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Single Stop Named a Leading Tax Time Ally by Intuit Financial Freedom Foundation for its Effort Assisting Working Families and Underserved Communities with Tax Preparation

Single Stop Named a Leading Tax Time Ally by Intuit Financial Freedom Foundation for its Effort Assisting Working Families and Underserved Communities with Tax Preparation

Single Stop Awarded $150,000 by Intuit Financial Freedom Foundation to Expand its Virtual Tax Services to Rural Communities

Single Stop—a company of The Fedcap Group that provides benefit screening to connect individuals to eligible benefits and resources, including free income tax return preparation—has been recognized by Intuit Financial Freedom Foundation as a Leading Tax Ally for assisting working families and individuals from underserved communities with tax preparation. The foundation has awarded Single Stop $150,000 to help expand its virtual tax preparation service to underserved rural communities.

Learn more about the tax preparation services offered by Single Stop, and the Intuit Financial Freedom Foundation award, on the Single Stop website. 

 

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Science Bears Out the Power of the Story

Science Bears Out the Power of the Story

Stories show us how to bear the unbearable, approach the unapproachable, conceive the inconceivable. Stories provide meaning, texture, layers and layers of truth.

Joseph Campbell

October 31, 2022

Every one of us has a story worth telling—our stories are what gives our lives meaning.

The stories of the individuals whose lives we touch connect us in a way that very few things do. They show us a world beyond our own—a world where we get to walk alongside another, seeing things from a lens that is different from our own.

Stories give us what the poet Mary Oliver calls the “sustentation of empathy”—an ability to see a truth different from our own, but equally as valuable, as poignant, as full of hope and fear, experience, and triumph as the narratives of our own lives.

Stories provide us an opportunity to learn from another person’s experience and can shape, strengthen, or challenge our opinions and values. When a story catches our attention and engages us, we are more likely to absorb the message and meaning. And when we hear the stories of those we serve, we are reminded why we do the work we do.

When we hear about the defining moment in people’s lives, where they were transformed by a new skill, a new opportunity, critical resources, words of encouragement, our sense of purpose is heightened.

A growing body of brain science offers even more insight into what’s behind these experiences.
According to Liz Neely, Director of the Story Collider, “On functional MRI scans, many different areas of the brain light up when someone is listening to a narrative. One study of listeners found that the brain networks that process emotions arising from sounds—along with areas involved in movement—were activated, especially during the emotional parts of the story.”

As you hear a story unfold, your brain waves actually start to synchronize with those of the storyteller, says Uri Hasson, professor of psychology and neuroscience at Princeton University. When he and his research team recorded the brain activity in two people as one person told a story and the other listened, they found that the greater the listener’s comprehension, the more closely the brain wave patterns mirrored those of the storyteller.

At the end of November, The Fedcap Group will be hosting our annual Celebration of The Power of Possible Gala. Our theme, Bridging the Distance to Economic Well-Being, provides the backdrop for the stories of individuals who have risen above life-defying odds to go on to not only survive, but also to thrive and ultimately to go on to help and inspire others.

I often reflect on the stories I have heard and the countless lives that have changed. And I am encouraged that every day new narratives are being created.

I look forward to hearing from you and how you use stories as a way to emphasize the impact of your work.

La Ciencia confirma el Poder de las Historias

 

Las historias nos muestran cómo soportar lo insoportable, acercarnos a lo inaccesible, concebir lo inconcebible. Las historias proporcionan significado, textura, capas y capas de hechos reales.

José Campbell

31 octubre 2022

Cada uno de nosotros tiene una historia que vale la pena contar: nuestras estadísticas son lo que da sentido a nuestras vidas.

Las historias de las personas cuyas vidas tocamos, nos conectan de una manera que muy pocas cosas lo hacen. Nos muestran un mundo más allá del nuestro, un mundo donde podemos caminar junto a otro, viendo las cosas desde una perspectiva que es diferente a la nuestra.

Las historias nos dan lo que la poetisa Mary Oliver llama la “sustentación de la empatía”: la capacidad de mirar una verdad diferente a la nuestra, pero igualmente valiosa, tan conmovedora, tan llena de esperanza y miedo, experiencia y triunfo como las narrativas de nuestras propias vidas.

 

Las historias nos brindan la oportunidad de aprender de la experiencia de otra persona y pueden moldear, fortalecer o desafiar nuestras opiniones y valores. Cuando una historia nos llama la atención y nos involucra, es más probable que absorbamos el mensaje y el significado. Y cuando escuchamos las historias de aquellos a quienes servimos, se nos recuerda por qué hacemos el trabajo que hacemos.

Cuando escuchamos sobre el momento decisivo en la vida de las personas, donde fueron transformadas por una nueva destreza, una nueva oportunidad, recursos críticos, palabras de aliento; nuestro sentido de propósito se intensifica.

Un creciente grupo en la ciencia del cerebro ofrece aún más información sobre lo que hay detrás de estas experiencias.

Según Liz Neely, directora de “Story Collider”: “En las imágenes de resonancias magnéticas funcionales, muchas áreas diferentes del cerebro se iluminan cuando alguien está escuchando una narración. Un análisis de oyentes encontró que las redes cerebrales que procesan las emociones que surgen de los sonidos, junto con las áreas involucradas en el movimiento, se activan, especialmente durante las partes emocionales de la historia”.

