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Here Comes the Sun

Here Comes the Sun

How The Fedcap Group is Breaking Down Barriers to the Clean Energy Workforce
With Our Solar Technician Program

April 3, 2023

This past fall, The Fedcap Group launched the Apex Clean Energy Institute—a transformative new program to train and connect individuals to high-demand, well-paying jobs in the growing green energy sector. The first location was at one of our affiliates, Community Work Services, in Boston. The Clean Energy Institute’s first class was a pilot consisting of 15 returning citizens—i.e., formerly incarcerated individuals.

At The Fedcap Group we’re focused on breaking down barriers to economic well-being and a way to meet our mission is to focus on high-growth, high demand workforce sectors. That’s why we launched a 450-hour solar technician program—a program spearheaded by our head of clean energy, Robert Wallace—as the first training at the Apex Clean Energy Institute. “Employment of solar photovoltaic installers is projected to grow 27 percent from 2021 to 2031, much faster than the average for all occupations,” according to a recent federal Bureau of Labor Statistics report.

At the Apex Clean Energy Institute’s December kickoff, there were high-hopes and great enthusiasm for the program to give second chances in profound and meaningful ways. One incoming student said, “That was one of the things that appealed to me about clean energy. The first thing was gainful, sustainable employment—a paycheck … The second thing was I committed some harms—a lot of harm when I was younger … now it is my mission to repair some of those harms. So, reparation in action is important for me.”

As Massachusetts Senate President Pro Tempore, William N. Brownsberger said at the kickoff event, programs like our new solar technician training program are key to helping returning citizens because, “For most people coming out of prison is not so much that they have a record; it’s that they don’t have a record” or a resume with job training and an employment history.

We’re creating that positive track record. Not only does our new solar technician program provide essential skills development in the clean energy sector, it also requires other fundamentals such as financial literacy and successfully finding and interviewing for a job—so graduates are fully prepared to be successful in their careers. In addition, part of The Fedcap Group’s work is to create pathways to constant upskilling opportunities and life-long learning. Working with our partners at Paul Smith’s College—a national leader on sustainability, green energy, and climate change—graduates of our 450-hour solar technician program will receive six college credits to help with future certifications and degrees for further career advancement.

The first cohort has recently finished and the preliminary results are promising. Of the 15 students who entered our inaugural program, 12 (or 80%) have completed the program. And for the three individuals who have yet to complete the program, our team is working with them to finish in the next incoming class.

Of the 12 who completed the program, four have already been offered well-paying, sustainable jobs—with an average salary of $54,000 annually. To put that in perspective, that’s more than 70% higher than the annual minimum wage salary in Boston! The remaining 7 students are currently in the process of obtaining jobs in the solar energy field and on their way to gainful employment in a high-demand field.

Whether it’s getting that first real opportunity or receiving a second chance (like our first cohort of the Apex Clean Energy Institute in Boston did), The Fedcap Group will continue its tireless work to give every individual a shot at economic well-being. The program is off to an encouraging start and we’re planning additional sites so others, like our first class in Boston, may also have a brighter future.

Ahí Viene el Sol

Cómo The Fedcap Group está Derribando Barreras de la Fuerza Laboral de Energía Limpia con Nuestro Programa de Técnicos Solares

3 abril 2023

El otoño pasado, The Fedcap Group lanzó el “Apex Clean Energy Institute”, un nuevo programa transformador para capacitar y conectar a las personas con empleos de alta demanda y bien remunerados en el creciente sector de la energía verde. El primer lugar fue en uno de nuestros afiliados, “Community Work Services”, en Boston. La primera clase piloto del “Clean Energy Institute” fue compuesta por 15 estudiantes que regresaban, es decir, personas anteriormente encarceladas.

En The Fedcap Group estamos enfocados en derribar barreras para el bienestar económico y una forma de cumplir con nuestra misión es enfocarnos en sectores de personal tanto de alto crecimiento como de alta demanda. Es por eso que lanzamos un programa de técnicos solares de 450 horas, un programa dirigido por nuestro jefe de energía limpia, Robert Wallace, como la primera capacitación en el “Apex Clean Energy Institute”. “Se proyecta que el empleo de instaladores solares fotovoltaicos aumentará un 27 por ciento de 2021 a 2031, mucho más rápido que el promedio de todas las otras profesiones”, según un reciente informe del “Federal Bureau of Labor Statistics”.

En el comienzo de diciembre del “Apex Clean Energy Institute”, había tanto grandes esperanzas como un gran entusiasmo por el programa para darles segundas oportunidades de manera profunda y significativa. Un nuevo estudiante dijo: “Esa fue una de las cosas que me atrajo de la energía limpia. La primera cosa fue el empleo remunerado y sostenible, en otras palabras, un cheque de pago… La segunda fue que cometí algunos daños, mucho perjuicio cuando era más joven … Ahora es mi misión reparar algunos de esos daños. Por lo tanto, la reparación en acción es importante para mí”.

Como dijo William N. Brownsberger el presidente Interino del Senado de Massachusetts en el evento de lanzamiento; programas como nuestro nuevo programa de capacitación de técnicos solares es clave para ayudar a los ciudadanos que regresan porque, “Para la mayoría de las personas que salen de prisión no es tanto que tengan un historial; sino es que no tienen uno” o así como no tienen un currículum con capacitación laboral o, un historial de empleo.

Estamos creando estos antecedentes positivos. Nuestro nuevo programa de técnicos solares no solo proporciona el desarrollo de habilidades esenciales en el sector de la energía limpia, sino que también requiere otros principios básicos; como la educación financiera y la búsqueda  así como entrevistas exitosas para un trabajo, es por eso que los graduados están completamente preparados para tener éxito en sus carreras. Además, parte del trabajo del Fedcap Group es crear caminos hacia oportunidades constantes tanto de mejora de habilidades como de aprendizaje permanente. Trabajando con nuestros socios de “Paul Smith’s College”, que es un líder nacional en sostenibilidad, energía verde y cambio climático; los graduados de nuestro programa de 450 horas de técnicos solares recibirán seis créditos universitarios para ayudar con futuras acreditaciones y títulos para un mayor avance profesional.

El primer grupo lo ha terminado recientemente y los resultados preliminares son prometedores. De los 15 estudiantes que ingresaron a nuestro programa inaugural, 12 (o el 80%) han completado el programa. Y para los tres estudiantes que aún no han completado el programa, nuestro equipo está trabajando con ellos para terminar en la próxima clase entrante.

De los 12 que completaron el programa, a cuatro ya se les han ofrecido empleos bien remunerados y sostenibles, con un salario promedio de $ 54,000 anuales. Para poner eso en perspectiva, ¡eso es más del 70% superior al salario mínimo anual en Boston! Los 7 estudiantes restantes están actualmente en el proceso de obtener empleos en el ámbito de la energía solar y en camino a un empleo remunerado en un campo de alta demanda.

Ya sea que estés obteniendo esa verdadera primera oportunidad o recibiendo una segunda (como lo hizo nuestro primer grupo del “Apex Clean Energy Institute” en Boston), The Fedcap Group continuará su incansable trabajo para dar a cada individuo una oportunidad de bienestar económico. El programa ha tenido un comienzo alentador y estamos planeando sitiosadicionales para que otros, como nuestra primera clase en Boston, también puedan tener un futuro más brillante.

