Easterseals Holiday Community Outreach, an annual event in Port Jervis, New York, was a great success this year in providing food and other essentials to people in need in the Port Jervis community. Learn more about their outreach efforts, and about Project Discovery at Port Jervis, on the Easterseals New York website.
January 20, 2022
Over the past several years The Fedcap Group has been focused on the concept of amplification. Our collective staff and Board are united by a belief that we can fundamentally improve long-term economic well-being, not merely ensuring people survive but thrive. We are committed to building not just a safety net to catch people who might fall through the cracks, but a trampoline to help people soar, ensuring that people can reach for the greatness that exists within them.
This takes more than setting minimal expectations for those that walk through our doors—it requires we take risks, pushing well beyond what is “required,” amplifying our services so that the impact ripples to the next generation, and the next.
For our communities, amplification means that we work with our partners to improve access to those resources that matter most, working to build communities that are structured fairly, where opportunities for quality education and financial stability can be achieved regardless the zip code in which you grew up.
In practical terms it means that we achieve outcomes beyond what is contractually required. At any given point in time, we have 300+ contracts to provide an array of services across our footprint. Our goal is to amplify our impact through a variety of actions.
If, for example, the contract requires that we place a certain number of people in jobs—we seek to amplify our impact by placing more people than is required. We might conduct more aggressive outreach, striving to engage what some people call the “hard to engage”. Or if the contract requires a certain percentage of individuals achieve 90-day job retention, we might provide additional on the job supports to ensure that the retention rate is higher than contractually required. We look for these opportunities to amplify impact in every contract—going over and above that which is required of us.
It also means that we provide services that are not required, but evidence tells us really matter.
For example, because we are committed to the economic well-being of every person we serve, we have begun to stress financial literacy in every one of our programs—as demonstrated by having a savings account. Research is clear that individuals with savings accounts do better in every well-being measure including overall health, food security, housing stability, and college entrance and graduation. Our goal is that every person served by The Fedcap Group leaves us with a savings account to which they are regularly contributing.
Additionally, we have initiated a focus on improving the lives of children ages 0-8 in all of our programs, not just our child-serving services. We serve thousands of individuals in our workforce development programs—and nearly all of these individuals have children.
We are building the capacity to provide evidence-based parenting classes to assist these parents (many of them young parents) in developing their skills—something that almost all of us need in the early days of parenting. Our goal is that people with children in any of our programs gain the tools and resources they need to meet their children’s needs.
Further, we are expanding our vision of higher levels of education and training as a strategy to improve economic outcomes. Through our combinations with Apex Technical School and Civic Hall, we will be providing education and training in the fields of clean energy and technology and building a learning and collaboration platform to advance technology and problem-solving for the public good—while helping those in under-represented and under-served communities obtain high quality training and find well-paying technology jobs.
Amplificación: Aumentando la Fuerza o la Cantidad de Impacto
19 enero 2021
En los últimos años, The Fedcap Group se ha centrado en el concepto de amplificación. Tanto nuestro personal como la Junta colectivamente están unidos por la creencia de que podemos mejorar fundamentalmente el bienestar económico a largo plazo, no simplemente asegurando que las personas sobrevivan, sino que prosperen. Estamos comprometidos a construir no solo una red de seguridad para captar a las personas que podrían pasar desapercibidas, sino un trampolín para ayudar a las personas a subir muy alto, asegurándonos que las personas puedan alcanzar la grandeza que existe dentro de ellos.
Esto nos requiere más que establecer expectativas mínimas para aquellos que entran por nuestras puertas: nos requiere que tomemos riesgos, haciendo mucho más allá de lo que se “requiere”, amplificando nuestros servicios para que el impacto se extienda tanto a la próxima generación como a la siguiente.
Para nuestras comunidades, la amplificación significa que trabajemos con nuestros socios para mejorar el acceso a los recursos que más importan, así como trabajando para construir comunidades que estén estructuradas de manera justa, donde se puedan lograr oportunidades de educación de calidad y estabilidad financiera, independientemente del código postal en el que crecieron.
En términos prácticos, significa que logremos resultados más allá de lo que se requiere mediante contrato.