A medida que escuchas cómo se desarrolla una historia, tus ondas cerebrales comienzan a sincronizarse con las del narrador, dice Uri Hasson, profesor de psicología y neurociencia en la Universidad de Princeton. Cuando él y su equipo de investigación registraron la actividad cerebral en dos personas mientras una persona contaba una historia y la otra escuchaba, encontraron que cuanto mayor era la comprensión del oyente, más de cerca los patrones de ondas cerebrales reflejaban las del narrador.

A finales de noviembre, The Fedcap Group organizará nuestra Gala anual “The Power of Possible”. Nuestro lema, “Bridging the Distance to Economic Well-Being”; proporcionará el telón de fondo para las historias de personas que se han elevado por encima de las adversidades que les desafían la vida para continuar no solo sobreviviendo, sino también procesando y, en última instancia, ayudando a inspirar a otros.

A menudo reflexiono sobre las historias que he escuchado, asi como de las innumerables vidas que han cambiado. Y me alienta que cada día se creen nuevas historias.  

Espero saber de ustedes y del cómo usan las historias como una forma de enfatizar el impacto de su trabajo.

 

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Fedcap Inc.’s IMPACT Program Connects 165 Participants to Sustainable Futures

Fedcap Inc.’s IMPACT Program Connects 165 Participants to Sustainable Futures

Over 100 individuals have gained sustainable employment through Fedcap Inc.’s IMPACT program.

Graduates of Fedcap Inc.’s IMPACT program recently gathered at Citi Field to collect their certificates and celebrate their successful completion of the program. The evening was an opportunity for graduates to reflect and reunite with their mentors, coaches, and instructors. Thanks to special nonprofit pricing from The Mets, Fedcap Inc. was able to celebrate and enjoy a night out at the ballgame with hotdogs, hamburgers, and soft drinks.

The Mayor’s Office of Criminal Justice (MOCJ) IMPACT program is for individuals leaving Department of Correction custody and helps releasees find sustainable employment, which in turn helps them positively reintegrate in the community. Fedcap Inc. enrolls voluntary participants through outreach to individuals and referrals from community partners. Once immediate needs for food, housing, healthcare and childcare, and transportation are assessed and resolved, the program offers skills training, workshops on re-entering the workplace and workplace culture, and job entry and retention services.

Tyrone Alexander, a graduate of the program, moved on from homelessness and instability to developing his culinary skills and in addition to holding steady work, he’s saving up for his own food truck. Demar Veitch gained construction skills and became a flagger at a work site in Queens, and the positive experience has given him the encouragement to apply to become a carpenter’s apprentice. 

Learn more about the IMPACT program and the difference it’s making on the Fedcap Inc. website. 

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Transparency, Sincerity, and Passion in Leadership Communication

Transparency, Sincerity, and Passion in Leadership Communication

October 24, 2022

I have spent a fair amount of time in Insights talking about the importance of communication—to board members, staff, stakeholders and investors. Lack of communication creates a void and as we know, when there is a void of clear and positive communication, people fill that void with their own perspectives. Employees need to hear from their leaders.

For me there are three critical components in effective communication with people from across our organization: transparency, sincerity, and passion.

Transparency: This past week, I held a Brown Bag Lunch (BBL) for staff from across the agency. I do this from time to time as a way of maintaining communication with our nearly 3,000 staff. This BBL was focused on leadership’s vision for the company, and our long-term strategic plan.

This is an important discussion and based on the number of questions posed during the BBL, it’s clear that our employees have a real interest not just in the direction of the agency, but the thinking behind that direction. And they want to be part of the development of that thinking—they want to be asked about their experiences and feel confident that leaders consider their perspectives.

Further, it is clear that staff want to understand the drivers behind decisions and the way data and market trends inform thinking. They don’t just want to hear the end of the story, but be part of the development of that story. This requires transparency. Strong leaders don’t hide their decision-making processes; they open them up for review and comment. Strong leaders value the give and take of finding real solutions. Strong leaders tell the truth.

Sincerity: The more sincere leaders are in their communications, the more approachable they are to staff. Sincerity can be described as a mix of honesty and genuineness, and staff can actually feel the truth in the words. Sincerity and authenticity require that we let staff know the times we have struggled or failed, that we are students as well as just teachers, that we own decisions and are accountable for results, that we have the ability to laugh at ourselves, and that we freely give credit to others.

These elements of character must be woven into communication with individuals from across the organization. The absence of these characteristics can result in a loss of trust between employees and their leaders.

Passion: The Fedcap Group is a mission driven organization. We do what we do in order to change lives, to make the world a better place. That said, we still deal with the same issues facing any business: revenue vs. expense pressures, competition for new business, challenges in recruitment of top talent, fast-paced technology advances, and more.

What inspires us to keep doing the important work amidst these pressures is our passion for our mission. The conviction that we are making a difference.

As leaders, when communicating to our employees, we need to make certain that our passion for the work we do is evident. We need to inspire. We need to communicate the ways that we are making an impact and we need to make certain that every staff member feels part of that impact.

Passionate leaders are fully engaged, and their staff know it. Listening to a leader with real passion for the work ignites the spirit, and drives teams to do work together to meet the day-to-day challenges of the work.
Effective communication is not easy. It requires work, planning and consistency. Strong leaders work at being effective communicators. While we are not all great orators—we can and must develop the skills to get our message across.

As always, I welcome your thoughts.

Transparencia, Sinceridad y Pasión en la Comunicación de Liderazgo

24 octubre 2022

He pasado una buena cantidad de tiempo en Insights hablando sobre la importancia de la comunicación; para los miembros de la junta, el personal, las partes interesadas y los inversores. La falta de comunicación crea un vacío y, como sabemos, cuando hay un vacío de comunicación clara y positiva, las personas llenan ese vacío con sus propias perspectivas. Los empleados necesitan escuchar a sus líderes.

