communicators of the company’s well-being story.” With training and ongoing support, these well-being ambassadors can help to create an organizational culture where regular conversations with colleagues about well-being are commonplace.

2. Tailor well-being programs to employee interests.
This idea of a layered approach to employee engagement is also supported by recent Gallup polls. According to the Gallup, companies are most successful at creating a culture of well-being when they provide managers with the right tools for a holistic, multifaceted approach.”
By tailoring well-being program offerings, we can create value for participants and the organization. Surveys on needs and interests, interviews, and focus groups are good ways to understand what is important to employees. Employers also can learn what kind of rewards, from water bottles to gift cards, might be good incentives for employees to attend an event or take a survey. They also can gain insight into what might motivate employees to make changes for a healthier lifestyle.

3. Include an Educational Component.
According to Corporate Wellness Magazine, successful employer-based wellness programs include an educational component. In order to encourage employees to get and remain healthy, employers need to constantly reinforce the benefits of a healthy lifestyle. The educational aspect of wellness programs rely on a mixture of paper handouts, instructor-led courses (in person and online) and coaching to keep individuals motivated around health and wellness issues.
The beauty of wellness programs is that every employee can be reached via online options. According to a report titled, “WORKING WELL: A Global Survey of Health Promotion and Workplace Wellness Strategies,” produced by Buck Consultants, the fastest-growing components of wellness initiatives are technology-driven tools such as Web portals and online healthy lifestyle programs—which are expected to increase 100 percent or more over the next three years.

8 de marzo de 2022

Involucrar a Nuestros Empleados en Programas de Bienestar Social

A medida que avanzamos hacia marzo, quiero profundizar en un tema que comencé en enero: la idea de que el compromiso y el bienestar social de los empleados son una misión crítica para las organizaciones exitosas. Lo que me parece más importante es encontrar formas de involucrar plenamente a los empleados en programas de bienestar social. En mi investigación sobre el tema, encontré tres conceptos que tenían sentido y que me parecían muy dignos para invertir el tiempo y los recursos.

En los conocimientos de ICF, encontré esta muestra escrita por Katrin Homer.

1. Encuentra tu historia de bienestar social y luego personalízala.
Este artículo enfatiza la importancia de tener en claro cúal historia nosotros, como líderes de la empresa, queremos contar a nuestros empleados sobre cómo valoramos el bienestar social de ellos. La autora sugiere que una vez que “identifiques esta narrativa central y convincente, debes construir una comunicación específica para diferentes grupos oaudiencias” dentro de toda la organización. Debido a que los empleados tienen diferentes necesidades, el mensaje de bienestar social de cualquier Presidente Ejecutivo debe ser, el más relevante posible para la audiencia. Según el informe del 2021 World Trend Index de Microsoft y Edelman, adoptar un enfoque segmentado de tus comunicados da como resultado una participación significativamente más fuerte del mensaje.

Homer también compartió que cada vez más, las organizaciones están creando redes de empleados capacitados para apoyar e involucrar directamente al personal en los programas de bienestar social para empleados. “Estas redes de apoyo humano trabajan junto con otros recursos de laorganización, como: el programa de asistencia al empleado (EAP) o la plataforma digital de bienestar social, los cuales son todos comunicadores capacitados de la historia de la organización de bienestar social.” Con capacitación y apoyo continuo, estos embajadores del bienestar social pueden ayudar a crear una cultura organizacional donde las conversaciones regulares con colegas sobre el bienestar social sean comunes.

2. Adapta los programas de bienestar social a los intereses de los empleados.
Esta idea de un enfoque en capas para el compromiso de los empleados también está respaldada por encuestas recientes de Gallup. Según Gallup, las empresas tienen más éxito en la creación de una cultura de bienestar social cuando proporcionan a los gerentes las herramientas adecuadas para un enfoque holístico y multifacético”.

Al adaptar los ofrecimientos de los programas de bienestar social, podemos crear valor para los participantes y la organización. Tanto las encuestas sobre necesidades e intereses, las entrevistas y los grupos focales son buenas maneras de darse cuenta de lo que es importante para los empleados. Los empleadores también pueden saber qué tipo de recompensas; desde las botellas de agua hasta las tarjetas de regalo, podrían ser buenos incentivos para que los empleados asistieran a un evento o realizaran una encuesta. También pudieran obtener información sobre lo que podría motivar a los empleados a hacer cambios para un estilo de vida más saludable.