En todo momento, tenemos más de 300 contratos para proporcionar una variedad de servicios en toda nuestra presencia. Nuestro objetivo es amplificar nuestro impacto a través de una variedad de medidas.
Si, por ejemplo, el contrato requiriera que colocáramos a un cierto número de personas en puestos de trabajo, buscáramos amplificar nuestro impacto colocando a más personas de las requeridas; podríamos llevar a cabo un alcance más agresivo, esforzándonos por involucrar lo que algunas personas llaman lo “difícil de involucrar”. O si el contrato requiriera que un cierto porcentaje de personas lograran una retención de trabajo de 90 días, podríamos proporcionar apoyos adicionales en el trabajo para garantizar que la tasa de retención sea más alta de lo requerido mediante contrato. Buscamos estas oportunidades para amplificar el impacto en cada contrato, yendo más allá de lo que se requiere de nosotros.
También significa que brindemos serviciosque no son requeridos, pero la evidencia nos dice que realmente importan.
Por ejemplo, debido a que estamos comprometidos con el bienestar económico de cada persona a la que servimos, hemos comenzado a enfatizar la educación financiera en cada uno de nuestros programas; como lo es demostrado, teniendo una cuenta de ahorros. La investigación es clara en cuanto a que las personas con cuentas de ahorros les va mejor en todos los sentidos; incluida la salud general, la seguridad alimentaria, la estabilidad de la vivienda así como el ingreso y la graduación de la universidad. Nuestro objetivo es que cada persona atendida por The Fedcap Group lodeje, con una cuenta de ahorros a la que contribuyan regularmente.
Además, hemos iniciado un enfoque en mejorar las vidas de los niños de 0 a 8 años en todos nuestros programas, no solo en nuestros servicios de cuidado a los niños. Servimos a miles de personas en nuestros programas de desarrollo de la fuerza laboral, y casi todas estas personas tienen hijos. Estamos desarrollando la capacidad de proporcionar clases de crianza basadas en evidencias para ayudar a estos padres (muchos de ellos padres jóvenes) a desarrollar sus habilidades, algo que casi todos necesitamos en los primeros días de la crianza de los hijos. Nuestro objetivo es que las personas con niños en cualquiera de nuestros programas obtengan las herramientas y los recursos que necesiten para satisfacer las necesidades de sus hijos.
Además, estamos ampliando nuestra visión hacia niveles más altos de educación y capacitación como una estrategia para mejorar los resultados económicos. A través de nuestras combinaciones con Apex Technical School y Civic Hall, proporcionaremos educación y capacitación en los campos de energía limpia y en el de tecnología y construiremos una plataforma de aprendizaje y colaboración para avanzar en la tecnología y la resolución de problemas para el bien público, al tiempo que ayudamos a aquellos en comunidades subrepresentadas y desatendidas a obtener capacitación de alta calidad y encontrar empleos tecnológicos bien remunerados.
On Thursday, December 16, The Fedcap Group reported its operating and financial results for fiscal year 2021 ended September 30, 2021. These biannual presentations provide our investors including donor and funders, supply chain and other key stakeholders with regular and timely disclosures about financial and operational performance, mission-related impact, and trends and challenges for The Fedcap Group, while underscoring our commitment to fiscal transparency. View the press release.
Highlights from a very successful year—include double digit revenue growth reflecting both organic and acquisition growth, contract awards exceeding $435 million, an expanded international footprint, and the acquisition of Civic Hall, a high profile and innovative provider of advanced technology training solutions.
Christine McMahon, CEO of The Fedcap Group, said–“Year-on-year revenue growth of 23% in fiscal 2021 was led by full year contributions from our large Canadian workforce development contract and from our FY 202 acquisition of APEX Technical School, a New York City institution having graduated over 40,000 people as plumbers, electricians and other high-demand trades. Additionally, we ramped up our substantial new contract in the UK, valued at $267 million, to provide support for people who are unemployed as a direct impact of the COVID-19 pandemic.”