Para mí, hay tres componentes críticos en la comunicación efectiva con personas de toda nuestra organización: Transparencia, sinceridad y pasión.

Transparencia: La semana pasada, celebré un “Brown Bag Lunch” (BBL) para el personal de toda la agencia. Hago esto de vez en cuando como una forma de mantener la comunicación con nuestros casi 3,000 empleados. Este “BBL” se centró en la visión de liderazgo para la compañía y nuestro plan estratégico a largo plazo. Esta es una conversación importante y, según la cantidad de preguntas planteadas durante el “BBL”.

está claro que nuestros empleados tienen un interés real no solo en la dirección de la agencia, sino también en el pensamiento detrás de esa dirección. Y quieren ser parte del desarrollo de ese pensamiento: quieren que se les pregunte sobre sus experiencias y sentirse seguros de que los líderes consideren sus perspectivas.

Además, está claro que el personal quiere comprender los impulsores detrás de las decisiones y la forma en que los datos y las tendencias del mercado informan el pensamiento. No solo quieren escuchar el final de la historia, sino ser parte del desarrollo de esa historia. Esto requiere transparencia. Los líderes fuertes no ocultan sus procesos de toma de decisiones; los abren para su revisión y comentarios. Los líderes fuertes valoran el dar y recibir de encontrar soluciones reales. Los líderes fuertes dicen la verdad.

Sinceridad: Cuanto más sinceros son los líderes en sus comunicaciones, más accesibles son para el personal. La sinceridad puede describirse como una mezcla de honestidad y autenticidad, y el personal puede sentir la verdad en las palabras. La sinceridad y la autenticidad requieren que le hagamos saber al personal las veces que hemos luchado o fallado, que somos estudiantes y solo maestros, que somos dueños de las decisiones y somos responsables de los resultados, que tenemos la capacidad de reírnos de nosotros mismos y que damos crédito libremente a los demás.

Estos elementos del carácter deben estar entretejidos en la comunicación con individuos de toda la organización. La ausencia de estas características puede resultar en una pérdida de confianza entre los empleados y sus líderes.

Pasión: El Grupo Fedcap es una organización impulsada por la misión. Hacemos lo que hacemos para cambiar vidas, para hacer del mundo un lugar mejor. Dicho esto, todavía lidiamos con los mismos problemas que enfrenta cualquier negocio: presiones de ingresos frente a gastos, competencia por nuevos negocios, desafíos en el reclutamiento de los mejores talentos, avances tecnológicos acelerados y más.

Lo que nos inspira a seguir haciendo el importante trabajo en medio de estas presiones es nuestra pasión por nuestra misión. La convicción de que estamos haciendo la diferencia.

Como líderes, al comunicarnos con nuestros empleados, debemos asegurarnos de que nuestra pasión por el trabajo que hacemos sea evidente. Necesitamos inspirar. Necesitamos comunicar las formas en que estamos haciendo un impacto y debemos asegurarnos de que cada miembro del personal se sienta parte de ese impacto.

Los líderes apasionados están totalmente comprometidos, y su personal lo sabe. Escuchar a un líder con verdadera pasión por el trabajo enciende el espíritu e impulsa a los equipos a trabajar juntos para enfrentar los desafíos diarios del trabajo.

La comunicación efectiva no es fácil. Requiere trabajo, planificación y consistencia. Los líderes fuertes trabajan para ser comunicadores efectivos. Si bien no todos somos grandes oradores, podemos y debemos desarrollar las habilidades para transmitir nuestro mensaje.

Como siempre, agradezco tus comnentarios.

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Time to Close the Digital Skills Divide | Op-Ed for Empire Report by Christine McMahon

Time to Close the Digital Skills Divide | Op-Ed for Empire Report by Christine McMahon

We need to create more flexible and inclusive on-ramps to education and high-tech careers by building new ways to enable students to bridge the digital divide toward economic well-being.

Christine McMahon, President and CEO of The Fedcap Group, shared views on the complex reasons behind the digital skills divide, and what The Fedcap Group is undertaking to help individuals, especially those from underserved communities, to bridge that divide and move toward a path to economic well-being. Read her op-ed in Empire Report.

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Being A Resilient Organization

Being A Resilient Organization

October 10, 2022

Every day, I marvel at the resilience of the individuals we serve. Whether it be veterans wounded both physically and psychologically with the scars of battle; men and women struggling to find a job and support their family; young people who have moved from foster home to foster home; those struggling with substance abuse disorders or mental illness; and those who have been incarcerated only to re-enter society defined by the stigma of their past.

Yet above all, I am struck by their extraordinary resilience.

What are the catalysts for resilience? There is considerable research about what makes human beings resilient. Resilience is found when an individual feels: competent—skills and attitude to meet whatever challenges arise; confident—in their various abilities; connection—to a mentor, a leader, a family member who has faith in their ability to succeed; contribution—to something greater than him or herself; and control—over the basic aspects of their lives.

While the issues are clearly very different, organizations, too, are also susceptible to the impact of their environment. Change is constant. Contracts shift. Foundation awards run their course. Federal funding streams change. The political climate shifts with new leaders. New technology is introduced. Staff move into new roles. A pandemic rocks our understanding of the world. These forces create stress—sometimes significant stress. But like people, organizations can build their resilience muscles so that change is understood and managed effectively and collectively.