3. Incluir un Componente Educativo.
Según Corporate Wellness Magazine, los programas exitosos de bienestar social fundamentados en el empleador incluyen un componente educativo. Con el fin de alentar a los empleados a obtener y permanecer saludables, los empleadores deben reforzar constantemente los beneficios de un estilo de vida saludable. El aspecto educativo de los programas de bienestar social se basa en una mezcla de folletos en papel, cursos dirigidos por un instructor (en persona y en línea) y capacitación para mantener a las personas motivadas en torno a los problemas de salud y bienestar.

La belleza de los programas de bienestar social es que se puede llegar a todos los empleados a través de opciones en línea. Según un informe titulado “WORKING WELL: A Global Survey of Health Promotion and Workplace Wellness Strategies”, producido por Buck Consultants, los componentes de más rápido crecimiento de las iniciativas de bienestar social son herramientas impulsadas por la tecnología, como portales web y programas de estilo de vida saludable en línea, que se espera que aumenten un 100 por ciento o más en los próximos tres años.

96% of Children at Easterseals North Texas’ Child Development Program Enter Regular Kindergarten Settings at Discharge

96% of Children at Easterseals North Texas’ Child Development Program Enter Regular Kindergarten Settings at Discharge

The Easterseals North Texas Child Development Program, a unique preschool serving children 6 weeks to 6 years of age, has a remarkable track record of success—96 percent of children with autism who move on from the program enter regular kindergarten.

In most early childhood programs that use Applied Behavior Analysis (ABA) therapy, close to 50 percent of kids move on to regular education. The ABA model used by ESNT, which includes both children with autism and typically developing children, accounts for its high success rate, said Program Director Jessie Whitesides. “One of the reasons the ABA model we use is highly successful is because it is inclusive. We all learn by watching others, and that’s what happens in our program. Children with autism are taught to watch and model behaviors of their typically developing peers.”

Beyond impressive discharge rates and other strong outcome measures—parent surveys, individualized goals met, and standardized test scores—it is the program’s impact on the lives of children and families that speaks most clearly to its ongoing success.

“If you think about the lives of a family where a child can’t communicate, that is pretty tough,” Jessie said. “There may be a lot of tantrums and disruption, and it’s hard to take your child out into the community, or have playdates. When we help kids learn to communicate, interact and learn, peace settles over the family. Another factor is that instead of going into a more restricted situation, children with autism have the same opportunities for learning and future success as other children.”

ABA is a proven, evidence-based, therapy that helps children with autism learn skills and lessen problematic behaviors. The model used at ESNT, Walden Early Learning Program, is designed to increase language, engagement, and social skills, and to help children learn to form friendships and prepare for success in kindergarten. It is based on learning environments that include both children with autism and their typically-developing peers.

The beauty of the model is that it benefits all children. Staff members facilitate social interactions between children with autism and their classmates, allowing children diagnosed with autism to learn from their typically developing peers—increasing their opportunities for learning and enhancing their natural learning abilities. Typically developing children gain skills in problem solving and leadership, learn to communicate with those who communicate differently, and recognize differences as ordinary.

“My passion for the program comes from the fact that all children benefit,” Jessie said. “Children with autism learn how to learn and how to interact with their peers, while typically developing kids gain so much. They see kids who communicate differently, but it’s ordinary and they’re not scared of it. By helping peers with autism, they learn how to break down tasks and solve problems.”

The model was developed by Dr. Gail McGee, a noted clinical psychologist and founder of the Walden Early Childhood Program at Emory University School of Medicine. Dr. McGee was already working with ESNT in 2010 when Jessie joined the agency. She enthusiastically continued the work, and the program received full replication status of the Walden model in 2017. Certification requires inclusion of both neurotypical children and children with ASD, and criteria related to staff/student ratios, classroom arrangements, staff training, and the maintenance of a positive environment where learning is natural, fun, and rewarding.

The program’s positivity and productive learning environment were readily apparent to Mary Moran, PhD, Director of Child Wellness for The Fedcap Group.

“It is a wonderful program,” she said. “Jessie and her staff are really skilled, and they do a really good job. It is a very positive place, very stimulating and developmentally positive for the kids. Everyone seems happy. You get a sense of joy when you walk in.”