Other highlights include the employment of over 1,500 people in our commercial business operations, most of whom have disabilities or other barriers; provided functional capacity assessments, employment readiness training, vocational evaluations, and wellness services to over 40,000 people; placed 13,100 people in jobs, along with follow-on job retention services, provided services to 10,000 children ages 0-8, and launched the Greenleaf Neurodiversity Community Center in Austin, Texas, an innovative public-private partnership that serves young people with autism who are transitioning to adulthood.
Looking ahead, The Fedcap Group plans to launch an innovative digital training center leveraging the assets of both Apex and Civic Hall. This 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. And to gain a higher education platform, the agency recently announced a strategic partnership with Paul Smith’s College, located in Upstate New York. The college serves approximately 1,000 students a year, over 46 percent of whom are the first in their families to attend college.
Summing up a successful year, Christine said–“I could not be prouder of The Fedcap Group leadership and staff who have worked diligently to bring our essential services to the at-risk populations we serve. This is an indication of the strong culture that unites us and enables us to continue to make a significant impact on the lives of people with barriers to economic wellbeing in 22 states and Canada, Scotland and England.”
NYCETC works to ensure that every New Yorker has access to the skills, training, and education needed to thrive in the local economy, and that every business is able to maintain a highly skilled workforce.
January 14, 2022 — New York City Employment and Training Coalition (NYCETC), the nation’s largest city-based workforce development association with over 200 members providing jobs for more than 600,000 people, this week announced the 27 inaugural members of its new Workforce Policy Strategy Council—a group of workforce development experts that includes Kelly Washburn, Senior Director of Workforce Development, Fedcap Inc.
NYCETC works to ensure that every New Yorker has access to the skills, training, and education needed to thrive in the local economy, and that every business is able to maintain a highly skilled workforce. The Policy Council, a new council within the Coalition, will provide additional space for NYCETC members to inform policy recommendations and strategies, and develop a vehicle for more active external policy engagement with key stakeholders.
View the news story, and learn more about Fedcap Inc., on the Fedcap Inc. website.
January 13, 2022
Each New Year I spend a good amount of time reflecting on the past year and setting goals for the next. This ritual, which has been going on for several decades in my life, has the benefit of keeping one both grounded and ready to fly. It provides an opportunity for honest assessment and sincere optimism.
Having been the President and CEO of The Fedcap Group for 13 years, a good portion of my reflection is on the state of the agency, its accomplishments, its struggles and its future. As any executive knows, overseeing the future of a large, international company, holding in your hands the responsibility for the well-being of thousands of staff, ensuring that services to consumers meet/exceed expectations, and keeping an eye on the emerging market trends to ensure the organization is always a step ahead, is not easy. In the words in the late Colin Powell, “A dream doesn’t become reality through magic; it takes sweat, determination, and hard work.”
Reflection provides a necessary opportunity to better understand how one’s strengths and capacities align with the organizational demands. And as gaps are identified (as they naturally will be—no one is good at everything), reflection provides time to determine the specific kinds of talent, technology and training required to fill gaps and help the organization get to the next level. When fully understood, this knowledge feeds recruitment and hiring decisions, investment in technology, and it drives how we structure the professional development of our leaders. There is an inextricable link between reflection and effective planning.
Reflection also provides the chance to honestly assess how to do a better job. This part of the process requires a tremendous amount of courage and a willingness to grow in your understanding of who you are, your values, your strengths, why you think what you think and do what you do. It can result in alignment with where you are and where you wish to be.
I believe it is imperative that all leaders reserve the space in their lives for reflection.
An article in Forbes entitled How Daily Self-Reflection Practice Improves Leadership Performance by Naz Behesti talks about the concept of radical honesty and the role it plays in building leadership muscles and contributes to a leadership style characterized by continuous learning and growth. This is the foundation of hope—a future that is better than the past.
As always, I welcome your thoughts.
Enero 13, 2022
El poder y la potencia de la reflexión
Cada Nuevo Año paso una buena cantidad de tiempo reflexionando sobre el año que termina y estableciendo metas para el siguiente. Este ritual, que ha estado pasando durante varias décadas en mi vida, tiene el beneficio de mantener a uno conectado a la tierra y listo para volar. Te Proporciona una oportunidad para una evaluación honesta y un optimismo sincero.