These “c’s” of resilience for human beings are equally as applicable to organizations.

For an organization to feel competent, there needs to be a common understanding of mission and short- and long-term goals, the measures used to assess goal achievement, and ready access to these data. Transparent discussions about impact data assists staff in feeling confident that their efforts are making a difference.

Organizational confidence comes from leaders who are clear and focused on the right things at the right times. A tremendous sense of organizational confidence results from leaders who are ahead of the game, on top of market trends and who rapidly respond to crisis—such as the recent pandemic.

Organizational connection is essential—to each other, to our Board, our funders, our stakeholders, and of course, to those we serve. These connections help us feel a part of something greater than ourselves and enable us to leverage critical relationships to advance organizational goals.

Contribution is an easy “muscle” to fall back on as every day we are able to see the fruits of our hard work in the successes of those we serve. This “doing” makes us feel we are part of something important, something larger than ourselves.

And finally, control … while we may not have a great deal of control over the future, as I have discussed many times in Insights, we absolutely have the ability and the responsibility to prepare for it by carefully tracking to the evolving environment and emerging market trends.

Resilient organizations are able to sustain large and small internal and external shifts—ensuring that they are able to continue to do mission-driven work.

As always, I welcome your thoughts.

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Adaptive Leadership Is Critical in Times of Organizational Growth

Adaptive Leadership Is Critical in Times of Organizational Growth

October 3, 2022

Strong leaders bring out the very best in their employees and at the same time work to instill the qualities that drive growth and progress—qualities such as seeing possibility, understanding market trends and applying them to current products, building trust with funders, understanding the consumer experience, and course correcting rapidly as necessary. When a company’s leadership team consistently employs these qualities, there is a strong likelihood that your organization will grow. But then what? Not only do leaders need to manage the growth—but also they need to help their senior leaders manage it.

Over the next several weeks I will be discussing the concept of Adaptive Leadership and how critical it is in times of rapid and extensive growth.

Adaptive Leadership theory was introduced by Harvard professors and authors Marty Linsky and Ronald Heifetz. According to Linsky and Heifetz, leaders who employ an adaptive style are self-motivated, focused on performance, and have high levels of emotional intelligence. They know how to appropriately delegate and can remain level-headed in tense or hectic scenarios, thereby taking only calculated actions with results in mind. Adaptive Leadership goes hand in hand with past Insights discussions, especially understanding market trends and using data to drive organizational growth.

Companies grow either by expanding in their current market or by entering new markets—and both require a change in how leaders lead. According to Forbes, adaptive leaders move through the following developmental stages:

  • Seek out insights and perspectives from others. Envision and manage every step you might take by teaming up with other individuals whose skills can benefit your organization. If your company or program has grown significantly, reach out to others who have effectively managed exponential growth—learn from them, bring them in for consultation. Learn from their mistakes so that you don’t have to repeat them.
  • Analyze your team, identify strengths and gaps. Watch how the team members function independently and together. Pay attention to their decision making, their thinking, their actions.
  • Build the right team, strategically filling the gaps in skills and expertise required to effectively lead in the new environment. Do not bring in a team of people who all do the same thing—even if they are all very good. Bringing in talented staff who can do their jobs independently, and establish transparent systems and processes, provides optimal chance for organizational success during times of rapid and extensive growth.

According to an article from Western Governors University, this team should be charged with focusing on the following:

  • What is precious vs. expendable. When a business is in a period of significant growth, one fundamental question arises: What’s worth keeping and what isn’t? An adaptive leader knows it’s necessary to let go of elements that once seemed precious, in order to make room for others. For example, bidding farewell to a vendor relationship the company has had for decades or nixing a process that used to boost efficiency but now hinders it. In short, for an organization to grow, this parting with the past has to happen.
  • Experimentation and smart risks. Adaptive leaders use times of growth to encourage creativity and innovation that aligns with the organization’s goals and objectives. Using the strength of the new team—think bold and test what works best in this new environment because within these challenges lies the potential to propel the company to new heights.

Adaptive Leadership can have an enormous impact on an organization in the throes of significant growth because this leadership model places such a strong emphasis on smart teamwork, courage to change course, innovation, and testing.

As always, I welcome your comments.

El Liderazgo Flexible es Fundamental en Tiempos de Crecimiento Organizacional

3 octubre 2022

Los líderes fuertes sacan lo mejor de sus empleados y, al mismo tiempo, trabajan para inculcar las cualidades que impulsan el crecimiento y el progreso; cualidades tal como ver posibilidades; comprender las tendencias del mercado y aplicarlas a los productos actuales; generar confianza con los donadores, comprender la experiencia del consumidor y corregir el curso de golpe según sea necesario. Cuando el equipo de liderazgo de una empresa emplea constantemente estas cualidades, existe una gran posibilidad de que su organización crezca. ¿Pero luego qué? Los líderes no solo necesitan administrar el desarrollo, sino que también deben ayudar a sus gerentes principales a administrarlo.

Durante las próximas semanas hablaré del concepto de Liderazgo Flexible y cuán crítico es en tiempos de expansión rápida y extensa.

La teoría del liderazgo flexible fue introducida por los profesores y autores de Harvard Marty Linsky y Ronald Heifetz. De acuerdo con Linsky y Heifetz, los lideres que emplean un estilo flexible son automotivados, se centran en el rendimiento y tienen altos niveles de inteligencia emocional. Ellos saben cómo delegar apropiadamente y pueden permanecer juiciosos en escenarios tensos o frenéticos, y de ese modo tomar solo acciones deliberadas con los resultados en mente. El liderazgo flexible va de la mano con las conversaciones pasadas de “Insights”; especialmente la comprensión de las tendencias del mercado y el uso de datos para impulsar el crecimiento de la organización.

