Employment, Job Related

Project RELO

Educating Corporate America on the Value of Hiring Veterans

Frisco, TX

www.projectrelo.org

Mission

Project RELO is dedicated to educating the leaders of corporate America on the value of hiring veterans. Through immersive leadership training, taught by transitioning service members, corporate executives get a keen sense of the character of a veteran and realize that hiring a veteran is more than a social good. It is good for business!

Ruling Year

2016

President and Executive Director

Casey D McEuin

Main Address

2770 Main Street Suite 235

Frisco, TX 75033 USA

Keywords

Education, business, veterans, job creation

EIN

30-0934319

 Number

4310633592

Cause Area (NTEE Code)

Employment Procurement Assistance and Job Training (J20)

Unknown (Z99)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve

66% of all Post 9/11 veterans that have transitioned out of the service, leave their first place of employment within the first year of being with the company. This statistic is representative of the stigmatization that all veterans face as they leave the service and attempt to gain lucrative employment post military service. Project RELO was founded to educate corporate America on the value of hiring veterans and doing so because it is more than a social good, it is good for business. By engaging the top 1% of business executives, Project RELO can effectively educate these business leaders on the true leadership capabilities of the 1% of Americans brave enough to serve our great nation.
Of the 33,495 not for profit organizations that are dedicated to veteran services, Project RELO is the only one that educates corporate leaders from the top down, rather than transactional organizations that focus on the bottom up approach.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Leadership Immersion Training

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Maximum number of participants allowed to attend conferences

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Number of Companies influenced the value of hiring veterans

Total number of conferences held

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Number of leadership missions conducted

Number of new advocates recruited

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Number of active alumni that assist with the Project RELO mission. Each are top level leaders in their respective company.

Number of new champions or stakeholders recruited

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Number of Fortune 10 corporate Executives that are influential in Project RELO missions

Number of meetings or briefings held with policymakers or candidates

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Elected officials from the city level, to one meeting with President Barack Obama.

Number of individuals attending briefings and presentations

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Number of participants that attended conferences that Project RELO was a keynote presenter at

Number of testimonies offered

TOTALS BY YEAR
Population(s) served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Each corporate executive that attends a Project RELO mission has given testimony for their experience

Number of audience members saying issue is important to them

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

98% of Executives that explicitly state that Project RELO provided the best leadership training they had ever experienced.

Number of grants received

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of Facebook followers

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of volunteer hours contributed to the organization

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context notes

Volunteer hours from veterans, volunteers, and executive members.

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Project RELO solves this problem by providing the superlative training that companies need to be able to hire quality veteran talent. Through the leadership training the companies top executives receive, the corporate buy in and approval is a given. 97% of corporate executives who participate in Project RELO missions, say that the leadership missions have changed their perspective on veteran hiring, and influenced them to hire more veterans.
When the executives return home from the Project RELO leadership missions, they bring the training they received back to their companies and induce change at the executive level. Through these key stakeholders, change is directed to the human resources departments to begin hiring more veterans. But Project RELO does not stop at the leadership missions. Project RELO extends its outreach to each company to come in and train their talent and human resource teams on how to find the right veteran talent for the positions they want to fill.

Project RELO has just concluded its final leadership mission for calendar year 2017 and is already filling seats for the 2018 campaign. Through fundraising and marketing Project RELO will aim to increase the leadership mission attendance. This will be done by hosting an additional four executives on each of the five leadership missions planned for 2018. The leadership missions in 2018 are currently planned as follows:
• May 16-19
• June 20-23
• August 22-25
• September 19-22
• October 17-20
Prior to 2018, Project RELO only had the capabilities to host 8-10 corporate executives, 3-4 transitioning service members (one from each service), and four crew members. In 2018, Project RELO will be able to increase that number to 12-15 corporate executives, while maintaining the numbers of veterans and crew.

Through steady growth over the last two years, Project RELO has increased the level of its board of directors, and brought on its first full time, paid employee. Through this growth, the outreach and the touches that Project RELO is able to accomplish is done so on a daily basis. Through constant communication and collaboration with the companies that we have worked with, mission attendance has increased over 20% in the last 12 months. This trend will help us increase our operational footprint and bring on more employees to be able to expand our footprint further.

Through the customer resource manager platform, Salesforce, Project RELO will capture all activity with corporate executives and veterans that attend any Project RELO function, to include pre and post leadership mission surveys. These metrics will be measured to determine the outreach that Project RELO is making in corporate America. In year one, Project RELO was able to reach 104 companies, in 2017 Project RELO increased that number to 177 unique companies. In 2018, Project RELO is looking to increase that number to 250.

100% of all veterans that attend a Project RELO mission have received a new career within 120 following mission completion.

281 Businesses added to the RELO Network

23 Keynote Presentations (over 50K people)

3 out of 10 Fortune 10 companies engaged

141 Top corporate Leaders influenced

85 Elected and DOD Officials Engaged

98% Executives that explicitly state that RELO provided the best leadership training they had ever experienced

100% of business leaders claiming that they better understood veterans and were motivated to "right hire" after Project RELO

External Reviews

Accreditations

Better Business Bureau Accredited Charity with A+ Rating 2019

Financials

Project RELO

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Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018 and 2017
  • A Pro report is also available for this organization.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

No

Organizational Demographics

Who works and leads organizations that serve our diverse communities? This organization has voluntarily shared information to answer this important question and to support sector-wide learning. GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

SOURCE: Self-reported; last updated 04/02/2020

Leadership

The organization's leader identifies as:

Race & Ethnicity
White/Caucasian/European
Gender Identity
Male
Disability Status
Person with a disability

Race & Ethnicity

Gender Identity

Sexual Orientation

No data

Disability

No data

Equity Strategies

Last updated: 04/02/2020

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data

done
We review compensation data across the organization (and by staff levels) to identify disparities by race.
done
We ask team members to identify racial disparities in their programs and / or portfolios.
done
We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
done
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
done
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
done
We disaggregate data by demographics, including race, in every policy and program measured.
done
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.

Policies and processes

done
We use a vetting process to identify vendors and partners that share our commitment to race equity.
done
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
done
We have community representation at the board level, either on the board itself or through a community advisory board.
done
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
done
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.