Habiendo sido la Presidenta Ejecutiva del The Fedcap Group por 13 años, una buena parte de mi reflexión es sobre el estado de la organización, sus logros, sus luchas y su futuro. Como cualquier ejecutivo sabe, supervisar el futuro de una gran empresa internacional, tener en sus manos la responsabilidad del bienestar de miles de empleados, garantizar que los servicios a los consumidores cumplan o superen las expectativas y vigilar las tendencias de los mercados emergentes para garantizar que la organización esté siempre un paso adelante, no es fácil. En palabras del finado Colin Powell “Un sueño no se hace realidad a través de la magia; requiere sudor, determinación y trabajo duro. “
La reflexión proporciona una oportunidad necesaria para comprender mejor cómo las fortalezas y capacidades de uno se ajustan con las demandas de la organización. Y a medida que se identifican las brechas (como lo harán naturalmente, nadie es bueno en todo), la reflexión proporciona tiempo para determinar los tipos específicos de talento, tecnología y capacitación necesaria para llenar los vacíos y ayudar a la organización a llegar al siguiente nivel. Cuando se comprende completamente este conocimiento alimenta las decisiones de reclutamiento y contratación, la inversión en tecnología e impulsa la forma en que estructuramos el desarrollo profesional de nuestros líderes. Existe un vínculo inextricable entre la reflexión y la planificación eficaz.
La reflexión también brinda la oportunidad de evaluar honestamente cómo hacer un mejor trabajo. Esta parte del proceso requiere una tremenda cantidad de esfuerzo y la voluntad de crecer en tu entendimiento de quién eres, tus valores, tus fortalezas; por qué piensas lo que piensas y haces lo que haces. Esto puede resultar en el posicionamiento de dónde estás y dónde deseas estar.
Creo que es imperativo que todos los líderes reserven el tiempo en sus vidas para la reflexión.
Un artículo en Forbes titulado How Daily Self-Reflection Practice Improve Leadership Performance de Naz Behesti, habla sobre el concepto de honestidad radical y el papel que desempeña en la construcción de fuerza de liderazgo, contribuyendo a un estilo de liderazgo caracterizado por el aprendizaje y el crecimiento continuo. Ésta es la base de la esperanza, un futuro que es mejor que el pasado.
Como siempre, espero tus comentarios.
The Fedcap Group’s 2021 Celebration of the Power of Possible Gala was a remarkable success. Impact Amplified, the theme of the Gala, was on bold display throughout the evening, as a series of stories and testimonials from across our global footprint celebrated the innovative work, partnerships and deep commitment to improving people’s lives that define our work.
Standing together to achieve the Power of Possible—it is the heart and soul of our work, and at the Gala, joined together in spirit and mission by video with our colleagues from around the globe, it resonated most deeply.
One by one, leaders from The Fedcap Group companies told stories of innovations and partnerships at the very cutting edge of service delivery. The settlement of immigrants and refugees in Maine, building networks of support for people in need in the Boston area, improving long-term economic prospects for people in Canada through innovative workforce training, the life-changing supports provided by Fedcap UK, and in Texas, filling a critical service gap by helping young people with autism transition to adulthood—these are just some of the testimonials spoken of at the Gala, and affirmed by the moving testimonials of those we serve.
Mark O’Donoghue, The Fedcap Group’s board chair, thanked the 118 board members of the 23 companies of The Fedcap Group for generously volunteering their time and talents to meet and exceed targets–whether it be in the number of people placed in jobs, children with disabilities advancing grades, young people going to college or adults completing their education.
Mark also recognized our caring and committed partners “The important work of The Fedcap Group is not possible without our partners,” he said. “This is one of the essential ways we amplify our impact, through smart, top-tier partnerships with over 10,000 business and community partners across our footprint.”
“Stand By Me,” a popular song derived from a classic spiritual, provided a rousing closing to the event, summing up perfectly one of the Gala’s central tenets—that we are better together.
Thanks to Cipriani 42nd Street in New York City for hosting this very special event. The 340+ people in the room, and hundreds more who joined us virtually, will not soon forget this inspiring affirmation of the impact of the work we do every day. Thanks also to our partners, donors, funders and friends worldwide who make our work possible. Standing together, we are stronger than ever. See you next year!