Las empresas crecen ya sea ampliándose en su mercado actual o ingresando a nuevos mercados, y ambos requieren un cambio en la forma en que los líderes dirigen. Según Forbes, los lideres flexibles se mueven a través de las siguientes etapas de desarrollo:

  • Recaba conocimientos y perspectivas de los demás. Concibe y administra cada paso que puedas dar al asociarte con otras personas, cuyas habilidades pueden beneficiar a tu organización. Si tu empresa o programa ha crecido significativamente, comunícate con otras personas que hayan administrado efectivamente el crecimiento exponencial; aprende de ellos, tráelos para una asesoría. Aprende de sus errores para no tener que repetirlos.
  • Analiza a tu equipo, identifica fortalezas y deficiencias. Observa cómo funcionan los miembros del equipo tanto de forma independiente como juntos. Pon atención a su toma de decisiones, sus opiniones, sus acciones.
  • Estructura el equipo adecuado llenando estratégicamente las deficiencias en habilidades y experiencia requerida para liderar de manera efectiva en el nuevo entorno. No estructures a un equipo de personas que hagan lo mismo, incluso si todas son muy buenas. Incorpora personal talentoso que pueda hacer su trabajo de forma independiente y establece sistemas y procesos transparentes; proporcionando una oportunidad óptima para el éxito de la organización en tiempos de crecimiento rápido y extenso.

De acuerdo con un artículo de Western Governors University, este equipo debería encargarse en el enfoque de lo siguiente:

  • Lo que es valioso versus lo que es prescindible. Cuando un negocio se encuentra en un período de crecimiento significativo, surge una pregunta fundamental: ¿Qué vale la pena conservar y qué no? Un líder flexible sabe que es necesario dejar de lado aspectos que alguna vez parecieron valiosos, para hacer espacio para los demás. Por ejemplo, decirle adiós a una relación con el proveedor que la compañía ha tenido durante décadas o rechazar un proceso que solía aumentar la eficiencia, pero ahora lo obstaculiza. En resumen, para que una organización crezca, esta separación del pasado tiene que pasar.
  • Experimentación y riesgos hábiles. Los líderes flexibles utilizan los tiempos de crecimiento para fomentar la creatividad y la innovación que se alinean con las metas y objetivos de la organización. Usando la fuerza del nuevo equipo, piensa en serio y prueba lo que funciona mejor en este nuevo entorno porque dentro de estos desafíos se encuentra el potencial para impulsar a la empresa a nuevas alturas.

El liderazgo flexible puede tener un enorme impacto en una organización en medio de un crecimiento significativo porque este modelo de liderazgo pone un fuerte énfasis en el trabajo en un esfuerzo combinado, el coraje para cambiar de rumbo, la innovación y las evaluaciones.

Como siempre, agradezco tus comentarios.

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The Fedcap Group’s Civic Hall and RAL Development Services Finalize Agreement to House CIVIC HALL @ UNION SQUARE in New Zero Irving Development

The Fedcap Group’s Civic Hall and RAL Development Services Finalize Agreement to House CIVIC HALL @ UNION SQUARE in New Zero Irving Development

CIVIC HALL @ UNION SQUARE Will Be a State-of-the-Art Digital Skills Training Hub, Technology Incubator, and Conference and Community Space

Sponsored by The City of New York’s Economic Development Corporation, CIVIC HALL @ UNION SQUARE Will Create a Pipeline of Diverse Trained Talent to Support New York’s Growing Technology Industries

New York, October 3 – New York, NY— RAL Development Services and The Fedcap Group finalized a 25-year lease agreement to house Civic Hall @ Union Square in RAL’s new Zero Irving development at 124 East 14th Street. Zero Irving is a 21-story, 260,000-square foot tech-focused mixed-use development in the heart of Union Square. As contemplated by RAL’s winning RFP response to the New York City Economic Development Corporation that led to the launch of Zero Irving, The Fedcap Group’s Civic Hall @ Union Square will occupy 85,000 square feet on six floors and include a digital workforce training center with 25 state-of-the-art high-tech classrooms, collaborative community space, a technology start-up incubator, and modern conference and events center. Construction is scheduled to be completed and programs launched in early 2023.

The Fedcap Group’s Civic Hall @ Union Square will provide a comprehensive offering of digital skills and tech training programs—from certificates to degrees— to meet the New York City tech sector’s growing workforce need. The facility will primarily train individuals from underserved communities to provide economic well-being through well-paying sustainable tech jobs. The training and education programs will be delivered by The Fedcap Group’s nation-leading subsidiaries and partners, including Apex Technical School, Power52 Energy Solutions, Paul Smith’s College, and Fedcap Inc.—Fedcap’s workforce training arm. Additional tech training providers, focused on underserved populations working in New York City, will also be invited to utilize the Civic Hall facilities. Individuals trained at Civic Hall @ Union Square will also gain access to a suite of Fedcap’s wraparound services, including Single Stop which links individuals to essential services and benefits, financial literacy training, and other support programs.