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Route Back to Work Can be a Bumpy Ride – Op-Ed by Brian Bell, CEO of Fedcap Scotland

Route Back to Work Can be a Bumpy Ride – Op-Ed by Brian Bell, CEO of Fedcap Scotland

Brian Bell, CEO of Fedcap Scotland and Fedcap Employment in the UK, wrtites for Daily Business Magazine about the challenges faced by people who have been out of the workforce—often due to physical or mental health constraints—and how Fedcap has developed smart solutions to help people obtain employment. 

“We have built some very smart methods of getting feedback from people who use our services at Fedcap, including how we capture and use data and as part of the debate we have been having a look at what is going on for people who have been ‘economically inactive.'” 

Read the full article on the Daily Business Magazine website.

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A Purpose Driven Brand: The ‘Why’ a Business Exists Matters

A Purpose Driven Brand: The ‘Why’ a Business Exists Matters

March 20, 2023

“There is no more strategic issue for a company, or any organization, than its ultimate purpose.”

– Ray Anderson, the former CEO of Interface

Business-to-business (B2B) marketing—or marketing tailored to business or other organizations—is a constantly evolving industry. A review of 2023 B2B trends finds the concepts of purpose driven brands and purpose perception as central to watch for as emerging trends.

According to Branding Strategy Insider a purpose-driven brand is one where the organization has consciously placed its ‘Why’ front and center—in how it communicates, but more importantly, in how it actually behaves in its business conduct. The ‘why’ drives what the organization will and will not do. It defines what services it provides, what products it sells, the people it hires, promotes and rewards—in other words, the heart and soul of how it does business.

Increasingly, brands are including corporate social responsibility (CSR) as part of their brand purpose. CSR is the practice of incorporating social and environmental concerns into a company’s business operations and decision-making. It’s a way for brands to give back to their communities and positively impact the world. To appeal to purpose-driven consumers, brands need to be transparent about their CSR initiatives.

A recent online Porter Novelli Purpose Perception Study that surveyed 1,200 US adults ages 18-69 found that when a brand leads with purpose, it builds a relationship with staff and consumers alike that goes deep. In essence, there was overwhelming support for a company that operated with purpose. The ‘why’ companies do business matters to people.

A purpose-driven brand is fully aligned with profitability. The past perception that the pursuit of profit and the pursuit of purpose as an ‘either profit or purpose’ trade-off, clearly doesn’t align with reality. As the data above show, it’s actually a ‘both profit and purpose’ model—both philosophically and financially. Put simply, it pays to do good.

As Jim Stengel, the former CMO of Procter and Gamble said, “This is not corporate social responsibility, it’s not cause marketing, and it’s not a strategy for philanthropy; it’s a business strategy. Your philanthropy can come out of it, just like your R&D and HR come out of it. But once you choose your purpose—everything else should come out of that.”1

A purpose driven brand results in trust, by both the consumer and the employee, that a company is going to do what it says it is going to do.

In 2021 Forrester published its study entitled The Trust Imperative which found that:

Organizations that succeed at building and continuously reinforcing trust have the unique opportunity to build enduring bonds with customers, attract the best, most dedicated talent, and create unique experiences with an ecosystem of partners and emerging technologies that people embrace, not fear—all while minimizing risk. Every company must embrace this opportunity and commit to trust as a business imperative. 2

The concept of a purpose-driven brand, clearly defining why and how we do what we do and then striving to earn the trust of consumers by reliably living up to the standard, is a driving force within The Fedcap Group. Our very structure as a nonprofit makes us mission-driven, but who we do business with matters as well. We understand our fidelity to our mission of breaking down barriers to economic well-being matters to our funders, donors, and staff—and they hold us to a high standard. Likewise, it matters that our supply chain and other business partners are purpose driven as well.

ENDNOTES:

1. Excerpted from Brand and Talent by Kevin Keohane. Brand and Talent. Kogan Page Publishing. (2014).
2. https://www.forrester.com/blogs/trust-is-your-business-imperative/

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Seacoast Pathways Members Organize Auction, Raising Funds for Clubhouse

Seacoast Pathways Members Organize Auction, Raising Funds for Clubhouse

Seacoast Pathways is a place for adults living with mental illness to come together for purposeful work and meaningful relationships in the NH Seacoast area.

Our online auction raises funds to support the clubhouse’s activities. A range of auction items beginning with bids as low as $5 are available. For supporters who are able to contribute higher amounts, several unique opportunities are also available, from luxury home goods to a weekend retreat in Boston and Martha’s Vineyard.

The auction runs from Sunday, March 12 at noon to Sunday, March 26 at 8 pm.

Seacoast Pathways is an accredited Clubhouse, which means it is run on a proven, evidence-based approach that focuses on strengths and abilities, not on illness. Members collectively work together on various projects—including preparing this fundraiser—to support their mental health. Seacoast Pathways is also working with local employers to place members who are ready to enter or re-enter the workforce with well-matched jobs that can provide more independence and autonomy.

To bid, visit the Seacoast Pathways Auction on the Betterworld.org website.

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Apex Technical School Opens Its Highly Successful Electrician Trade Program in Manhattan

Apex Technical School Opens Its Highly Successful Electrician Trade Program in Manhattan

Program Will Help Fill Critical Need for Electricians for New York and Beyond

New York, March 14—Apex Technical School has launched their highly successful 900-hour electrical training program at The Fedcap Group’s bustling training location at 210 E. 43rd Street in Manhattan. Apex Technical School has provided high-quality training in the trades such as electrical, automotive, plumbing, and HVAC for more than six decades. The Fedcap training center at 210 E. 43rd Street houses the organization’s Food Arts Training Center and is the future home to Paul Smith’s College’s new PSC in NYC culinary program, among other education and workforce training programs.

Apex Technical School’s Electrical and Advanced Electrical Program has enrolled nearly 400 students at the new location. The program introduces students to the National Electric Code and provides electrical classes in electrical safety, blueprints, residential wiring, breakers and fuses, grounding, bonding, conduit bending, motor controls and alarm systems.

“We are thrilled to welcome Apex Technical School to our Manhattan training center,” said Christine McMahon, President and CEO of The Fedcap Group. “As we continue to build educational pathways, Apex plays an essential role in providing individuals with not only training for in-demand jobs, but also a path toward higher education that they can return to at a later time. Apex has been helping individuals break through barriers to reach economic well-being for over 60 years and it’s a privilege to partner with them to help meet the nationwide demand for skilled tradespeople, which is projected to continue through the next decade.”

Mark O’Donoghue, Chair of the Board of The Fedcap Group said, “The Fedcap Group’s combination with Apex fueled our efforts to help people into the workforce to where they can upscale to better jobs and support their families. We couldn’t be prouder to have the legacy of Apex and the Cann family to have joined us.”

“Every time we cut a ribbon, what we’re really doing is cutting a path to a better life for a lot of people who would not have the opportunity,” said Steven Markowitz, President of Apex Technical School. “Three months ago we cut a ribbon in Boston to celebrate the Apex Clean Energy Institute, specifically designed for people getting out of the prison system to train them in solar energy so they can get a well-paying job instead of back in prison due to lack of options, and we’re having enormous success. We look forward to building on these programs to bring more options and opportunities to students seeking a path to a better life.”