New York, December 16, 2021 – The Fedcap Group, the parent company for a growing network of top tier nonprofit agencies, today reported its operating and financial results for fiscal year 2021 ended September 30, 2021. Committed to providing services that positively impact the lives of people with barriers to economic wellbeing, The Fedcap Group is structured in four areas of practice: Education, Workforce Development, Occupational 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 continued to deliver strong results in fiscal 2021, demonstrating effective execution on existing contracts, significant new awards and the contributions of recent acquisitions. We experienced solid growth across our practice areas, reflective of the positive outcomes that we have achieved for clients amid increasing demand for our services in today’s post-pandemic environment.
“Year-on-year revenue growth of 23% in fiscal 2021 was led by full year contributions from our large Canadian workforce development contract and from our acquisition of APEX Technical School, a New York City institution having graduated over 40,000 people as plumbers, electricians and other high-demand trades, that closed at the tail end of last fiscal year. Additionally, we ramped up our substantial new contract in the UK to provide support for people who are unemployed as a direct impact of the COVID-19 pandemic and have been unemployed between 12-18 months. The contract, which was awarded to Fedcap UK in April 2021 is valued at over £201.6MM ($267MM) over 4.5 years and represents important recognition of the track record we have established in gaining employment for individuals across England and Scotland, as well as in the US and Canada.”
“In fiscal 2021, we acquired Civic Hall, a learning and collaboration platform focused on advanced technology and problem-solving for the public good. Also in 2021, we continued to refine our work and gain traction 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. Additionally, we succeeded in increasing the pace of contract awards in fiscal 2021, winning contracts with a total value of $435 million, setting the stage for continued growth in fiscal 2022.”
The Fedcap Group remains committed to assisting people from across our footprint who are struggling to make ends meet, ensuring children have access to much needed educational and supportive services and helping individuals develop the skills to succeed in the changing workplace.
The Fedcap Group provides a diversified array of services to at-risk populations across four key practice areas.
Revenue for FY 2021 ending September 30, 2021, was $337.2MM, a 23% increase over last fiscal year.
Operating expenses were $332.3MM, 88% of which represented direct program expenses. Operating profit was $4.9MM, significantly ahead of the $409 thousand reported in fiscal 2020.
On September 30, 2021, cash and marketable securities were $49.2MM compared with $34.2MM for the prior year, inclusive of $2.8MM that represented federal government-funded loans related to the Payroll Protection Plan (PPP).
“Fiscal year 2021 has been an exciting and productive period for The Fedcap Group. We were able to achieve positive outcomes for an expanded universe of individuals in need, achieving 96.4% of all contract deliverables, and this exceptional track record has garnered recognition for our organization both domestically and internationally. This strong performance has positioned Fedcap for continued growth as we move forward in fiscal 2022.
“In the upcoming months we expect to launch an innovative digital training center leveraging the assets of both Apex and Civic Hall. This 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.
“At the same time, we are working toward gaining a higher education platform and in early fiscal 2022 announced a strategic partnership with Paul Smith’s College, founded in 1946. Paul Smith’s College serves approximately 1,000 students a year and over 46% are the first in their families to attend college.
“We will also expand our proprietary Single Stop Technology Platform—a screening tool that drives resources to individuals working hard to find jobs and/or stay in school, augmenting our supportive services for connecting people with jobs, and enabling us to leverage technology leadership to support other non-profit organizations.
“I could not be prouder of The Fedcap Group leadership and staff who have worked diligently to bring our essential services to the at-risk populations we serve. This is an indication of the strong culture that unites us and enables us to continue to make a significant impact on the lives of people with barriers to economic wellbeing in 22 states and Canada, Scotland and England. Our strong financial position, and the dedication of our staff, give us confidence in The Fedcap Group’s ability to remain a sustainable organization supported by a strong programmatic, financial and technology infrastructure,” noted Ms. McMahon.
For 86 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.