“Civic Hall @ Union Square will be the crown jewel of digital skills training, collaboration, and innovation in the tech sector for New York City and beyond,” said Christine McMahon, President and CEO of The Fedcap Group. “Civic Hall @ Union Square will not only lift up and provide a sustainable economic future for many individuals too often left behind in our economy, but also will provide the pipeline to meet the tremendous workforce need for New York City’s thriving tech sector. I want to thank Mayor Adams, and the New York City Economic Development Corporation led by President and CEO, Andrew Kimball, as well as his entire team, for their steadfast support of this critically-important project. I also want to give special thanks to Andrew Rasiej, Co-Founder and President of Civic Hall, for his vision and unending effort to make this project happen.”

“RAL’s development ethos is to be a city builder more than a building builder. That means we take on complex projects that build toward both commercial success and social contributions. The anticipated opening of Civic Hall @ Union Square makes us particularly proud, as we believe that offering tech education in a central, transit-rich location like Union Square will make a genuine difference to the fabric of New York City. We will continue to seek out public-private deals and other projects in New York and beyond that engage our full team toward inclusive developments that enhance communities,” said Spencer Levine, President of RAL Development Services.

“Civic Hall @ Union Square will be a critical hub for New Yorkers of all backgrounds to learn new skills leading to good paying jobs and career pathways in a range of tech sectors,” said NYCEDC President & CEO Andrew Kimball. “I want to thank RAL, Fedcap, Civic Hall, my colleagues at EDC and Council Member Carlina Rivera for their leadership in creating this remarkable public-private partnership.”

A recent study found that although high-tech employment expanded by 45% since 2008—or 2.5 times faster than the New York City economy overall—and despite the fact that tech sector wages are 80% higher than for New York City jobs overall, 70% of employers faced challenges hiring in the sector. And communities of color are often left behind with Black and Latinx workers making up only 18% of the high-tech workforce.

“New York City is full of good paying jobs in exciting industries, but too many people face barriers to accessing these opportunities. I’m proud to support the work of The Fedcap Group and Civic Hall to bring real life skills training and development to people who need it the most,” said Council Member Carlina Rivera. “As we look to our economic future, we must make sure that people are prepared to take positions in growing industries, and that no one is left behind in the pandemic recovery. Working with Community Board 3 and local social services organizations, Civic Hall @ Zero Irving is an amazing opportunity to bring these vital programs to those communities most in need.”

“We must ensure that there are strong pipelines to tech sector jobs and the modern economy, and Civic Hall @ Union Square will play a crucial role in preparing New Yorkers for careers in tech,” said Manhattan Borough President Mark Levine. “I’m looking forward to watching talented New Yorkers learn, collaborate, and grow as we continue our economic recovery here in New York City.”

“This project represents New York City’s unending commitment to every New Yorker, regardless of background, or economic ability, to have the opportunity to fully participate in the 21st Century economy,” said Andrew Rasiej, Co-Founder and President of Civic Hall. “The ultimate goal is for Civic Hall @ Union Square to be a replicable model ensuring that diversity, equity, and inclusion will be the hallmark of our City’s economic future. I want to thank The Fedcap Group, the City of New York Economic Development Corporation, and RAL Development Services for fulfilling the promise we all made to our community and to our City and making the dream of Civic Hall @ Union Square a reality.”

About the Zero Irving Project
In addition to the six floors dedicated to Civic Hall @ Union Square, Zero Irving introduces 176,000 square feet of modern, trophy quality office space across the upper 14 floors of the 21-story building. Views of Midtown and Downtown Manhattan are spectacular, and alternating floors at Zero Irving boast corner double-height dedicated spaces with 23-foot ceilings, offering users distinctive high-impact space. Among the premier office building’s amenities are a large, landscaped roof deck, a 14,000 square foot event and conferencing space available to tenants, a full-service fitness center with lockers, showers and bike storage, and a ground floor indoor/outdoor food hall by Urbanspace with 12+ curated food vendors.

About The Fedcap Group
Since 1935, The Fedcap Group has developed scalable, innovative and potentially disruptive solutions to some of society’s most pressing needs. The Fedcap Group generates more than $400M of revenue annually to serve over 250,000+ people each year across an international footprint. The work of The Fedcap Group is structured within four major areas of practice—workforce development, educational services, health services, and economic development— and delivered through a growing number of top-tier companies—each focused on helping people with barriers achieve long term economic well-being.

About RAL Development Services
RAL Development Services LLC (RAL), http://ralcompanies.com/, is a real estate development firm with a three-generation, 40+ year track record of success in building complex, high-profile projects nationally and internationally. RAL’s multidisciplinary in-house expertise includes predevelopment and approvals, urban planning, architecture and design, finance, construction management, landscape architecture, marketing and leasing, and property management. RAL operates both as a principal owner/developer and as an owner’s representative, bringing its expertise to residential, commercial, mixed-use, planned communities, Resorts and hospitality, and other property types. RAL prides itself on its dedication to the communities it works with, creating strong and lasting relationships with local constituencies wherever they build, as well as employing union labor and collaborating with MWBE contractors when possible. RAL uses and believes in cutting-edge processes and technologies, but never substitutes them for the experience, ingenuity, creativity, passion, leadership, and professional judgment provided by its people.

About Civic Hall
Founded in 2015, Civic Hall is one of the nation’s leading organizations focused on learning and collaboration to advance technology and problem-solving for the public good. It has grown into a thriving community with more than 1,000 members and organizations that includes tech companies, government and nonprofit agencies and philanthropic and academic institutions and has become the center for NYC’s efforts to develop a more diverse, equitable, and inclusive technology industry. The Fedcap Group acquired Civic Hall in 2021.