Luis Rodriguez, a current student, spoke about his search for a fulfilling and sustainable career. “As the first in my family to pursue education after high school, there was a lot of pressure to live up to family expectations and to be a good role model. After studying at Apex, I know how things work. Apex turned out to be a very good decision. I especially loved the hands-on nature of Apex; I learned how to use tools in the right away. The teachers really motivate us to learn, to be motivated, and to discover ourselves. In the first week of May, I’m going to graduate. My family is very proud of me.”

Juan Tocabens, Vice President with Pavion Firecom, Inc., a New York City-based fire alarm systems company, spoke about the quality of education Apex Technical students receive. “This is the first step; we have a five-year apprenticeship program which leads to becoming a journey person. In the last few years, many of the apprentices have come to our company and we see their drive. In fact, most of the apprentices we hire are from Apex. I look forward to my continued participation and collaboration with this organization that does such a fine job.”

Bill Cann, President Emeritus and an alumnus of Apex Technical School, spoke about furthering the legacy of the school founded by his father. “Around the time they formed Fedcap in 1935 to assist World War I veterans with finding work, a young sailor named John Cann joined the Navy, and remained there till the end of World War II, eventually becoming a chief engineer. Years later at Apex Technical School, he was still fondly known as Chief. I know if the Chief was here with us today, he would be very proud of what we’ve done with his legacy with the combination with Fedcap. I want to thank the leadership of Mark and Christine for what they’ve done the last few years, and the current leadership and staff of Apex. I wish great success to them and to the future students.”

Apex Technical School will also be expanding in other high-demand areas, recently announcing a new Home Automation certificate will be a major component of The Fedcap Group’s new digital learning hub at Civic Hall in New York City. Civic Hall will officially open its doors in the first quarter of 2023.

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 340,000 people this past fiscal year, The Fedcap Group provides educational services to every age group, vocational training and job attainment in high-growth industries, as well as support services such as behavioral health services—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.

About APEX Technical School
Since 1961, Apex Technical School has enjoyed a rich tradition of service to New Yorkers who know us well for our adult vocational technical school which offers training in skilled trades. Our hands-on training courses give individuals the basic trade and labor skills needed to secure an entry-level position in the field.

Headquartered in Long Island City in Queens, Apex offers 900-hour certificate courses in high demand areas such as: refrigeration, automotive service, welding technology, electrical and advanced electrical, plumbing and construction. All of Apex’s trade programs offer hands-on training in as little as 7 months. Apex is licensed by the New York State Education Department and accredited by the Accrediting Commission of Career Schools and Colleges. Apex Technical School is a nonprofit organization and a member of The Fedcap Group.

Contact:
Susan Walsh
swalsh@fedcap.org
212-727-4200

 

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Waiting in the Wings: How Government Can Build Staffing Capacity by Using One of Society’s Most Valuable Assets—Older Adults

Waiting in the Wings: How Government Can Build Staffing Capacity by Using One of Society’s Most Valuable Assets—Older Adults

March 6, 2023

Recently, a New York City-based think tank, 5BORO, released a report that found that the City of New York lost 20,000 net employees since 2020. The 5BORO report states that the loss of human capital in City government has resulted in, “wide-reaching impacts, impeding the delivery and quality of services to New Yorkers and delaying the fulfillment of legal mandates and key commitments.”1

The report also points out that New York City’s already overtaxed workforce is compounded by a possible recession and the subsequent measures necessary to control spending. One of those measures has been to eliminate vacant positions within government—about 4,300, but even after those reductions, there are still 23,000 vacant positions that need to be filled within NYC government.

To address this problem, the 5BORO report makes three core recommendations:

    • Implement a comprehensive retention strategy, including creating a Chief Retention Officer to stem the tide of workers leaving City government.
    • Deploy a strategic recruitment plan, including designating a Chief Recruitment Officer.
    • Updating City employment policies, e.g., streamlining the bureaucratic hiring process and building in greater workforce flexibility in the post-Covid era.

Many industries are adapting new hybrid work environments and other retention strategies after COVID-19 disrupted every facet of our daily lives, including how we work. Much has been and will continue to be written on this point. Industries will continue to struggle to find the right balance for years to come.

But what stuck out in the report was how to recruit new blood into the body of City government in order to improve service delivery. As the report points out, this isn’t a New York City government-specific problem; governments across the country are facing staffing challenges, particularly recruiting new people in public service. As the report finds, “…State and local governments have struggled to attract talent to public service in recent years: nationwide, applications to these roles declined by 32% per job from 2019 to 2021.”2

We can help close the public confidence in public service gap. And there is a group of highly trained, successful individuals sitting on the sidelines that stand ready to help: individuals over the age of 50.

One of our Fedcap affiliates, ReServe, matches talented 50+ individuals—many retired from successful careers and wishing to give back a little more—with government and social services agencies in need of filling critical workforce gaps. ReServe has a corps of dedicated retired professionals—about three-quarters have a post-secondary degree—who stand ready and willing to be the bridge to building permanent human capital in an organization.3

Since created, ReServe has partnered with more than 800 nonprofits and government agencies to provide a stream of well-qualified successful individuals to meet critically-needed demand. ReServe has already been a successful partner in NYC to build workforce capacity by working with NYC Department for the Aging) to serve dozens of government agencies with more than 800 ReServists in the past several years. For example, one ReServist, David Lau, a 30-year professional—a certified interpreter (English to Chinese) has served as a translator for the New York City Department of Aging. There are countless other examples where ReServists have made a real difference, like David. Hundreds of ReServists served in NYC public health agencies as part of the workforce solution during the COVID-19 crisis in New York City, staffing phone lines, distribution centers for PPE, and promoting and accompanying New Yorkers in their own communities to get tested and vaccinated.

The nonprofit community is uniquely situated to provide valuable short term capacity building, not only through our traditional structure of delivering much-needed societal services; we can also help build staffing capacity within government as well. ReServe has a record of success of doing just that. Let’s take them off the sidelines and put them in the game.

ENDNOTES

1. Grace Rauh, Stephanie Bazell, and Tasfia Nayem, Solving the Staffing Crisis: Saving City Government for New Yorkers (February 2023; pg 4) http://fiveboro.nyc/wp-content/uploads/2023/02/Solving-the-Staffing-Crisis.pdf.

2. Ibid at 29.

3. See “ReServe: Powering Transformative Change” (page 4) at https://www.reserveinc.org/files/PDFs/ReServe%2010%20Year%20Report.pdf.

Esperando Entre Bastidores: Cómo el Gobierno Puede Desarrollar la Capacidad de Proveer de Personal Utilizando Uno de los Activos Más Valiosos de la Sociedad: Los Adultos Mayores

6 marzo 2023

Recientemente, un grupo de expertos con sede en la ciudad de Nueva York, 5BORO, publicó un informe que encontró que la ciudad de Nueva York perdió 20,000 empleados netos desde 2020. El informe 5BORO afirma que la pérdida de capital humano en el gobierno municipal ha resultado en “impactos de gran alcance, impidiendo el envío y la calidad de los servicios a los neoyorquinos, asi como retrasando el cumplimiento de las órdenes judiciales y compromisos clave”.1

El informe también señala que la fuerza laboral ya sobrecargada de la ciudad de Nueva York se ve agravada por una posible recesión y las medidas subsecuentes necesarias para controlar el gasto. Una de esas órdenes ha sido eliminar puestos vacantes dentro del gobierno, alrededor de 4,300, pero incluso después de esas reducciones, todavía hay 23,000 puestos vacantes que deben llenarse en el gobierno de Nueva York.