Staff professional development is a priority, including 40 hours of up-front training on ways to interact with children that contribute to a positive environment–the model eschews punishment in favor of incremental rewards, positive reinforcement, and a wide variety of support and motivating activities. “We don’t use the words that are negative,” Jessie said. “We won’t say, ‘don’t stand on the table,’ instead we’ll say, ‘you can stand on the floor or sit in a chair.’ The whole focus is on the positive and giving choices. We use a lot of praise.”

A range of child development services support the program’s commitment to families and children, including kindergarten prep, ABA therapy (Inclusive, Zones/groups and 1:1), parent training and collaboration among therapeutic service providers.

“The more involved parents are, the better the outcomes for the children,” Jessie said. “We provide training and work with parents at least once a week on skills, so they can continue what we are doing at home. We don’t want them to be teachers, but just to use daily routines to teach skills and to be able to identify what is reinforcing and motivating to their children.”

 

Honoring Alice Ball, Developer of the First Successful Treatment for Leprosy

Honoring Alice Ball, Developer of the First Successful Treatment for Leprosy

February 28, 2022

Welcome to my last blog this month celebrating African American Women who made a difference. Learning about these courageous women has been so inspiring, each a testament to bravery and tenacity and each a first in their chosen fields. This week I want to share the story of Alice Ball—the African American chemist who developed the first successful treatment for those suffering from Hansen’s disease (leprosy). She died at the young age of 24, which made this accomplishment all the more remarkable.

Alice Augusta Ball was born on July 24, 1892 in Seattle, Washington to Laura, a photographer, and James P. Ball, Jr., a lawyer. Her grandfather, James P. Ball Sr., was a well-known photographer and was among the first to practice daguerreotype photography, a process of printing photographs onto metal plates. Ms. Ball was encouraged to “do big things with her life.”

The family enjoyed a middle-class lifestyle. Ms. Ball excelled at Seattle High School, and earned undergraduate degrees in pharmaceutical chemistry (1912) and pharmacy (1914) from the University of Washington. She then transferred to the College of Hawaii (now known as the University of Hawaii) and became the very first African American and the very first woman to graduate with an M.S. degree in chemistry in 1915. She was offered a teaching and research position there and became the institution’s very first woman chemistry instructor. She was only 23 years old.

As a laboratory researcher, Ms. Ball worked extensively to develop a successful treatment for those suffering from Hansen’s disease (leprosy). Her research led her to create the first injectable leprosy treatment using oil from the chaulmoogra tree, which up until then, was only a moderately successful topical agent that was used in Chinese and Indian medicine. Her scientific rigor resulted in a highly successful method to alleviate leprosy symptoms. The “Ball Method” was so successful, leprosy patients were discharged from hospitals and facilities across the globe including an isolation facility on the north shore of Molokai, Hawaii where thousands of people suffering from leprosy died in years prior. Thanks to Alice Ball, those banished individuals were able to return to their families, free from the symptoms of leprosy.

Tragically, Alice Ball died on December 31, 1916, at the young age of 24 after complications resulting from inhaling chlorine gas in a lab teaching accident. During her brief lifetime, she did not get to see the full impact of her discovery. What’s more, following her death, the president of the College of Hawaii, Dr. Arthur Dean, continued Ms. Ball’s research without giving her credit for the discovery. Dean even claimed her discovery for himself, calling it the “Dean Method.” (Unfortunately, it was commonplace for men to take the credit of women’s discoveries and Ball fell victim to this practice).

In 1922, six years after her death, Dr. Harry T. Hollmann, the assistant surgeon at Kalihi Hospital who originally encouraged Ball in her research, published a paper giving Ball the proper credit she deserved.

In 2000, the University of Hawaii-Mānoa placed a bronze plaque on campus to honor Ms. Ball’s life and her important discovery. Former Lieutenant Governor of Hawaii, Mazie Hirono, also declared February 29 “Alice Ball Day.” In 2007, the University of Hawaii posthumously awarded her with the Regents’ Medal of Distinction.

