The Casebook Blog

How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living. How to best serve the needs of youth aging out of foster care? The law may believe they’re old enough for independent living, but in reality the barriers to doing so can feel insurmountable. It’s a challenging question for even the most seasoned child welfare professionals, but there are actions that government agencies and non-profit organizations can take that tangibly improve the lives of transition- age youth. Below are a few examples of what social service agencies can do, from programs around the country. Extend the age of eligibility for services in all states: More time means more access to the other factors discussed below including housing assistance, education opportunities, and job training. A 2010 University of Chicago study of transition-age youth in Illinois and Wisconsin found that “the number of years a youth remained in care from age 18 to 21 is positively associated with wages...youth remaining in care attain higher educational credentials and earn higher wages.” Facilitate social capital and connections: How many of us had a family member, teacher, or mentor guide us through milestones like finding our first apartment, opening a bank account, looking for a job, even finding mental health care? Long-term support networks are critical for all of our development, but often harder to access for foster age youth. A 2017 report from Child Trends cites the Southern California Foster Family and Adoption Agency as an example of an organization that breaks that pattern. Their programs include the Foster Alumni co-Mentoring Experience (FACE), which pairs youth in transition with alumni who have previously aged out, providing youth in foster not only with a mentor, but one who understands their unique situation and can help guide them through it. Provide transitional and supportive housing, financial literacy, healthcare, and access to transportation: A 2014 report from the American Youth Policy Forum (AYPF) calls this category permanency support. It’s the foundation on which all of the other important factors are built. After all, you can’t apply for a job if you don’t have an address, and it’s harder to get paid if you don’t have a bank account. Covenant House, an organization with branches across North and Central America, developed their Continuum of Care services with that in mind, including an 18 month long semi-independent housing program that includes classes ranging from cooking to saving money. Expand access to and funding for post-secondary education, job training, and obtaining employment: Many states offer some kind of post-secondary school and support, but only 17 provide state-funded scholarships for transition-age youth, and not all pair education with employment support and training, or professional mentorship. Exceptions include Friends of Foster Care which pairs internship participants with mentors, in Arizona, and Virginia’s Great Expectations program that starts in high school. Great Expectations helps youth gain access to community college education, supports them while they’re in school, and provides additional services that help ease the transition from foster care to independent living.

Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho Everyone has personal information that can't get into the wrong hands. Whether you're in child welfare, workforce development, foster care, community services or any area helping others, working in the social services sector means the most sensitive parts of their lives are in your hands, or at least your case files. How you protect, store, and organize that data is critical for doing your job, and the right software can not only help you stay organized but keep your clients safe. That's where Casebook comes in. With Casebook, privacy and security features kick in the moment you open the software, with an extremely stringent password validation system, continuing with customizable permission levels that easily allow you to determine which staff members have access to what information, encrypts that data so it doesn't fall into the wrong hands, and updates the software on a frequent basis to stay ahead of any new challenges. Speaking of passwords, you can't use Casebook with a password as hackable as welcome123 or anything else as common. Casebook requires that users create passwords that, as Chief Technology Officer Jordan Jan explains, "are extremely hard to guess." In addition to the current strict password controls, he adds that "we are adding multi-factor authentication," providing an extra level of security to ensure users are who they say they are when they first sign in. Individual Permissions Even when authorized users are logged in, however, that doesn't mean every user has the same level of access to an organization's data. As Jan emphasizes, casebook security is based on an idea called the principle of least privilege, meaning that any user should have only the bare minimum level of access needed to complete their jobs, and any additional permissions and access are added as administrators see fit. Each organization decides for itself who should be the administrator that controls the level of access and roles for all employees using the platform. In Casebook, these roles are configurable, allowing variable permission levels that grant the ability to view, modify, create & delete data based on an organization's needs. In practice, this means an individual social worker might only have the ability to edit their own clients' information once the client has completed an intake. Still, they may only be able to view (and not edit) the intake information if another staff member completed the process if it's necessary to do their job. This customizability, Ashley McCullough, Service Delivery Manager at Casebook explains, "is key to data protection." She adds, "We also understand that each organization's privacy needs may be different." An administrative staff member involved in ensuring organizational licenses and certificates are up to date may be able to access those specific documents but not edit them, or only edit what their supervisor or administrator has deemed necessary. Administrators can also set permissions at different levels across different Casebook modules. A staff member might have supervisor access in, for example, the intake feature, but not in cb track, which covers onboarding, licensing, and inspections. Organizations can also adjust how information is labeled on the system. As an example, McCullough cites an anti-human trafficking organization who decided to forgo using real names in their Casebook casefiles, instead cho