Para abordar este problema, el informe 5BORO hace tres recomendaciones básicas:

    • Implementar una estrategia de retención total; incluida la creación de un Director de Retención para detener la ola de trabajadores que abandonan el gobierno de la Ciudad.
    • Desplegar una estrategia de desarrollo, incluido el nombramiento de un Director de Contratación.
    • Mejorar las políticas de la ciudad, por ejemplo: agilizar el proceso burocrático de contratación y fomentar una mayor flexibilidad de la fuerza laboral en la era post-Covid.

Muchas industrias están adaptando nuevos ambientes de trabajo híbridos y otras estrategias de retención después de que COVID-19 interrumpiera todos los aspectos de nuestra vida cotidiana, incluida la forma en que trabajamos. Se ha escrito y se seguirá escribiendo mucho sobre este punto. Las industrias continuarán luchando para encontrar el equilibrio adecuado en los próximos años.

Pero lo que sobresalió en el informe fue; cómo reclutar sangre nueva en el cuerpo del gobierno de la Ciudad para mejorar la prestación de servicios. Como señala el informe, este no es un problema específico del gobierno de la ciudad de Nueva York; Los gobiernos municipales de todo el país se enfrentan a desafíos de personal, en particular la contratación de nuevas personas en el servicio público. Como se señala en el informe, “… Los gobiernos estatales y locales han luchado para atraer talento al servicio público en los últimos años: a nivel nacional, las solicitudes para estos puestos disminuyeron en un 32% por posición de 2019 a 2021.”2

Podemos ayudar a cerrar la brecha en la confianza del servicio público. Y hay un grupo de personas altamente capacitadas y exitosas esperando entre bastidores que están listas para ayudar: personas mayores de 50 años y más.

Una de nuestras compañías de Fedcap, ReServe, empareja a personas talentosas de 50 años o más, muchas jubiladas de carreras exitosas y que desean retribuir un poco más con las agencias gubernamentales y de servicios sociales que necesitan llenar puestos críticos de mano de obra. ReServe tiene un cuerpo de profesionales jubilados dedicados; aproximadamente tres cuartas partes tienen un título postsecundario, que están listos y dispuestos a ser el puente para construir capital humano permanente en una organización.3

Desde su creación, ReServe se ha asociado con más de 800 organizaciones sin fines de lucro y agencias gubernamentales para proporcionar un flujo de personas exitosas bien calificadas para satisfacer la demanda críticamente necesaria. ReServe ya ha sido un socio exitoso en la ciudad de Nueva York para desarrollar la capacidad de la fuerza laboral trabajando con NYC Department of Aging, para servir a docenas de agencias gubernamentales con más de 800 “ReServists” en los últimos años. Por ejemplo, un “ReServist”, David Lau, un profesional de 30 años, un intérprete certificado (inglés a chino) se ha desempeñado como traductor para el NYC Department of Aging. Hay innumerables otros ejemplos en los que los “Reservists” han hecho una diferencia real, como David. Cientos de “ReServists” sirvieron en agencias de salud pública de la Ciudad de Nueva York como parte de la solución de la fuerza laboral durante la crisis de COVID-19 en la ciudad, dotando de personal a las líneas telefónicas de respuesta, a los centros de distribución de “PPE” y promoviendo y acompañando a los neoyorquinos en sus propias comunidades para que se hicieran la prueba y se vacunaran.

La comunidad de las organizaciones sin fines de lucro está en una posición única para proporcionar un valioso refuerzo de las capacidades a corto plazo, no solo a través de nuestra estructura tradicional de brindar servicios sociales muy necesarios; También podemos ayudar a desarrollar la dotación de personal dentro del gobierno. ReServe tiene un historial de éxito de haber hecho precisamente eso. Vamos a sacarlos de entre bastidores y ponerlos al frente.

ENDNOTES

1. Grace Rauh, Stephanie Bazell, and Tasfia Nayem, Solving the Staffing Crisis: Saving City Government for New Yorkers (February 2023; pg 4) http://fiveboro.nyc/wp-content/uploads/2023/02/Solving-the-Staffing-Crisis.pdf.

2. Ibid at 29.

3. See “ReServe: Powering Transformative Change” (page 4) at https://www.reserveinc.org/files/PDFs/ReServe%2010%20Year%20Report.pdf.

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Paul Smith’s College Launches New Culinary Program in New York City

Paul Smith’s College Launches New Culinary Program in New York City

New “PSC in NYC” Culinary Program to Start in Spring 2024

The Program will be Housed at Fedcap’s Food Arts Center, a State-of-the-Art Teaching Kitchen in Midtown Manhattan

New York, March 3 – Paul Smith’s College is launching a new culinary program in New York City at The Fedcap Group’s Food Arts Center, located at 210 E 43rd Street. Paul Smith’s College is known for culinary and hospitality programs and has offered high-quality training and education for decades. Last year, Paul Smith’s culinary program was ranked 11th in the nation by U.S. News and World Report.

Paul Smith’s has been approved to offer an accredited Culinary Arts Essentials certificate program at the new location in New York City. After completion of the program, students will receive 33 college credits in Culinary Arts. Students will learn a wide range of culinary techniques and skills, nutrition, baking and pastry basics, and kitchen management knowledge, among other essential courses, in preparation for graduates to be prepared for high-demand culinary careers.

The Culinary Arts Essentials certificate will be completed in little over eight months, with a spring semester at the New York City location, and then a “Summer in Saranac” residency to finish the certificate, where they will complete and internship program at one of the regional resorts, hotels, or restaurants and finish other core courses, like baking using Paul Smith’s College’s state-of-the-art baking facilities.

Graduates of the new PSC in NYC culinary program would be automatically accepted into a Paul Smith’s Associates or Bachelor program in culinary, baking/pastry, or hospitality program.

Not only has Paul Smith’s expanded their base of operations for additional enrollment opportunities, but also, the program will focus on enrolling underrepresented individuals into a high demand program and exposing them to opportunities in New York City and the Adirondacks. Up to 20 students will start in the first cohort.

“The Fedcap Group is dedicated to creating opportunities for individuals with barriers to economic well-being, and education is truly an entry point to sustainable careers, and the culinary industry provides many paths to sustainable well-being,” said Christine McMahon, President and CEO of The Fedcap Group. “Fedcap has been providing students with culinary skills training in our state-of-the-art New York City facility, preparing them for entry-level positions in the food services sector. This collaboration with Paul Smith’s College provides students with an on-ramp to further education, or they can enter the workforce immediately upon completion of their certificates. We thank Wil Edwards, Director of Fedcap’s Food Arts Center, for his leadership on this important collaboration with Paul Smith’s College that we hope will serve as a blueprint for expanding opportunities, especially to individuals from underserved communities.”