Contact:
For The Fedcap Group:
Susan Walsh, 212-727-4200, (SWalsh@fedcap.org)

For RAL:
Great Ink Communications, Ltd. – 212-741-2977
Eric Waters (Eric.Waters@greatink.com)
Francisco Miranda (Francisco@greatink.com)

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As Leaders, We Must Understand Market Trends

As Leaders, We Must Understand Market Trends

September 26, 2022

As many of my readers have heard me say many times, nonprofits are businesses—businesses driven by mission—but businesses, nonetheless. And as a business, we need to pay close attention to the trends that are driving the marketplace in which we operate.

According to Hanover Research, 68% of companies that reported increased revenues in the last 12 months used market research to do so. Market research certainly is critical in finding the “next big thing,” but it is also an imperative in making effective projections to ensure strong year over year revenue growth.

A market trend is anything that alters the market your company operates in. According to DemandJump, this could be something as “far-reaching as artificial intelligence technology, as fickle as consumer preferences, or as industry-specific as new regulations. Market trend analysis looks at the history of your business sector, how the sector has changed and grown and where it is expected to go. Consider the market trends that have altered how we do business on a day-to-day basis include changes in technology, changes in customer needs, how we communicate with our customers and other key stakeholders, demographics and changes in the economy. Each of these has directly impacted revenue streams and projections.”

In order to keep your company ahead of the competition, it is important to integrate market trend analysis into regular leadership discussions. Because it is the responsibility of every leader in an organization to understand the trends in their specific area of focus, it might be an interesting exercise for leaders from across the organization to come together to formally document how shifts in your market have impacted how you do business and their impact on annual revenue. Sometimes things become much clearer when formally documented and reviewed.

Another smart strategy to stay “in the know” is to have regularly scheduled conversations with consumers. Understanding what they need and what they consider important is invaluable when in developing new business or refining current business strategies.

While successful businesses don’t simply follow the crowd, but instead create and innovate, there is wisdom in following the work of competitors. This can provide information on their market positioning and whether they are reacting to an emerging trend. This kind of analysis can occur by simply reviewing their website, customer reviews and social media.

By knowing and analyzing data over a set time period, looking for consistent trends or results, leaders will be much more effective in mapping their short- and long-term business strategies that have optimal chance for success.

As always, I welcome your thoughts.

Como Líderes, Debemos Entender las Tendencias del Mercado

26 septiembre 2022

Como muchos de mis lectores me han escuchado decir muchas veces, las organizaciones sin fines de lucro son negocios, negocios impulsados por la misión, pero negocios, no obstante. Y como empresa, debemos prestar mucha atención a las tendencias que están impulsando el mercado en el que operamos.

Según “Hanover Research”, el 68% de las empresas que reportaron un aumento de los ingresos en los últimos 12 meses utilizaron el estudio del mercado para hacerlo. El estudio del mercado ciertamente es fundamental para encontrar la “próxima gran cosa”, pero también es un imperativo para hacer proyecciones efectivas para garantizar un fuerte crecimiento de los ingresos año tras año.

Una tendencia del mercado es cualquier cosa que altere el mercado en el que opera tu empresa. De acuerdo con “DemandJump”, esto podría ser algo tan “de gran alcance como la tecnología de inteligencia artificial, tan voluble como las preferencias de los consumidores o tan específico de la industria como las nuevas regulaciones. El análisis de tendencias del mercado analiza la historia de tu sector empresarial, cómo ha cambiado y crecido el sector y hacia dónde se espera que se vaya. Considera las tendencias del mercado que han alterado la forma en que hacemos negocios en el día a día, incluidos los cambios en la tecnología, y en las necesidades de los clientes, y en la forma en que nos comunicamos con nuestros clientes y otros principales interesados clave, las estadísticas demográficas y los cambios en la economía. Cada uno de estos ha impactado directamente a las fuentes de ingresos y pronósticos. “

Para mantener a tu empresa a la cabeza de la competencia, es importante integrar el análisis de tendencias del mercado en las pláticas regulares de liderazgo. Debido a que es responsabilidad de cada líder en una organización comprender las tendencias en su área específica de enfoque, podría ser un ejercicio interesante para los líderes de toda la organización reunirse para documentar formalmente cómo los cambios en su mercado han impactado la forma en que se hace negocios y su impacto en los ingresos anuales. A veces las cosas se vuelven mucho más claras cuando se documentan y se revisan formalmente.

Otra estrategia inteligente para mantenerse “al tanto” es tener conversaciones programadas regularmente con los consumidores. Comprender lo que necesitan y lo que consideran importante es invaluable cuando se desarrollan nuevos negocios o se refinan las estrategias comerciales actuales.

Si bien las empresas exitosas no siguen simplemente a la multitud, sino que crean e innovan, así que hay sabiduría en seguir el trabajo de los competidores. Esto puede proporcionar información sobre su posicionamiento en el mercado y si están reaccionando a una tendencia emergente. Este tipo de análisis puede ocurrir simplemente revisando tanto su sitio web, como las evaluaciones de los clientes y sus redes sociales.

Al conocer y analizar los datos durante un período de tiempo determinado, buscando tendencias o resultados consistentes, los líderes serán mucho más efectivos en la elaboración de sus estrategias comerciales a corto y largo plazo que tienen una oportunidad óptima de éxito.

Como siempre, espero tus comentarios.

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Bridging the Distance to Economic Well-Being

Bridging the Distance to Economic Well-Being

September 19, 2022

The Engagement Team of The Fedcap Group is steeped in planning for our 2022 Celebration of the Power of Possible Gala, held each year the Monday after Thanksgiving. Each year our theme highlights our mission. Our theme this year—Bridging the Distance to Economic Well-being—is a concept that has significant meaning for every member of our organization.