Honrando a Alice Ball, Creadora del Primer Tratamiento Exitoso para la Lepra

28 febrero 2022

Bienvenidos a mi último “blog” de este mes, celebrando a las Mujeres Afroamericanas que hicieron la diferencia. Saber sobre estas valientes mujeres ha sido muy inspirador, cada una un testimonio de valentía y tenacidad y cada una de ellas una primera en sus ramos elegidos. Esta semana quiero compartir la historia de Alice Ball, la química Afroamericana que desarrolló el primer tratamiento exitoso para aquellos que sufrían de la enfermedad de Hansen (lepra). Murió a la temprana edad de 24 años, lo que hizo que este logro fuera aún más notable.

Alice Augusta Ball nació el 24 de julio de 1892 en Seattle, Washington, hija de Laura, una fotógrafa, y James P. Ball, Jr., un abogado. Su abuelo, James P. Ball Sr., fue un conocido fotógrafo y fue uno de los primeros en practicar la fotografía de daguerrotipos, un proceso de impresión de fotografías en placas de metal. Alice fue alentada a “hacer grandes cosas con su vida. “

La familia disfrutaba de un estilo de vida de clase media. Ball se destacó en Seattle High School, y obtuvo títulos universitarios en química farmacéutica (1912) y de farmacia (1914) de la Universidad de Washington. Luego se cambió al Colegio de Hawaii (ahora conocido como la Universidad de Hawaii) y se convirtió en la primera Afroamericana y la primera mujer en graduarse con una maestría en química en 1915. Allí se le ofreció un puesto de enseñanza e investigación y se convirtió en la primera mujer profesora de química de la institución. Tenía solo 23 años.

Como investigadora de laboratorio, la Srita. Ball trabajó extensamente para desarrollar un tratamiento exitoso para aquellos que sufrían de la enfermedad de Hansen (lepra). Su investigación la llevó a crear el primer tratamiento inyectable para la lepra utilizando aceite del árbol chaulmoogra, que, hasta entonces, era solo un agente tópico moderadamente exitoso que se usaba en la medicina china e india. Su rigurosidad científica resultó en un método altamente exitoso para aliviar los síntomas de la lepra. El “Método Ball” fue tan exitoso que los pacientes con lepra fueron dados de alta de hospitales e instalaciones de todo el mundo, incluida una instalación de segregación en la costa norte de Molokai, Hawaii, donde miles de personas que sufrían de lepra murieron en años anteriores. Gracias a Alice Ball, esos individuos segregados pudieron regresar con sus familias, libres de los síntomas de la lepra.

Trágicamente, Alice Ball murió el 31 de diciembre de 1916, a la temprana edad de 24 años, después de complicaciones resultantes de la inhalación de gas de cloro en un accidente en la enseñanza en el laboratorio. Durante su breve vida, no llegó a ver el impacto total de su descubrimiento. Además, después de su muerte, el presidente del Colegio de Hawaii, el Dr. Arthur Dean, continuó la investigación de la Srita. Ball sin darle crédito por el descubrimiento. Dean incluso reclamó su descubrimiento para sí mismo, llamándolo el “Método Dean”. (Desafortunadamente, era común que los hombres robaran el crédito de los descubrimientos de las mujeres y Ball fue víctima de esa práctica). En 1922, seis años después de su muerte, el Dr. Harry T. Hollmann, el cirujano asistente del Hospital Kalihi que originalmente alentó a Ball en su investigación, publicó un artículo dándole a Ball el crédito ganado que merecía.

En 2000, la Universidad de Hawaii-Mānoa colocó una placa de bronce en sus instalaciones para honrar la vida de la Srita. Ball y su importante descubrimiento. El ex vicegobernador de Hawaii, Mazie Hirono, también declaró el 29 de febrero como el “Día de Alice Ball”. En 2007, la Universidad de Hawaii le otorgó póstumamente The Regents’ Medal of Distinction.

Dr. Rebecca Lee Crumpler: First African American Female Physician

Dr. Rebecca Lee Crumpler: First African American Female Physician

February 21, 2021

Today I want to celebrate another notable first in the history of African American women.

In 1860, out of 54,543 physicians in the United States, only 300 were women and none were African American. Which is what makes Dr. Rebecca Lee Crumpler’s accomplishments stand out.

Born Rebecca Davis in Delaware on February 8, 1831, she grew up in Pennsylvania, where her aunt provided care for the ill, exposing her to a life of caring for others and igniting a passion for medicine.