“Paul Smith’s College has been providing culinary education in the Adirondacks for decades, providing students with an education leading to degrees in Culinary Management and career options ranging from caterer, corporate/private/executive chef, and more,” said Dan Kelting, Interim President of Paul Smith’s College. “The Culinary Arts Essentials certificate is one more way Paul Smith’s College is focused on attracting and enrolling students. Our collaboration with The Fedcap Group’s Food Arts Center in New York City is an exciting development and we look forward to helping more students obtain valuable training for additional in-demand skills and roles, with the option to continue their studies towards two- or four-year degrees.”

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 340,000 people this past fiscal year, The Fedcap Group provides educational services to every age group, vocational training and job attainment in high-growth industries, as well as support services such as behavioral health services—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.

At Paul Smith’s College, it’s about the experience. As the only four-year institution of higher education located in the Adirondack Park in upstate New York, Paul Smith’s provides real-world, hands-on learning in fields such as business and hospitality, culinary management, forestry, environmental sciences, and natural resources. We can draw on industries and resources available in our backyard while preparing students for successful careers anywhere. Our community of resourceful, enterprising, supportive, and adventurous individuals collectively provides experiential education, student support in the classroom and beyond, and meaningful opportunities for our alumni. We pride ourselves on research and advocacy on issues that improve our planet and the lives of the people who inhabit it. Learn more at www.paulsmiths.edu.

CONTACT INFORMATION:
Susan Walsh, SWalsh@fedcap.org
OR
Zoë Smith, media@paulsmiths.edu

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Building a Culture of Lifelong Learning

Building a Culture of Lifelong Learning

February 20, 2023

“…the international education community has recognized the transformative power of education and the value of learning throughout life for individuals, communities and societies.”1

-UNESCO Institute for Lifelong Learning

In the midst of the generational health crisis, in August 2020, the United Nations Educational, Scientific, and Cultural Organization (UNESCO) released an important report entitled, “Embracing a culture of lifelong learning”— a ten-point call to action to transform our educational culture and systems into one that lasts a lifetime, as opposed to a point in time.

For many, formal education stops at high school or college; yet given the ever-changing economy, periodic upskilling is required to ensure people are equipped for the jobs of today and tomorrow. And, as important as upskilling is to meeting workforce demand, lifelong learning is critical in order to solve our most vexing global challenges—like food hunger or climate change. Confronting these or other emerging challenges requires a culture of education where we constantly rethink and learn.

Lifetime learning sees value in formal and informal education—i.e., not only formal institutions, but also how one’s life experience can be translated into formal educational credentialing. But by and large our institutions and systems are not built for this approach, with the UNESCO report finding, “For decades, policy-makers have been striving to place lifelong learning at the heart of their education agenda. Today, making lifelong learning a reality remains an aspiration.”2

At The Fedcap Group, we’re developing programs to turn aspiration into actuality, especially for underserved communities who face obstacles to education that leave them further and further behind. We are breaking down barriers to education by building pathways from early education through workforce trainings and college with on- and off-ramps throughout the course of an individual’s life.

This allows individuals to gain much-needed upskilling and learning in high demand areas, like green energy or the digital economy. We’re partnering with colleges to assign college credits to non-college workforce certifications and trainings—and making them portable and stackable, so that we truly have a system of lifelong learning that values all types of learning. In essence, we’re changing the approach from institutions to individuals—and what they need to succeed. This is a key element of UNESCO’s action plan which urges schools and universities to become “lifelong learning institutions” noting there is a:

…responsibility both to prepare students to become lifelong learners and to provide lifelong learning opportunities to all people, irrespective of age and educational background. Such a changed mandate requires more openness in terms of access to educational institutions through multiple learning pathways, depending on the learner’s abilities and needs.3

The deleterious effect of the pandemic shows us why this matters. A recent article by The New York Times summarized several key studies that found that across the globe many students lost significant learning time due to the pandemic—on average “about one-third of a school year’s worth of knowledge and skills.” The result of this learning deficit, according to economist Eric Hanushek, is that “pandemic-era students” in the United States could result in the loss of about $70,000 in earnings over these students’ lifetimes—and have significantly less earning potential than pre-pandemic students.4

The learning loss was most pronounced in developing countries and in low-income communities—further exacerbating existing educational disparities. This finding was reinforced by a recent U.S. Federal Reserve report, which found that, “Education is widely recognized as a path to higher income and greater economic well-being, but the pandemic has created significant challenges for students of all ages since widespread closures began in March 2020.”5

We are in a moment in time to transcend and transform education. UNESCO’s report stated,

While acknowledging that the impact of COVID-19 on communities has been severe, we also recognize an opportunity to rethink how learning can better contribute to creating more sustainable and inclusive societies in which people are able to engage as active and global citizens.6

In other words, we can turn this crisis into an opportunity. Or, perhaps, this crisis shows us why a transformation into a culture of lifelong learning is a necessity.

Education unlocks the door to economic well-being. As the United Nations Educational, Scientific, and Cultural Organization report effectively demonstrates, education isn’t a point in time, but a lifelong journey. At The Fedcap Group, we have been working on building a system of integrated educational programs focused on providing better access to individuals—especially underserved communities—with the ability to enter educational on-ramps over the course of their lives.

ENDNOTES

1. UNESCO Institute for Lifelong Learning, “Embracing a culture of lifelong learning” (August 2020); page 4 at https://unesdoc.unesco.org/ark:/48223/pf0000374112 (UNESCO Report).
2. UNESCO Report at page 4.
3. UNESCO Report at page 29.
4. ERIC A. HANUSHEK, “The Economic Cost of the Pandemic” A HOOVER INSTITUTION ESSAY at http://hanushek.stanford.edu/sites/default/files/publications/Hanushek%202022%20HESI%20EconomicCost.pdf.
5. BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM, Economic Well-Being of U.S. Households in 2020 – May 2021 (May 2021) at https://www.federalreserve.gov/publications/files/2020-report-economic-well-being-us-households-202105.pdf..

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Words of Wisdom in the Pursuit of Justice: A Compilation of Perspectives to Celebrate Black History Month

March on Washington

Words of Wisdom in the Pursuit of Justice: A Compilation of Perspectives to Celebrate Black History Month

March on Washington

February 6, 2023

“There is no more powerful force than a people steeped in their history. And there is no higher cause than honoring our struggle and ancestors by remembering.1”

– Lonnie G. Bunch III, Director of the Smithsonian Institution

In 1986, Congress passed and the president signed into law designating February National Black History Month to collectively observe and participate in “appropriate ceremonies and activities to salute all that Black Americans have done to help build our country.” It is a way to honor the contributions of Black Americans in every facet of life. The month also helps acknowledge challenges Black Americans have faced—and continue to face—in our striving to form that more perfect union.

Last year I focused on four Black American women who changed lives for generations to come through their tenacity, courage, and willingness to fight for justice.

This year, I have been reading commentary from leaders across the spectrum, and I thought that it might be interesting to compile excerpts from these commentaries to provoke dialogue and action.

President Obama’s Remarks by the President at Black History Month Reception in 2016:

“Black History Month shouldn’t be treated as though it is somehow separate from our collective American history—or boiled down to a compilation of greatest hits. This month should be more than just a commemoration of particular events. It’s about the shared experience of all Black Americans, high and low, famous and obscure, whose lives have shaped, challenged, and ultimately strengthened America.