Economic well-being can be measured by opportunities for educational and career advancement, social inclusion, housing stability, and access to access to transportation and material goods. And while every service we offer is an important stepping-stone to bridging the distance—the ultimate goal is not completion of a program but sustainable, economic well-being for every person served.

This bold goal is integrated into the work that we do in every company of The Fedcap Group. At its core, it assumes that every person we serve—regardless of barriers faced—when provided the right services and opportunities, has the capacity to obtain a job, live in a safe place without fear of going hungry, and be part of a supportive community.

This goal is why over a decade ago, The Fedcap Group established its four practice areas of education, workforce development, health, and economic development—because research makes it clear that these life areas are foundational to sustainable economic well-being.

This goal is why we have recruited international experts to shore up our evidence-based interventions in these areas.

This goal is why we strive to go above and beyond contractual requirements, providing additional supports, filling gaps in service as required.

Building an organizational culture dedicated to this kind of long-term goal is not easy. We must orient new employees to this goal. We must embed this goal into employee training and professional development. We must ensure that leaders from across the organization stress this long-term goal as part of their day-to-day communications. It has to be more than just words—it must come alive in the work of every person in the agency. We must put systems in place to measure short-term progress and long-term goal achievement. We must review these metrics and improve where indicated. We must be focused on helping people develop skills for today and for the challenges tomorrow’s marketplace will demand. We must help people earn an income for today and establish a savings plan for tomorrow. We must help people achieve short term goals all while ensuring that they don’t give up on their long-term dreams.

While challenging, having an organization dedicated to such a bold goal is a rallying point for every person involved in the agency. We all know where we are going, and we all work tirelessly to succeed. Doing more than what is expected of us is the glue that holds our organization together.

I believe that bold goals are inspirational for an organization. They excite staff and inspire people to be the very best they can be. Bold goals help us all to believe in what is possible—and in The Power of Possible.

As always, I welcome your thoughts.

Salvando la Distancia Hacia el Bienestar Económico

19 septiembre 2022

The Engagement Team of The Fedcap Group está super ocupado en la planificación de nuestra Celebración de Gala 2022 de “Power of Possible”, que se celebra cada año el lunes después del Día de Acción de Gracias. Cada año nuestro tema destaca nuestra misión. Nuestro tema de este año, “Bridging the Distance to Economic Well-being”, es un concepto que tiene una importancia trascendental para cada miembro de nuestra organización.

El bienestar económico puede medirse por las oportunidades de progreso tanto educativo como profesional, la integración social, la seguridad de la vivienda y el acceso al transporte y a los bienes materiales. Y si bien cada servicio que ofrecemos es un paso importante para unir la distancia; el objetivo final no es el término de un programa, sino el bienestar económico sostenible para cada persona para la que trabajamos.

Este audaz objetivo está integrado en el trabajo que hacemos en cada empresa del The Fedcap Group. En esencia, se supone que cada persona a la que servimos, independientemente de los impedimentos que enfrentemos, cuando se le brindan los servicios y oportunidades adecuadas; la persona tiene la capacidad de obtener un trabajo, vivir en un lugar seguro sin temor a pasar hambre y a ser parte de una comunidad solidaria.

Este objetivo es la razón por la que hace más de una década, The Fedcap Group estableció sus cuatro áreas de práctica de entrenamiento en educación, en progreso de la fuerza laboral, en salud y en la evolución económica; porque el estudio deja en claro que estas áreas de vida son fundamentales para el bienestar económico sostenible.

Este fin es la razón por la que hemos contratado expertos internacionales para reforzar nuestros procedimientos basados en la evidencia en estas áreas.

Esta meta es la razón por la que nos esforzamos para ir más allá de las obligaciones contractuales, proporcionando ayudas adicionales, completando las faltas en el servicio según sea necesario.

Construir una cultura organizacional dedicada a este tipo de objetivos a largo plazo, no es fácil. Debemos guiar a los nuevos empleados hacia este objetivo. Debemos integrar este fin en la capacitación y el progreso profesional de los empleados. Debemos asegurarnos de que los líderes de toda la organización hagan hincapié en esta meta a largo plazo; como parte de sus comunicaciones diarias. Tiene que ser más que solo palabras, debe cobrar vida en el trabajo de cada persona en la organización. Debemos establecer sistemas para medir el progreso a corto plazo y el logro de objetivos a largo plazo. Debemos revisar estas medidas y mejorarlas donde se indique. Debemos estar concentrados en ayudar a las personas a mejorar tanto habilidades para hoy, así como para los desafíos que exigirá el mercado del mañana. Debemos ayudar a las personas tanto a ganarse un ingreso para hoy, así como establecer un plan de ahorro para mañana. Debemos ayudar a las personas a alcanzar metas a corto plazo mientras nos aseguramos de que no renuncien a los sueños a largo plazo.

Si bien es un desafío, tener una organización dedicada a un fin tan audaz, es un punto de encuentro para cada persona involucrada en la agencia. Todos sabemos a dónde vamos, y todos trabajamos incansablemente para tener éxito. Hacer más de lo que se espera de nosotros es el adherente que mantiene unida a nuestra organización.

Creo que los objetivos atrevidos son inspiradores para una organización. Estos entusiasman al personal e inspiran a las personas a ser lo mejor que puedan ser. Las metas audaces nos ayudan a todos a creer en lo que es posible, y en The Power of Possible.

Como siempre, espero tus comentarios.

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