For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success. For non-profits and social service organizations working in the career training and workforce development space, offering apprenticeship programs is a great way to ensure that entry-level workers and career changers alike can overcome the pressing challenges of today’s economy. What do the fledgling designers and software engineers at Nava PBC, and aspiring electricians at Georgia Power have in common with aspiring stonemasons and blacksmiths from the 1500s? They’ve all built their careers through apprenticeships. Today’s apprenticeships are a modern update of an ancient training practice developed back when the printing press was the closest thing we had to Twitter. It’s an “earn while you learn” model that combines paid on the job training with classroom learning to equip workers with the skills necessary to succeed in their fields. It also provides companies with a pipeline of diverse talent to fill their hiring needs. As Real Clear Policy reported in 2019, “A whopping 94 percent of workers who complete apprenticeship training stay with their employers, reducing employee churn and creating a more stable and productive workforce.” Apprenticeships have been popular in the construction trades for years, but are now emerging in a variety of additional fields, including healthcare, finance, and information technology. Some apprentices are recruited directly through a company, organization, or trade association. Others are connected through college career services, non-profit organizations, or government agencies that pair apprenticeship candidates with potential opportunities. The reality is that running these programs involves multiple logistical, organizational and programmatic challenges and it’s a lot to juggle. Integration and collaboration are the new watchwords in data management. That’s where Casebook comes in. Instead of multiple shared drives, file cabinets, spreadsheets, random post-its, or toggling between different software programs that don’t meet all of your needs, Casebook’s web-based software keeps all critical case management information in one place. All of your data remains organized, accessible, and secure during all phases of the process: from application to placement, initial training, progress reports, and any post-apprenticeship follow-up, and beyond. With Casebook’s cb Intake, it is easy to start the enrollment of a new apprentice as they express interest in a program. Once accepted, simply create a new case in cb Engage where all notes, documentation and records can be linked to the trainee. In addition to simplifying individual case management, Casebook’s Person Profile also tracks relationships, ensuring organizations can easily coordinate with current apprentices, employers, and mentors and stay on top of leads for new ones. Need to track any apprenticeship-related certifications and licenses? Casebook’s cb Admin can help with that too by allowing the creation of forms, including signature capture, Minimizing paperwork and maximizing efficiency. Casebook is available wherever the internet is: on computers, tablets, even your mobile phone. If you’re in the office, in the field, or increasingly in this current environment, working remotely, Casebook provides access to all of your critical information. Whether you’re a team of three or a statewide agency with thousands of employees, Casebook’s flexibility and customization enables you to successfully meet your individual organization’s needs, so you can focus on your top priority: providing pathways to career success.

Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services?

A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight.

For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand. For most of us reading this article, we didn’t have life completely figured out when we turned 18 years of age. I turned 18 in the middle of boot camp with the United States Marine Corps. I declined to notify my Drill Instructors that it was my birthday, lest they plan a special “celebration” for me. When I emerged from boot camp, I was a United States Marine who had little discipline and income. However, I also had a family to fall back on if things got hard. Most of us who achieved some level of success in life benefited at least one trusted adult during our coming of age into adulthood. Sadly, that’s not the case for many foster youths who age out of our nation’s child welfare system. So let’s talk about those youth for a moment. The Impact of a Trusted Adult is Obvious to All Now, it wouldn’t take a massive research initiative to prove the impact of having a trusted adult in a young person’s life is beneficial. We saw it in our own lives when we became adults. Those of us who have children now can’t imagine abandoning our children during that pivotal season of life. Not to mention, most of us know people we grew up with who did not have such a support system, and we can see the hardship that brought our peer’s lives. So we don’t need the data. Fortunately for you, we have the data anyway. Youth Villages is an organization based in Memphis, TN, which currently operates the most extensive program in the country, showing positive results for former foster youth in multiple areas of life. These results were quantified in a massive research study from MDRC, which spanned multiple years. MDRC is a nonprofit, nonpartisan education and social policy research organization, and this study was funded by grants from The Edna McConnell Clark Foundation, The Annie E. Casey Foundation, and the Bill & Melinda Gates Foundation. The study showed improved outcomes related to immediate needs, such as housing, food, clothing, and avoiding violent relationships. In areas where it did not show an improvement, Youth Villages went back to the table to innovate and follow the data wherever it would lead them. What Youth Villages does for former foster youth is truly remarkable, and I’m not just saying that based on the data or due to the fact that I worked for them for over 13 years. Yet, because I worked for them, I can testify to the impact of transitional living services first hand.

Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time. Nearly 20 years ago, I embarked on what would be a fascinating career serving some of our nation’s most troubled youth. A remarkable career considering that when I started, I didn’t know anything about kids. I was a Political Science major in need of a job post-college when one of the nation’s most respected youth services organizations was looking for a few good men. I use that term figuratively and literally as I was also a United States Marine, and I think the agency was looking for a little muscle to help out with the older troubled youth at a campus. Unfortunately for them, I’m much smaller than my deep voice on the phone would lead you to believe. A COVID-19 Dose of Reality When the COVID-19 shutdowns came to fruition, I knew that there seemed something oddly familiar with all of the weeping and gnashing of teeth that came about. “Where will my kids go to school” or “my child is missing graduation, prom, and all their youthful milestones” were the pleas coming from parents from sea to shining sea. Loss of income put stress on households, and families wondered if they would have a place to live next month or even next week. Mental health came into the focus as the chronic toxic stress exacerbated issues like substance abuse and trauma coming from life in frequent fear. “I’m going to lose everything I’ve ever known in an instant” is the lamentation coming from business owners who don’t understand the decisions being made against their will and supposedly on their behalf by the government. That’s when it hit me. “Oh, America has turned into a nation of foster children,” I said to myself. A Day in the Life of Foster Care All of the anxiety and uncertainty that you and your family are facing right now is but a shadow image of what our foster children face every single day in the child welfare system. You may not know where your child is going to school or what that school environment will look like? Neither does a foster child who has moved from the only home they have ever known. Did your child miss milestones like prom and graduation? So do foster children as they often have to move from home to home and school placement to another. You may not know if you are going to be able to make rent and if you will be able to keep your home and many foster children have no idea if “the new placement” will keep them any longer than the last. If you are struggling with trauma or substance abuse that is triggered by the stress of the unknown, well, kids who live daily in the unknown are not any different. Finally, if you have lost everything you have even known or worked for, then I am genuinely sorry. Just know that when a DCS worker shows up to a child’s home with a black plastic garbage bag, aka the luggage of foster care, they too have lost it all. They are also told it is for their own good, and the fact that it may be true doesn’t lessen the sting or the pain. Empathy is the First Step Towards Action I told you the story about unpreparedness for the career that laid ahead of me for a reason. As a young supervisor working on a residential campus where youth came to live temporarily, I didn’t get it. I did well by the kids and always treated them fairly and with care, but I didn’t have the empathy to fully understand what I was seeing. I can remember a youth crying profusely on his first night there, and I had nothing to offer or console. Fast forward about seven years later into that career, and I was married with my first daughter. During that time, I received a tour of our new residential treatment center for girls when a young teen girl was being restrained for self-harm. She began sobbing, and then, just then, it finally hit me. Behind those tears, I could finally hear the pleas of “I shouldn’t be here” or “why did this happen to me” that rang out in the halls. It took having my daughter to finally gain the proper empathy, and for the first time in my career, tears came to me. I fully understood, and that moment informed the rest of my career. Empathy is the first step towards taking action and truly transforming a youth’s life. If COVID-19 has stressed you and your family, I plead with you to search for empathy for youth who experience those stresses every day. I’m no longer in child welfare services, but I’m confident that front line workers are working harder than ever to support those youth. However, those youth need a family - If you have ever considered answering the call, those youth need you right now. COVID-19 be damned, let empathy carry you forward to action and create change in the child welfare system, one family at a time.