Contact: Carol Khoury, Chief Financial Officer
P. 212.727.4270
email: ckhoury@fedcap.org
Date: Thursday, December 16, 2021, 11:00 a.m. ET
www.fedcapgroup.org/results
PARTICIPANT DIAL IN (TOLL FREE): 1-844-792-3735
Canada Toll Free: 1-855-669-9657
UK Toll Free: 08002799489
The Fedcap Group Reports First Half Fiscal Year 2021 Operating and Financial Results
New York, May 19, 2021 – 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 of fiscal year 2021. Committed to providing services that positively impact the lives of people with barriers to economic wellbeing, The Fedcap Group is structured in four areas of practice: Education, Workforce Development, Occupational Health and Economic Development and operates through 21 nonprofit subsidiaries, in the U.S., Canada and the UK.
“The Fedcap Group’s first half performance represented a strong start to fiscal 2021. Revenues increased 18% to $152.8MM, reflecting our growing platform of services and expanding geographic footprint. During the period, we continued to execute effectively on existing contracts and increase our impact by winning large, new awards, all while managing through the challenges of COVID-19. We also completed two important strategic acquisitions: Apex Technical School in September 2020 and Civic Hall Technology Hub at the end of March 2021. Both combinations significantly advance our ability to train and upskill individuals in the technology sector—creating a pathway to long term economic wellbeing.
“First half revenue growth was led by the ramp up of the large Canadian workforce development contract we were awarded last fiscal year, increased demand for our facility management and cleaning services during the pandemic and a 6-month contribution from the Apex acquisition. Also in the first half of 2021, 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.
“As we slowly turn the corner on the pandemic, The Fedcap Group remains committed to assisting people from across our footprint who are struggling to make ends meet, ensuring children have access to much needed educational and supportive services and helping individuals develop the skills to succeed in the changing workplace,” said Christine McMahon, President and Chief Executive Officer.
Revenue for the first half of FY 2021 ending March 31, 2021 was $152.8MM, an 18% increase over the similar period last year.
The Fedcap Group provides a diversified its revenue array of services to at-risk populations across four key practice areas.
For the first half of Fiscal 2021 operating expenses were $152.2MM, 88% of which represented direct program expenses. The Fedcap Group reported an operating profit of $604 thousand for the period ended March 31, 2021 compared to an operating loss of $1.4MM in the same period last year.
As of March 31st, 2021, cash and marketable securities were $33.7MM compared with $15.9MM for the same period in the prior year, inclusive of $15MM that represented federal government-funded loans as part of the Payroll Protection Plan (PPP).
In October 2020, The Fedcap Group refinanced a portion of its outstanding debt. The line of credit capacity was increased to $42.5MM from $28MM to support the organization’s future growth.
“The first half of fiscal year 2021 has been an exciting period for The Fedcap Group. Business conditions continued to improve as certain pandemic-related restrictions were eased, and we were able to achieve positive outcomes for an expanded universe of individuals in need. Additionally, we are very pleased with our acquisitions of Apex Technical School and Civic Hall, two high profile companies.
“Bringing Apex Technical School into The Fedcap Group provides tremendous opportunity to expand our efforts in creating pipelines from training to jobs. For nearly 60 years, Apex has provided educational opportunities that change lives. Each year, 1000+ individuals graduate with skills and certifications in trades with tremendous growth potential. This combination allows us to expand our ability to assist unemployed individuals develop new skills, especially in technology and compete in the changing marketplace.
“Civic Hall Technology Hub is a center for learning, collaboration, and technology for the public good. Founded in February 2015, Civic Hall has built a strong following with government, tech companies, media leaders, academic institutions, foundations, and community-based organizations that will support our training and upskilling services.
“In the first half, our Fedcap UK subsidiary successfully competed to provide support for people who have been directly impacted by the COVID-19 pandemic and have been unemployed between 12-18 months. The contract, valued at over $201,600MM over 4.5 years, was awarded to us in April, and represent important recognition of the track record we have established in gaining employment for individuals across England and Scotland, as well as in the US and Canada.