It’s about taking an unvarnished look at the past so we can create a better future. It’s a reminder of where we as a country have been so that we know where we need to go.

Black Americans are the enslaved people who quarried the stone to build the White House; the soldiers who fought for our nation’s independence, who fought to hold this union together, who fought for freedom for others around the world. Black Americans are the scientists and inventors who helped unleash American innovation. Black Americans stand on the shoulders not only of giants, but also countless, nameless heroes who marched for equality and justice for all of us.

And as long as we keep at it, as long as we don’t get discouraged, as long as we are out there fighting the good fight not just on one day, or one month, but every single day, and every single month, I have no doubt that we’re going to live up to that promise ….”2

Kitty Lundan, Member of The Palm Beach Post’s Editorial Advisory Board:

“Black History Month allows us and other races to learn about the injustice done to African-Americans. Black History Month also enables others to learn about Black culture. Diversity, equity, and inclusion are now the core values many organizations rely on. We focus on making all people feel included, regardless of the conversation.

How can African-Americans have Black history conversations with other races without making them feel uncomfortable? While we can’t ignore the terrible things that occurred in history and, in some cases, are still happening, we must not just focus on racism but also on how African-Americans have contributed to America. Teaching other races about Black pioneers, scientist, inventors, educators, entrepreneurs, doctors, and many more titles other than being called negro. When one educates oneself from multiple angles and perspectives, one is more equipped to appreciate and benefit from diverse conversations.”3

The ACLU honored Black Americans who made a significant difference, and this section of that article moved me:

“As we honor leaders in Black history this month, the battles they lead for civil rights may seem like relics of a past era. But there is more progress to be made to achieve systemic equality for Black people, particularly in the realm of voting rights, economic justice, housing, and education; as well as ending police brutality and eradicating racism and discrimination in the criminal legal system. Those battles continue under the leadership of Black activists, lawmakers, athletes, actors, and others—many working side by side with the ACLU—who are pursuing true equality to this day.

As one of the foremost leaders of the civil rights movement, Thurgood Marshall was the architect of a brilliant legal strategy to end segregation and fight racial injustice nationwide. He’s best known for Brown v. Board of Education, a landmark 1954 Supreme Court case that dismantled the “separate but equal” precedent, initiating integration in schools and other parts of society. Before becoming the first Black Supreme Court Justice in 1967, he worked with the NAACP, founded the Legal Defense Fund, and served on the ACLU board for eight years.

‘Where you see wrong or inequality or injustice, speak out, because this is your country. This is your democracy. Make it. Protect it. Pass it on.’ — Thurgood Marshall, commencement address at the University of Virginia in 1978”4

I found this article on the Joint Base San Antonio website—which provided an interesting perspective of Black History as it relates to the military. It was written by Col. George R. Farfour, Defense Threat Reduction Agency:

“African Americans came to the aid of their country every time it called. From the foundations of independence to the sands of Iraq, African American Soldiers, Sailors, Airmen, Marines and Guardians have demonstrated they too have a fierce love of country and a stubborn fortitude to succeed in battle. African Americans stand proud in our fighting history and deserve their rightful place in the study of that history. From Crispus Attucks, who was killed by British soldiers during the Boston Massacre in 1770, to the freed and escaped slaves of the Civil War, through the Buffalo soldiers of Wild West to the Tuskegee Airman and right up to today, there has been no shortage of African-American patriots. Here are remembrances of just a few.

The 369th Infantry Regiment, an African-American New York National Guard unit known as the ‘Black Rattlers’ fought in World War I under the French 4th Army and achieved amazing battlefield successes. Despite the obvious racial prejudices of the time, they earned an impressive number of awards for valor receiving more than 171 decorations. The entire regiment received France’s prestigious Croix de Guerre. While they still had to ride on the back of the bus, their heroics were so well-known that they received the unprecedented honor of leading the New York City World War I victory parade. And the Germans, recognizing the amazing tenacity of their enemy, gave them the nickname of ‘Harlem Hell-fighters.’

World War II brought forth another wave of distinguished African-American patriots. On the USS West Virginia, Navy Petty Officer 3rd Class Doris Miller, a cook, was up early Dec. 7, 1941. As he served breakfast, explosions rocked the mighty ship and he went to the upper deck. Seeing flames, chaos and death, Miller first aided his wounded commanding officer, taking him to safety. Then he took up a station at one of the many unmanned machine guns and began firing. Although he was trained only as a cook with no instruction in the use of the automatic weapon, Miller reportedly downed two Japanese aircraft before the attacks stopped. He never left his post during the hours of the attack, a post he assumed out of necessity. The commander of the Pacific Fleet, Navy Adm. Chester Nimitz, personally presented Miller with the Navy Cross, an award for valor second only to the Medal of Honor.

Brig. Gen. Charles McGhee, also gives us an enduring lesson in fortitude to the mission. After endless attempts to downplay their abilities, the Tuskegee Airmen were finally placed in combat with a single mission—escort and protect bombers of the German strategic bombing offensive. When asked why he had never become an ace—shooting down 5 or more enemy aircraft, he said, ‘becoming an Ace was never more important than protecting the bombers.’ In other words, the mission is more important than individual fame. And they have become legendary for their commitment to the mission, and as a result to our country.

Vietnam saw 18-year-old Army Pfc. Milton Olive III receive the Medal of Honor for an act of bravery few people in any war have equaled. Olive’s unit was under heavy enemy attacks from the Viet Cong. As the enemy fled the counterattacks of Private Olive’s 3rd Platoon, a few VC turned back and threw grenades, one of which landed near Olive, three of his buddies and the platoon leader. Olive grabbed the grenade and covered it with his body, absorbing the blast and saving his fellow soldiers while ensuring the success of the counterassault. At the White House ceremony to present the Medal of Honor posthumously to Olive’s parents, President Johnson summed up the reason we should remember the example of Olive and others like him: ‘In dying, he taught those of us who remain how we ought to live.’5

****

There is no shortage of great Black Americans to honor. Let’s honor them by action and progress. While progress has been made because of these individuals, there is still more work to be done.

The Fedcap Group’s mission is to provide economic well-being for individuals, yet too many metrics illustrate ongoing economic racial disparities. As the recent Bureau of Labor Statistics report found, the unemployment rate among Blacks (5.4%) is higher than the national average (3.4%) and whites (3.1%). Another recent report by the Brookings Institute found a growing racial employment gap, especially for Black women. We must be tireless in our effort to close these gaps.

Our country’s history is only made richer by remembering the diverse individuals who helped shape it. Black History Month helps bring awareness and understanding of the lived experiences of Black Americans and how we can engage in a real dialogue over racial, social, and economic justice in order to make meaningful change. The words of wisdom above can serve as our True North in pursuit of that goal.

ENDNOTES

1. Opening of the Washington D.C.’s National Museum of African American History and Culture in 2016.
2. Remarks by the President at Black History Month Reception, East Room (February 18, 2016).
3. How conversations during Black History Month can be a path to understanding (Commentary), The Palm Beach Post (February 3, 2022).
4. Making Black History, Building Black Futures (February 1, 2023).
5. COMMENTARY: Black History Month, A reflection of African-American History (February 18, 2021).

