Dennis Mahoney, CPCU

Tomorrow, the NYC Council Committee on Aging will hold it's budget hearing. People will go into the weeds on particular proposals and providers will advocate for support for their approaches to the work. But there's a fundamental math problem going on here. I call it Acturial Dissonance. In 2016, NYC Planning published New York City Population Projections by Age/Sex & Borough, 2010-2040. It concluded that the population of New Yorkers 65 years and over stood at 1,002,000 in 2010 and is projected to increase to 1,410,000 in 2040—a jump of 408,000 persons or 40.7 percent. The bulk of the increase was expected to occur in the first two decades of the projection period 2010-2030. How has the City prepared for this dramatic expansion of the 65+ population? It has not. The Department for the Aging budget, generally a little less than 1% of the total city budget, fell to less than one-half of one percent in 2023. And now we’re threatened with more cuts. Through another lens: In 2005 people over 65 represented 11.9% of New York City residents By 2015 it was 13.2%[1] In 2021 it was 16.2%[2] What are the ramifications of baby boomers aging in and living longer with no appropriate budget response from the City? ·     An affordable housing crisis ·     Food insecurity ·     The collapse of long term care No political rhetoric can mask the lunacy of the actuarial dissonance mayoral administrations practice when it comes to allocating budget to care for older New Yorkers.   How does this strategy make any sense? [1] https://lnkd.in/e6Pg_Z5P [2] https://lnkd.in/ehWG42-R.

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I appreciate the creativity of the Hartford Foundation for Public Giving as the sector continues to rethink capacity building. Some years ago, while planning a conference for the Alliance for Nonprofit Management, I had the opportunity to connect with the Hartford Foundation and I found their commitment to capacity building impressive. As I've written about several times in the past five years or so, including a #trends2023 article I wrote with Trish Abalo, capacity building is a process...a long one at that! Too often we confuse capacity building with technical assistance. They are not the same thing! Technical assistance is focused on solving a problem or learning a new skill. Yes, it's necessary for funders to support technical assistance (TA) needs of their grantee partners, AND it's important to go beyond TA. Technical assistance is part of capacity building, the two must go hand-in-hand. This is what Hartford's Social Enterprise Accelerator program does. The foundation invested in organizations learning new skills for building fee-based revenue (TA), and the 30-month program (yes, two and a half years!) guides organization through business planning, implementation, and first year growth. The resources are available for success! As we consider the example of Hartford, and others, there are some key lessons for us to rethink capacity building... 💡 Long-term investments are crucial 💡 Centering racial equity is a must 💡 Unrestricted, multi-year grants ARE capacity building 💡 Asset-based approaches are more effective 💡 Culture matters (a LOT!) 💡 Systems thinking is critical (and yes, it's connected to racial equity!) 💡 Centering care and rest builds capacity for the long-term 💡 Unrestricted, multi-year grants are capacity building (in case you didn't hear it in the back!) What else is needed for effective capacity building? Would love to hear your ideas in the comments! #capacitybuilding #nonprofitleadership #equitymatters

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My "only good news on Friday" comes from New York City and beyond, where 32BJ SEIU and Building Service 32BJ Benefit Funds have been educating and mobilizing in NYC (the belly of the beast of powerful hospitals) to lower hospital prices and put more money in workers' pay checks. Their "Price of Power: Confronting the Hospital Affordability Crisis" brought powerhouse resisters together to build power for patients, workers, and employers. Site neutral payment, antitrust enforcement, transparent prices, and direct contracting are top agenda items. Zack Cooper showed how hospital consolidation is slowing local job growth and depressing wages of working people. Ryan Danks of USDOJ Antitrust Division described how consolidation, non-competes, and anti-competitive contracting inhibit health care innovation. Newark, NJ Mayor Ras Baraka took the reins to negotiate better deals with hospitals for city workers. Courageous NYC Councilwomen are taking on hospital affordability through transparency and public accountability. Public employers like Miami-Dade Schools are demanding that local hospitals be better civic leaders or else they won't be included in plan networks. And Building Service 32BJ Benefit Funds is sharing their playbook for contracting on better terms to protect hard-earned wages and benefits from price gouging. #antitrust #siteneutralpayment #hospitals Cora Opsahl Claire Brockbank Manny Pastreich Chris Deacon Check out this comprehensive, A to Z game plan to take power back. https://lnkd.in/ec8JWYpw

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Middle-skills workers help keep the American economy and society afloat. They provide essential medical care and public services, build and maintain our energy grid and information technology infrastructure, and run critical business operations—and, in exchange for these and other contributions, they can earn handsome rewards. In our new research, we focus on high-paying middle-skills occupations and determine whether the current supply of middle-skills credentials leading to these occupations is likely to meet local labor-market demand through 2032. Our six major findings highlight the areas in which we expect shortages and those in which we anticipate an oversupply of the types of credentials needed to fill these critical occupations. These findings underscore the need for many middle-skills providers to substantially expand their program capacity to prepare workers for jobs in high-paying fields. This expansion can occur in several ways, all of which should be pursued. First, middle-skills providers need to recruit more individuals without a college degree to attend their institutions. Second, high schools and institutions that grant middle-skills credentials need to offer better career counseling to future and current enrollees, as students are ultimately responsible for choosing their program of study and too often choose one without fully understanding the financial consequences. Third, employers need to work with institutions to provide more work-based learning opportunities in programs leading to occupations with anticipated shortages, especially those that require work-based learning as preparation for employment following program completion. Thus, expanding capacity in programs aligned with high-paying fields requires investments that simultaneously increase the overall number of middle-skills students, direct more students toward programs aligned with high-paying middle-skills jobs, and ensure that students have the experiential learning they need to prepare for these jobs. Ultimately, more providers will need to enter the market to eliminate credential shortages in many of the largest US metro areas. Visit our online data tool to investigate how much each middle-skills provider in the 55 largest metro areas would need to increase credential production in programs aligned with high-paying middle-skills occupations to eliminate labor shortages. Georgetown University Center on Education and the Workforce

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