“As our economies emerge from the pandemic, we expect demand for services provided by the Fedcap Group to continue to increase. I could not be prouder of The Fedcap Group leadership and staff who have worked diligently to bring our essential services to the at-risk populations we serve within a very difficult operating environment. This is an indication of the strong culture that unites us and enables us to continue to make a significant impact in the lives of people with barriers to economic wellbeing,” noted Ms. McMahon.
For 86 years, The Fedcap Group has developed scalable, innovative, and potentially disruptive solutions to some of society’s most pressing needs. Serving nearly 300,000 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.
Date: Wednesday, May 19, 2021, 11:00 a.m. ET
Link to Webcast: Fedcap.org/results
PARTICIPANT DIAL IN (TOLL FREE): 1-844-792-3735
Canada Toll Free: 1-855-669-9657
UK Toll Free: 08002799489
November 8, 2021
As we spend this week celebrating our veterans—I have asked Retired Army Colonel David Sutherland to serve as a guest blogger today. We are grateful for his service to this country—and his leadership on and off the battlefield.
By Retired Army Colonel David W. Sutherland, Chairman, Dixon Center for Military and Veterans Services – a member organization of The Fedcap Group.
All the Way Home
They are passing from the scene now, hundreds of them, every day.
They are members of “The Greatest Generation”—veterans of World War II who fought at Anzio and Normandy, Midway and Iwo Jima.
Seventy-six years ago, they came back to an America where a whole society helped wage war. They came all the way home, with friends and neighbors who shared similar war experiences.
Today’s veterans may return to a different scene. To a community that may not know them. Very supportive and recognizing their service but may not know who they are – their experiences and challenges.
These brave men and women, members of a lean, small, volunteer military, have few, if any, peers in their hometowns when they come back and throughout their lives.
This may lead to isolation and loneliness. It can be devastating.
And yet they are coming back, some 185,000 every year leave military service. Some fall prey to depression and addiction, underemployment and ultimately, possibly homelessness. Not immediately but perhaps throughout their lives. They don’t come all the way home.
At Dixon Center for Military and Veterans Services, a member of the Fedcap Group, we have a vision to meet the unique needs of all veterans who have served our country—from World War II and Korea, to Vietnam, Iraq and Afghanistan, Combat veterans and non-combat veterans. In enabling them, since 2012, our collaboration and capacity building has impacted nearly 2.1 million individuals and organizations.
We recognize that solutions that work for one generation may not work for the next. But we are intimately attuned to what all need most.
Meanwhile, Dixon Center has reached an inflection point. We now have the flexibility and range, the knowledge, and programs, to create a surge of support just when our veterans need it most.
This is the time, this is the moment, when your involvement can make the greatest difference in realizing our vision. A vision that is based on our three pillars allowing our veterans and their families to Work with Purpose, Heal with Honor, and Live with Hope.
Broadly speaking, we want to move from a model of crisis intervention to one of crisis prevention.
Because it is easier—and far more cost-effective—to stop trouble before it starts.
Dixon Center, with the support of the Fedcap Group, is uniquely positioned to be a proactive player in all this. We are experts in creating a national network with proven results—massing resources to meet critical needs.
By engaging with more communities, leveraging legislation, and helping local organizations build and expand their capacity, we create truly transformative change.
Because at the Center we understand the evolving needs of veterans—locally and nationally.
We’re not the direct service provider that solves the problem. But we reach out to—and assist—those who do.
We don’t ask organizations to create new programs. We invite them to include veterans—and their families—in what they already do. Because America’s veterans deserve America’s very best.
I ask you to consider joining with Dixon Center or a local organization in your community. Support them, encourage them to include veterans and their families, and enable them.
We, and these organizations, are not held back by a lack of passion or purpose. I have faith that with the right resources and your support, the best is yet to come. We can get our veterans all the way home, with friends and neighbors who enable them to succeed, where they live.
Mientras pasamos esta semana celebrando a nuestros veteranos, le he pedido al Coronel Retirado del Ejército David Sutherland que sirva como “blogger” invitado hoy. Estamos agradecidos por su servicio a este país, y su liderazgo dentro y fuera del campo de batalla.
Por el Coronel Retirado del Ejército David W. Sutherland, Presidente del Dixon Center for Military and Veterans Services, una organización miembro del Fedcap Group.