02.06.2023

“No hay fuerza más poderosa que un pueblo inmerso en su historia. Y no hay causa más alta que honrar nuestra lucha y a nuestros antepasados; recordándolos.1”

– Lonnie G. Bunch III, Director of the Smithsonian Institution

En 1986, el Congreso aprobó y el presidente promulgó una ley que designaba a Febrero como el Mes de la Historia Nacional de la Raza Negra para observar y participar colectivamente en “ceremonias y actividades apropiadas para homenajear todo lo que los afroamericanos han hecho para ayudar a construir nuestro país”. Es una manera de honrar las contribuciones de los afroamericanos en todas las facetas de la vida. El mes también ayuda a reconocer los desafíos que los afroamericanos han enfrentado, y continúan enfrentando, en nuestro esfuerzo por formar esa unión más perfecta.

El año pasado me enfoqué en cuatro mujeres afroamericanas que cambiaron vidas para las generaciones venideras a través de su tenacidad, su valor y de la voluntad de luchar por la justicia.

Este año, he estado leyendo opiniones de toda una gran gama líderes y pensé que podría ser interesante recopilar extractos de estas opiniones para suscitar tanto el diálogo como la acción.

Las Declaraciones del Presidente Obama hechas por El Mismo en la Bienvenida del Mes de la Historia Negra en 2016:

“El Mes de la Historia Negra no debería se tratada como si fuera de alguna manera separada de nuestra conjunta historia estadounidense, o ser resumida en una recopilación de grandes éxitos. Este mes debería ser algo más que una conmemoración de eventos excepcionales. Sino se trata de la experiencia compartida de todos los estadounidenses de la raza negra, tanto ricos como pobres, famosos y no muy famosos, cuyas vidas han moldeado, desafiado y, en última instancia, fortalecido a los Estados Unidos.

Se trata de echar un vistazo al pasado sin adornos para que podamos crear un futuro mejor. Es un recordatorio de dónde hemos estado como país para que sepamos a dónde tenemos que ir.

Los estadounidenses de la raza negra fueron los esclavizados que extrajeron la piedra para construir la Casa Blanca, fueron los soldados que lucharon por la independencia de nuestra nación, fueron los que lucharon para mantener unida esta unión, los que lucharon por la libertad de otros en todo el mundo. Los estadounidenses de la raza negra son los científicos e inventores que ayudaron a desencadenar la innovación estadounidense. Los estadounidenses negros se apoyan en los hombros no solo de gigantes, sino también de innumerables héroes anónimos que se manifestaron por la igualdad y la justicia para todos nosotros.

Y mientras continuemos así, mientras no nos desanimemos, mientras estemos peleando el buen combate, no solo en un día o un mes, sino diariamente, mensualmente, no tengo ninguna duda de que vamos a cumplir esa promesa.2

Kitty Lundan, una Miembro de la Mesa Directiva del The Palm Beach Post:

“El Mes de la Historia de la Raza Negra nos permite a nosotros y a otras razas aprender sobre la injusticia cometida contra los afroamericanos. El Mes de la Historia de la Raza Negra también les permite a otros aprender sobre la cultura negra. La diversidad, la equidad y la inclusión son ahora los valores fundamentales en los que confían muchas organizaciones. Nos enfocamos en tratar de que todas las personas se sientan incluidas, sin importar la clase de conversación.

¿Cómo pueden los estadounidenses afroamericanos tener conversaciones sobre la historia de la negra con otras razas sin incomodarlos? Si bien no podemos ignorar los hechos horribles que ocurrieron en el pasado y, en algunos casos, todavía están sucediendo, no solo debemos centrarnos en el racismo, sino también en cómo los estadounidenses afroamericanos han contribuido a los Estados Unidos. Educar a otras razas tanto sobre los pioneros negros, como los científicos, los inventores, los educadores, los empresarios, los doctores, así como muchos más con otros títulos además de ser llamados solo negros. Cuando uno se educa a sí mismo desde muchos de estos múltiples ángulos y perspectivas, uno está más preparado para apreciar y beneficiarse de estas diversas conversaciones.”3

La ACLU honró a los Estadounidenses de la Raza Negra que marcaron una diferencia significativa, y esa sección de ese artículo me conmovió:

“Honrando a los líderes en la historia de la raza negra este mes, las batallas que están liderando por los derechos civiles pueden parecer reliquias de una era pasada. Pero hay más progreso por hacer para lograr la igualdad sistémica para los estadounidenses negros, particularmente en el ámbito de los derechos para votar, la justicia económica, la vivienda y la educación; así como poner fin a la brutalidad policial y erradicar el racismo y la discriminación en el sistema jurídico penal. Estas batallas continúan bajo el liderazgo de activistas, legisladores, atletas, actores y otros negros, muchos trabajando codo a codo con la ACLU, que buscan la verdadera igualdad hasta el día de hoy.

Como uno de los principales líderes del movimiento de los derechos civiles, Thurgood Marshall fue el arquitecto de una brillante estrategia legal para poner fin a la segregación y a la lucha contra la injusticia racial en todo el país. Él es más conocido por el caso histórico Brown v. Board of Education de la Corte Suprema de 1954 que desmanteló el precedente de “segregados pero iguales”, iniciando la integración en las escuelas públicas y así como en otras partes de la sociedad. Antes de convertirse en el primer juez negro de la Corte Suprema en 1967, trabajó con la NAACP, fundó The Legal Defense Fund y sirvió en la mesa directiva de la ACLU durante ocho años.

“Donde veas el mal, la desigualdad o la injusticia, opina, porque este es tu país. Esta es tu democracia. Hazlo. Protégelo. Transmítelo.’ — El discurso de graduación en la Universidad de Virginia en 1978″ de Thurgood Marshall.4

Encontré este artículo en el sitio web en the Joint Base San Antonio, que me proporcionó una perspectiva interesante sobre la historia de la raza negra en relación con el ejército. Fue escrito por el coronel George R. Farfour, de Defense Threat Reduction Agency:

“Los estadounidenses afroamericanos acudían para ayudar a su país cada vez que se les llamaba. Desde los cimientos de la independencia hasta las costas de Irak; tanto los soldados, como los marineros, los aviadores, los infantes de marina y los guardianes afroamericanos han demostrado que ellos también tienen un amor feroz de su país y una fortaleza obstinada para triunfar en la batalla. Los estadounidenses afroamericanos están orgullosos de nuestra propia historia de lucha y merecen el lugar que les corresponde en el aprendizaje de esa historia. Desde Crispus Attucks, quien fue asesinado por soldados británicos durante la Masacre de Boston en 1770, hasta los esclavos liberados y fugados de la Guerra Civil, pasando por los soldados Buffalo of Wild West, y hasta el aviador de Tuskegee y llegando hasta hoy; no ha habido escasez de patriotas afroamericanos. Aquí hay remembranzas de solo unos pocos.

