The Fedcap Group

Fedcap believes that quality education is one of the most direct pathways to economic and social mobility, from early childhood through adulthood.

That’s why Fedcap is pleased to share that in the first half of FY26, we served 4,323 students — an increase of 27% from the first half of FY25. Each of these students represents a life transformed through our affiliates’ customized educational programs.

The growth in our educational practice is driven by new organic programming from Fedcap’s long-standing affiliates, whose customized programs continue to meet students where they are and move them toward independence. Our recent international expansions are also strengthening this work by broadening the network and deepening the evidence base that drives strong educational outcomes.

This week, we shared our first half FY26 results.

At the 90-year mark, Fedcap has 35 affiliates, 300+ contracts, and operates across 4 countries.

Every number in that count represents a community-based program, a local partnership, and a person on a path toward economic mobility.

Thank you to everyone who continues to support our mission.

Learn more: https://fedcapgroup.org/news/fedcap-releases-first-half-fiscal-2026-operating-and-financial-results

Students from The Fedcap School competed in the Essex County NJ Special Olympics Track and Field Competition, joining 600+ athletes from across the county.

The Fedcap School's wraparound model is built around the whole student, and days like these are where that investment shows up!

Today, Fedcap proudly shared our First Half FY26 Funder Presentation, demonstrating significant growth in both scale and depth.

In just six months, we served 252,264 individuals, a 58% increase over the same period last year. This momentum is driven by our continued geographic expansion and the maturation of high-quality programming across our affiliate network.

Our work continues to demonstrate what’s possible when our partners and dedicated teams come together to strengthen economic well-being for those we serve.

Looking ahead, we remain focused on building pathways to opportunity by equipping the next generation with the skills, support, and resources needed to thrive.

Thank you to everyone who joined us and continues to support our mission.

Read the full report: https://bit.ly/4dD8Xdw

Tomorrow, Fedcap presents its First-Half FY26 Funder Report.

The session will cover programmatic and financial performance across our four practice areas: education, workforce development, health, and economic development. We are proud to share results from Fedcap's continued expansion and the outcomes being delivered for communities we serve.

We invite you to join us by registering at the link below!

Register today: https://fedcapgroup.org/fy26-half-year-funder-report

The Community Impact Policy Institute’s recent report outlines policy recommendations and priorities, coming out of targeted research.

The first is to scale access to the Clubhouse model in areas where mental-health-related economic inactivity is highest. The second is to better integrate this model into both employability and health systems. The third is to expand referral pathways so more people can connect to support through primary care, community mental health services, integrated care boards, and local authorities.

Taken together, these recommendations reflect a simple but important truth: sustainable employment outcomes are more achievable when mental wellbeing and work readiness are supported together.

Read the full report here: https://cipi.fedcapgroup.org/research/expanding-the-fedcap-uk-clubhouse-sustainable-employment-model

The U.S. healthcare system remains highly dependent on vulnerable global chokepoints: oil, petrochemicals, plastics, helium, aluminum, and pharmaceutical inputs among them.

That's the finding of the Community Impact Policy Institute's latest report, released in partnership with Healthcare Ready.

The report offers recommendations for healthcare organizations and policymakers to reduce supply chain vulnerabilities and build long-term resilience.

The throughline: a more resilient healthcare supply chain requires both stronger operational planning and systemic change. One without the other isn't enough.

Read the report: https://bit.ly/4dAcytY