Todo el camino a casa
Ellos están de paso en la escena ahora, cientos de ellos, todos los días.
Son miembros de “La Mejor y Más Grande Generación” son veteranos de la Segunda Guerra Mundial que lucharon en Anzio y Normandía, Midway e Iwo Jima.
Hace setenta y cinco años, regresaron a una América donde toda una sociedad ayudó a librar la guerra. Regresaron, y yéndose todo el camino a casa, con amigos y vecinos que compartieron experiencias de guerra similares.
Los veteranos de hoy pueden regresar a una escena diferente. A una comunidad que pueda no conocerlos. Muy solidarios y reconociéndoles su servicio, pero puede que no sepan quiénes son: sus experiencias y desafíos.
Estos valientes hombres y mujeres, miembros de un ejército de voluntarios; magro y, pequeño tienen pocos, si no es que ningún, compañero en sus ciudades natales cuándo regresan y a lo largo de sus vidas.
Esto puede conducir tanto al aislamiento como a la soledad. Puede ser devastador.
Ysin embargo, están regresando; y de estos unos 185.000 cada año dejan el servicio militar. Algunos caen presa de la depresión y la adicción, el subempleo y, en última instancia, posiblemente la falta de vivienda. No de inmediato, pero tal vez a lo largo de sus vidas. No llegan completamente nunca del todo al camino a casa.
En Dixon Center for Military and Veterans Services, miembro del Fedcap Group, tenemos la visión de satisfacer las necesidades únicas de todos los veteranos que han servido a nuestro país, desde la Segunda Guerra Mundial y Corea, hasta Vietnam, Irak y Afganistán; veteranos tanto de combate como los que no lo son. Al habilitarlos, desde 2012, nuestra colaboración y desarrollo de capacidades ha impactado a casi 2.1 millones de individuos y organizaciones.
Reconocemos que las soluciones que funcionan para una generación pueden no funcionar para la siguiente. Pero estamos íntimamente en sintonía con lo que más necesitamos todos nosotros.
Mientras tanto, el Dixon Center ha alcanzado un punto de ajuste. Ahora tenemos la flexibilidad y el alcance, el conocimiento y los programas, para crear una oleada de apoyo justo cuándo nuestros veteranos más lo necesitan.
Este es el tiempo, este es el momento; cuándo tu participación puede hacer la mayor diferencia en el alcance de nuestra visión. Una visión que se basa en nuestros tres pilares que permiten a nuestros veteranos y sus familias; Trabajar con Propósito, Sanar con Honor y Vivir con Esperanza.
A grandes rasgos, queremos pasar de un modelo de intervención en crisis a uno de prevención de crisis.
Porque es más fácil, y mucho más rentable, detener los problemas antes de que comiencen.
Dixon Center, con el apoyo del Fedcap Group, está en una posición única para ser una proactiva pieza clave en todo esto. Somos expertos en la creación de una red nacional con resultados comprobados; y la concentración de recursos para satisfacer las necesidades críticas.
Al comprometernos con más comunidades, haciendo uso de la legislación y ayudando a las organizaciones locales a desarrollar y expandir su capacidad; creamos un cambio verdaderamente transformador.
Porque en el Dixon Center entendemos las necesidades cambiantes de los veteranos, a nivel local y nacional.
No somos el proveedor de servicios directo que resuelve el problema. Pero les conectamos, y ayudamos a aquellos que los ofrecen.
No pedimos a las organizaciones que creen nuevos programas. Los invitamos a incluir a veteranos, y a sus familias, en lo que ya hacen. Porque los veteranos de América, merecen lo mejor de América.
Te pido que consideres unirte a Dixon Center o a una organización local en tu comunidad. Apóyalos, Anímalos a que incluyan a los veteranos y a sus familias, y a que los capaciten.
Nosotros, y estas organizaciones, no nos vemos frenados por la falta de pasión o propósito. Tengo fe en que con los recursos adecuados y tu apoyo, lo mejor está por venir. Podemos llevar a nuestros veteranos en todo el camino a casa, con amigos y vecinos que les permitan tener éxito, dónde vivan.