During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together. During Nonprofit Giving Season, we’ll review the impact the pandemic has had on philanthropy and how support put in place by CARES Act could impact your nonprofit. CARES (which stands for Coronavirus Aid, Relief, and Economic Security), passed in early Spring and has six key areas that support nonprofits during the economic crisis caused by COVID-19. Employee Retention Tax Credit: Provides a refundable payroll tax credit up to $5,000 per employee; your nonprofit is eligible for this if you can show your profits/income declined by at least 50% (compared to the previous year). Unemployment Benefit Reimbursement: Consult with your accountant regarding your organization’s unique eligibility, however, at large the CARES act allows nonprofits to be reimbursed for half of any unemployment benefits costs. (Read about why nonprofits, even small and/or developing ones, need accountants here). Paycheck Protection Program: Likely the most talked-about aspect of CARES for nonprofits is the Paycheck Protection Program (PPP) managed by the US Small Business Administration (SBA). Nonprofits, with less than 500 employees, can borrow 2.5 times their monthly payroll expenses (up to $10 million). While PPP is technically a loan (since most small businesses are eligible to apply) as a 501c3 nonprofit, you're eligible for forgiveness of the loan, as long as you can show a record of continued employment of the staff covered during the loan period (24-weeks). You must apply through an SBA 7(a) lender. Funds can be used to offset payroll costs, rent, and utility expenses and (if applicable) any interest on a mortgage or outstanding debt. There are limits, such as a cap at $100,000 for an individual's salary, and the funds must be justifiable/vital to support the organization's livelihood. Read in-depth on PPP here. Economic Stabilization Fund: Less often spoken about is this aspect of CARES. Nonprofits that do not qualify for PPP coverage, or those who don’t need salaries covered, can apply for a low-interest loan (2.75% for approved nonprofits) with a $2 million loan maximum. Unlike PPP, the Economic Stabilization Fund does not have a limit on the number of employees and has a slightly broader definition for use of funds. The funds must be used to retain employees as well as to support compensation and benefits. However, a nonprofit cannot receive both PPP and Economic Stabilization Fund loans. Emergency Economic Injury Disaster (EIDL) Grants: These grants (provided by the SBA) are dispensed from the same funding streams as the previously mentioned Economic Stabilization Fund and PPP, however, they are micro ($10,000) Advances distributed within 3 days of an approved application. Currently, funds are depleted, but EIDL loan applications (from the Economic Stabilization Fund) will still be processed even though the Advance is no longer available. Charitable Giving Incentives: Prior to the pandemic, deductions for individual charitable contributions were limited to no more than 60% of your adjusted gross income. Now, there is no 2020 limit on charitable contributions, for individuals and corporate giving limitations have been raised from 10% to 25%. This essentially means there is no cap on what an individual can give (all donations are fully tax-deductible) and corporations can now deduct 2.5 times more than they would have normally been allowed by IRS regulations. Although the SBA has distributed the micro-grant programs, there are many cities and counties across the US that have just recently received state allocated CARES Act funding. Many of these municipalities are still distributing funds coordinated by major foundations and city-driven funds in their area (for example Alabama CARES, California Community Foundation & Bayou Recovery Fund.) Many nonprofits worried that philanthropy would dwindle during the 2020 economic crisis. History has shown us, and these past few months have underlined, that available funding priorities shift more so than fully deplete. The CARES tax and loan programs, combined with grant-making institutions rising to support their communities, have created a window for nonprofits across sectors. While recessions typically trigger a drop in individual giving, public charities that focus on direct support (in particular for food and housing security, and disaster relief) saw an increase in giving. With the giving season rapidly approaching, keep in mind that over 30% of nonprofit contributions are received towards the end of the year. In fact, nearly 12% of all giving happens during the last few days of the year. Keep in mind the CARES Act supports, but also ensure that your organization pursues a strong strategy for end of year giving. Appeal to your network, your community, and to institutional funders (quick guide to end of year giving here). Nonprofits are essential to the public good sector, and we can get through this—together.

Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do? Without exception, perhaps the most tangible reward for a job well done in the child welfare service is seeing a young child find their forever family via adoption. Yes, it’s great to see children go back home to their birth families as well. To say that I enjoyed witnessing the adoption of a child is not to say that I prefer that outcome to the latter. Birth family reunification is a wonderful sight to see, but to see a child whose parental rights have been terminated emerge from the precipice of disaster to now having a place to call home for life is amazing. It’s like a 4th quarter comeback in football where the odds of success were slim to none. It is Appropriately and Disappointingly Hard to Terminate Parental Rights At the end of the day, it should be difficult to terminate the rights of one or both parents. Yet, at the end of that very same day, it is frustratingly difficult to watch a child languish in foster care while this process drags on. I’m not smart enough to offer a solution, and it is unlikely anyone would listen to me if I did, but I do want you to understand what this means for the youth in care, namely, that they will spend a very long time in care. Years in care as I’ve never seen a quick solution to this dilemma. Now, I don’t think that I need to share with you all the dangers associated with prolonged stays in the child welfare system. That’s not to disparage the staff, foster parents, agency works, and others involved. It’s just a messy system, and even when it goes well, it’s still messy. So what’s the harm of waiting years of care if the child is already living in their soon to be forever home? Over 13 years working in the field has taught me that no home is forever until the judge makes it official. Permanency Only Matters If It Is Permanent I’ve watched loving families take in a 2-year-old under the hopes of adopting them, but by the time the parental rights were terminated, that couple now had a kid of their own and are no longer interested in adoption. So the kid, who is now 4 or 5 years old, must leave the only home he remembers. I’ve seen a moderately well-behaved 10-year-old land in his potential forever home, and then, by the time the parental rights are terminated, he is an angry 13-year-old, and the parent can no longer handle his behavior. I’ve seen a potential adoptive parent back out the week the adoption was to be finalized. My friends, permanency only matters if it is indeed permanent. A forever family is only forever if it lasts. So when I see a child in a “forever home” while awaiting the termination of parental rights, I watch it with a great deal of anxiety. When the forever family is in court for the finalization, and the judge makes it official, I cheer like I’ve been watching a last-second hail mary float through the air for three years and finally come down and land in the endzone. So what’s the point of this story, and what can you do?