By 1852 she had moved to Charlestown, Massachusetts, where she worked as a nurse for the next eight years (because the first formal school for nursing only opened in 1873, she was able to perform such work without any formal training). She saw the need for more education and a medical degree. She applied to medical school in 1860 and was accepted into the New England Female Medical College. When she completed her medical doctorate in 1864—she was the first African American woman in the United States to do so and the only African American woman to graduate from the New England Female Medical College, which merged with Boston University School of Medicine in 1873.

Dr. Crumpler practiced in Boston for a short while before moving to Richmond, Virginia, after the Civil War ended in 1865. Richmond, she felt, would be “a proper field for real missionary work, and one that would present ample opportunities to become acquainted with the diseases of women and children.”

In her Book of Medical Discourses, published in 1883, she gives a brief summary of her career path: “During my stay in Virginia, I was enabled . . . to have access each day to a very large number of the indigent, and others of different classes, in a population of over 30,000 colored.” She joined other Black physicians caring for freed slaves who would otherwise have had no access to medical care, working with the Freedmen’s Bureau, and missionary and community groups, even though Black physicians experienced intense racism working in the postwar South.

While Dr. Crumpler experienced racism, sexism, and constant questioning of her intellectual prowess, she was committed to providing care to large Black communities who had little access to medical care.

The legacy of Dr. Crumpler’s passion is documented in “A Book of Medical Discourses in Two Parts,” published in 1883 by Cashman, Keating, and Co., of Boston. Dr. Crumpler’s writings are the first textbook authored by a Black academic. Rebecca Davis Lee Crumpler died—as a glass-ceiling shattering pioneer—on March 9, 1895, in Hyde Park.

Dr. Rebecca Lee Crumpler paved the way for other Black women who wanted to enter the medical field—as a physician. Sadly, nearly 130 years after her death, women represent 35 percent of all doctors, but Black women still only represent 2 percent.

21 de febrero de 2022

Dra. Rebecca Lee Crumpler: La Primera Doctora Afroamericana

Hoy quiero celebrar otra principal destacada en la historia de las mujeres afroamericanas.

En 1860, de los 54,543 Doctores en los Estados Unidos, solo 300 eran mujeres y ninguno era afroamericano. Lo cual hace que los logros de la Dra. Rebecca Lee Crumpler se destaquen.

Nacida como Rebecca Davis en Delaware el 8 de febrero de 1831, creció en Pensilvania, donde su tía brindó atención a los enfermos; exponiéndola a una vida de cuidado de los demás y despertándole una pasión por la medicina. En 1852 se mudó a Charlestown, Massachusetts, donde trabajó como enfermera durante los siguientes ocho años (debido a que la primera escuela formal de enfermería solo se abriría en 1873, pudo realizar dicho trabajo sin ninguna capacitación formal). Ella se dio cuenta de la necesidad de más educación y de un título de Doctora. Se registró en la escuela de medicina en 1860 y fue aceptada en el New England Female Medical College. Cuando completó su doctorado de medicina en 1864, fue la primera mujer Afroamericana en los Estados Unidos en hacerlo y la única mujer afroamericana en graduarse del New England Female Medical College, y el que después formó parte de la Boston University School of Medicine en 1873.

La Dra. Crumpler ejerció en Boston por un corto tiempo antes de mudarse a Richmond, Virginia; después de que la Guerra Civil terminara en 1865. Richmond, pensó ella, sería “un campo apropiado para la verdadera obra misionera, y uno que presentaría amplias oportunidades para familiarizarse con las enfermedades de las mujeres y los niños”.

En su Book of Medical Discourses, publicado en 1883, da un breve resumen de su trayectoria profesional: “Durante mi estadía en Virginia, se me permitió…tener acceso cada día a un gran número de pobres, y a otros de diferentes clases sociales, en una población de más de 30.000 personas de color”. “Se unió a otros médicos de Color que cuidaban a esclavos liberados los que de otra manera no habrían tenido acceso a la atención médica; trabajando con la Freedmen’s Bureau, y con grupos misioneros y comunitarios, a pesar de que los médicos de Color experimentaron un intenso racismo trabajando en la posguerra del Sur.

Mientras que la Dra. Crumpler experimentó racismo, sexismo y constantes cuestionamientos de su destreza intelectual, estaba comprometida a brindar atención a las grandes comunidades de Color que tenían poco acceso a la atención médica.