El Regimiento de Infantería 369, una unidad afroamericana de la Guardia Nacional de Nueva York conocida como los “Black Rattlers” luchó en la Primera Guerra Mundial bajo el 4º Ejército francés y logró increíbles triunfos en el campo de batalla. A pesar de los obvios prejuicios raciales de la época, ganaron un número impresionante de premios al valor recibiendo más de 171 condecoraciones. Todo el regimiento recibió la prestigiosa Croix de Guerre de Francia. Si bien todavía tenían que viajar en la parte trasera de los autobuses, sus actos heroicos eran tan conocidos que recibieron el honor jamás nunca visto de liderar el desfile de la victoria de la Primera Guerra Mundial de la ciudad de Nueva York. Y los alemanes, reconociendo la asombrosa tenacidad de su enemigo, les pusieron el apodo de “Harlem Hell-fighters”. ‘

La Segunda Guerra Mundial saco a la luz otra ola de distinguidos patriotas afroamericanos. En el USS West Virginia, la suboficial de 3ª clase de la Marina Doris Miller, una cocinera, se levantó temprano el 7 de diciembre de 1941. Mientras servía el desayuno, las explosiones sacudieron el poderoso barco y se dirigió a la cubierta superior. Al ver las llamas, el caos y la muerte, Miller primero ayudó al oficial de mando herido, llevándolo a un lugar seguro. Luego tomó el control de una estación de una de las muchas ametralladoras sin usar y comenzó a disparar. Aunque fue entrenado solo como cocinero y sin instrucción en el uso del arma automática, Miller derribó dos aviones japoneses antes de que cesaran los ataques. Nunca abandonó su puesto durante las horas del ataque, un puesto que asumió por necesidad. El comandante de Pacific Fleet, el almirante de la Marina Chester Nimitz, entregó personalmente a Miller la Navy Cross, un remio al valor solo superado por de Medal of Honor.

El General de la Brigada Charles McGhee, también nos da una lección imperecedera de fortaleza para la misión. Después de interminables intentos de minimizar sus habilidades, los aviadores de Tuskegee finalmente fueron enviados a combatir con una sola misión: escoltar y proteger a bombarderos de los bombardeos de la ofensiva alemana. Cuando se le preguntó por qué nunca se había convertido en una estrella, derribando 5 o más aviones enemigos, dijo: “convertirse en una estrella nunca fue más importante que proteger a los bombarderos. En otras palabras, la misión era más importante que la fama personal. Y se convirtieron en legendarios por su compromiso con la misión y, como resultado final, con nuestro país.

Vietnam vio al soldado Milton Olive III, de 18 años, recibir de Medal of Honor por un acto de valentía que pocas personas en una guerra han igualado. La unidad de Olive estaba bajo fuertes ataques enemigos del Viet Cong. Mientras el enemigo huía de los contraataques del 3er Pelotón del soldado Olive, algunos Viet Cong se volvieron y lanzaron granadas, una de las cuales cayó cerca de Olive, y de tres de sus amigos y del líder del pelotón. Olive agarró la granada y la cubrió con su cuerpo, absorbiendo la explosión y salvando a sus compatriotas, mientras aseguraba el éxito del contraataque. En la ceremonia de la Casa Blanca para presentar de Medal of Honor póstumamente a los padres de Olive, el presidente Johnson evoco la razón por la que debemos recordar el ejemplo de Olive y de otros como él: “Al morir, nos enseñó a aquellos de nosotros que quedamos cómo debemos vivir.’ 5

****

No hay escasez de grandes estadounidenses de la raza negra para honrar. Honrémoslos con medidas y progreso. Si bien se han logrado avances gracias a estas personas, todavía queda mucho trabajo por hacer.

La misión del Fedcap Group es proporcionar bienestar económico a las personas; sin embargo, demasiados datos ilustran las disparidades raciales de la economía en curso. Como se encontró en el reciente informe de Bureau of Labor Statistics; la tasa de desempleo entre los estadounidenses negros (5.4%) es más alta que el promedio nacional (3.4%) y la de los blancos (3.1%). Otro informe reciente del Brookings Institute encontró una creciente diferencia de empleo racial, especialmente para las mujeres de color. Debemos ser incansables en nuestro esfuerzo por limitar estas diferencias.

La historia de nuestro país solo se enriquece al recordar a las diversas personas que ayudaron a darle forma. El Mes de la Historia de la Raza Negra ayuda a crear conciencia y conocimiento de las experiencias vividas por los estadounidenses afroamericanos y cómo podemos participar en un diálogo real sobre la justicia racial, social y económica para lograr un cambio significativo. Las palabras sabias anteriores pueden servirnos como nuestro “Verdadero Norte” en la búsqueda de ese objetivo.

1. Inauguración del Museo Nacional de Historia y Cultura Afroamericana de Washington D.C. en 2016.
2. Palabras del Presidente en la recepción del Mes de la Historia de la Raza Negra, Salón Este (18 de febrero de 2016).
3. Cómo es que las conversaciones durante el Mes de la Historia de la Raza Negra pueden ser un camino hacia la comprensión (Comentario), The Palm Beach Post (3 de febrero de 2022).
4. Creando el Mes de la Historia Afroamericana, Construyendo Futuros de los Afroamericanos (1 de febrero de 2023).
5. COMENTARIO: Mes de la Historia de la Raza Negra, un reflejo de la Historia Afroamericana (18 de febrero de 2021).

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The Value of An Outcome-Focused Theory of Change

The Value of An Outcome-Focused Theory of Change

January 30, 2023

I consistently marvel at what can happen when people unite in a common, optimistic purpose. I am humbled by the optimism, the faith, the hope, and ultimately, the courage it takes for those we serve to invite change—especially change that will have far-reaching, long-lasting consequences for generations to come. That said, it is our responsibility as service providers to create a structure within which interventions are delivered with optimal chance for success.

I have done a good deal of research on change theories. Most of them are widely collaborative processes where stakeholders share their views on the problem, resulting in a multi-dimensional challenge with a high level of complexity. I have observed that sometimes in this process, there is a lack of clarity on outcomes.

The approach that I found most compelling comes from the Center for the Theory of Change. The Center describes an effective change theory as a comprehensive description and illustration of how and why a desired change is expected to happen in a particular context. It is focused on mapping out or “filling in” what has been described as the “missing middle” between what a program or change initiative does (its activities or interventions) and how these lead to desired goals being achieved. It does this by first identifying the desired long-term goals and then works back from these to identify all the conditions that must be in place for the goals to occur. These are all mapped out in an Outcomes Framework.

I found this approach compelling because:

    • Change is explicitly tied to interventions which are explicitly tied to outcomes. Too often I find this depth of analysis missing when adopting new models of change/practice. Instead, this model first necessitates clarity within the program regarding expected outcomes. Everyone understands what they are working towards and how success will be measured.
    • It requires debate on how interventions are linked to these outcomes, forcing the collective definition of expectations and assumptions.
    • It involves drawing critical connections between interventions and long-term change. This “backward mapping” or backward design, starts with the short term and long-term goals and builds a set of interventions directly tied to achieving those goals.
    • It provides a structure that makes evaluation more focused and actionable.

      Change that results in desired outcomes is not easy. Developing a process that effectively supports the change process is equally as challenging. Yet in the absence of rigor, there is often a lot of activity and no measurable results. My goal is to ensure that the resources of our organization are invested in activities that result in measurable outcomes.

      As always, I welcome your thoughts.

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