El legado de la pasión de la Dra. Crumpler está documentado en “A Book of Medical Discourses in Two Parts”, publicado en 1883 por Cashman, Keating, and Co., de Boston. Los escritos de la Dra. Crumpler son parte del primer libro de texto escrito por una académica de color. Rebecca Davis Lee Crumpler murió, como pionera en romper el molde vigente, el 9 de marzo de 1895 en Hyde Park.

Rebecca Lee Crumpler sentó las bases para otras mujeres de color que querían ingresar en el campo de la medicina, como Doctoras. Lamentablemente, casi 130 años después de su muerte, las mujeres representan el 35 por ciento de todos los doctores, pero las mujeres de color todavía representan solo el 2 por ciento.

Mary Jane Patterson: First Black Woman to Obtain a Bachelor’s Degree

Mary Jane Patterson: First Black Woman to Obtain a Bachelor’s Degree

Mary Jane Patterson was a woman with a strong, forceful personality, and showed tremendous power for good in establishing high intellectual standards in the public schools.” - Mary Church Terrell

February 14, 2022

I want to continue my tribute to Black women who made a difference by honoring Mary Jane Patterson. Because I believe that education is a pathway to economic well-being, I am especially moved by her contributions and how she paved the way for women of color to expand their educational dreams.

In 1862, a young woman stood at a podium at Oberlin College and gave a graduation address. This was remarkable —not only because she was a woman, but because she was the first Black woman known to have earned a bachelor’s degree.

Mary Jane Patterson was a young African American woman from North Carolina, born into slavery in 1840. When she was a young girl, Ms. Patterson and her family moved to Oberlin, Ohio—it’s unclear if her father, a master mason, escaped slavery or was freed by his master. At the time, Oberlin was a haven for African-Americans. Home to a large Black population, it was known as an abolitionist town and one that regularly protected fugitive slaves. Oberlin College had admitted African-American students since 1835.

In the mid 1850s, when Mary Jane Patterson was around 17 years of age, she started her collegiate education at Oberlin College. Black students had graduated from the school, but without a four-year collegiate bachelor’s degree. Ms.Patterson changed that. And, although Oberlin offered a two-year course for women, she insisted on taking the “gentleman’s course” of study. She went on to graduate in 1862, as the first woman of color to graduate from a four-year bachelor’s program.

Upon receiving her degree she went to Philadelphia where she taught in the “Institute for Colored Youths” for seven years. In 1869 she went to Washington to teach and in 1871 became the first Black principal of the newly-established Preparatory High School for Negroes. She became the school’s first African-American principal. During her administration, the school grew from less than 50 to 172 students, the name “Preparatory High School” was dropped, high school commencements were initiated, and a teacher-training department was added to the school.

Ms. Patterson’s commitment to thoroughness helped her establish the school’s strong intellectual standards. Mary Jane Patterson died at her Washington, D. C. home, September 24, 1894, at the age of 54. Although she is a not well-known figure, Mary Jane Patterson was a pioneer in Black education and paved the way for other Black female educators.

Mary Jane Patterson era una mujer con una personalidad fuerte y contundente, y mostró un tremendo poder para bien en el establecimiento de altos estándares intelectuales en las escuelas públicas". - Mary Church Terrell

14 febrero 2022

Quiero continuar mi tributo a las mujeres de Color que hicieron una diferencia al honrar a Mary Jane Patterson. Debido a que creo que la educación es un camino hacia el bienestar económico, me conmueven especialmente sus contribuciones y cómo sentó las bases para que las mujeres de color expandieran sus sueños educativos.

En 1862, una joven se paró en un estrado en el Oberlin College y dio un discurso de graduación. Esto fue notable, no solo porque era mujer, sino porque fue la primera mujer de Color que se sabe que obtuvo una licenciatura.

Mary Jane Patterson era una joven afroamericana de Carolina del Norte, nacida en la esclavitud en 1840. Cuando era una niña, Patterson y su familia se mudaron a Oberlin, Ohio; no está claro si su padre, un maestro albañil, escapó de la esclavitud o fue liberado por su amo. En ese momento, Oberlin era un refugio para los afroamericanos. Hogar de una gran población de Color, era conocida como una ciudad abolicionista y una que protegía regularmente a los esclavos fugitivos. Oberlin College había admitido estudiantes afroamericanos desde 1835.

En medio de la Década de 1850, cuando Mary Jane Patterson tenía alrededor de 17 años, comenzó su educación universitaria en Oberlin College. Los estudiantes afroamericanos se habían graduado de la escuela, pero sin una licenciatura universitaria de cuatro años. La Srita. Patterson cambió eso. Y aunque Oberlin ofrecía un curso de dos años para mujeres, ella insistió en tomar el “curso de caballeros” de estudios. Se graduó en 1862, como la primera mujer de color de graduarse de un período de cuatro años en un programa de licenciaturas.

Al recibir su título, se fue a Filadelfia, donde enseñó en el “Institute for Colored Youths” durante siete años. En 1869 fue a Washington a enseñar y en 1871 se convirtió en la primera directora de color de la recién establecida Preparatory High School for Negroes. Se convirtió en la primera directora afroamericana de la escuela. Durante su administración, la escuela creció de menos de 50 a 172 estudiantes, se eliminó el nombre de “Preparatory High School”, se iniciaron las ceremonias de graduación de la escuela secundaria y se agregó un departamento de capacitación para maestros de escuela.

El compromiso de la Srita. Patterson con el esmero le ayudó a establecer los altos estándares intelectuales de la escuela. Mary Jane Patterson murió en su casa de Washington, D.C., el 24 de septiembre de 1894, a la edad de 54 años. Aunque es una figura no muy conocida, Mary Jane Patterson fue pionera en la educación de los afroamericanos y sentó la bases para otras mujeres educadoras de color.

Wildcat and Seacoast Pathways Accreditations Emphasize Excellence in Practice

Wildcat and Seacoast Pathways Accreditations Emphasize Excellence in Practice

ENABLE  — a program of Wildcat, which is a company of The Fedcap Group, has earned important reaccreditation by the Commission on Accreditation of Rehabilitation Facilities (CARF) following an extensive inspection process and review. ENABLE provides supported employment services to clients who are referred by New Jersey’s Division of Vocational Rehabilitation Services (DVRS), and the NJ Division of Developmental Disabilities (DDD). Organizations that work with DVRS and DDD are required to be accredited by CARF, an independent, nonprofit accreditor of health and human services.

The accreditation process applies CARF’s internationally recognized standards to support continuous quality improvement of programs and services. It is ongoing, occurring every three years. ENABLE was first accredited in 2005.

“This achievement is an indication of your organization’s dedication and commitment to improving the quality of the lives of the persons served,” said Brian J. Boon, CARF President and CEO. “Services, personnel, and documentation clearly indicate an established pattern of conformance to standards.”

“I could not ask for a more dedicated and professional staff,” said Maria Gatewood, Program Director. “They are completely dedicated to our clients, to helping them reach their career goals and go as far as they can. Throughout the pandemic they never stopped working as they helped people retain and manage the stress of a new job, amid great risk. Nothing deterred them.”

Seacoast Pathways, a subsidiary of Granite Pathways—a company of The Fedcap Group—is proud to announce that it has received accreditation from Clubhouse International (CI), a membership organization representing more than 300 locally managed Clubhouses in nearly 40 US states and more than 30 countries.

The Clubhouse model is a proven, evidence-based approach that focuses on strengths and abilities, not on illness. Through friendship, shared work, education and employment, Clubhouses help people live hopeful and fulfilling lives. Membership is voluntary and without time limits, so individuals can come and go as they please. “Accreditation signals to mental health organizations, state agencies and members of our own community that Seacoast Pathways is continually improving,” said Ann Strachan, Executive Director of Seacoast Pathways. “It allows us to bill Medicaid for our co-occurring recovery services, and provides new opportunities for funding and partnerships. It is a huge accomplishment, and a new beginning.”

The process, though demanding, provided great value. “Going through each standard always led to fruitful conversations, and brought our self-evaluation into sharp focus,” Ann said. “It raised awareness about what we are doing and why.”

Seacoast Pathways is also making strides in its integration of employment into the culture of the Clubhouse. It recently placed its first member with one of its employment partners, a food market in Portsmouth. “Work is central to recovery,” Ann said. People initially come to the clubhouse for socialization, to talk to people and make friends. These interactions inspire fulfillment and confidence, which leads people to want to work and reach their potential. “Getting a job leads to more independence and autonomy, and feeling fully part of the community,” Ann said.