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Community Workshops Inc (Community Work Services)

 174 Portland Street
 Boston, MA 02114
[P] (617) 720-2233
[F] (617) 387-4759
[email protected]
Andrea Mitsch
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 Printable Profile (Summary / Full)
EIN 04-2103560

LAST UPDATED: 01/04/2019
Organization DBA Community Workshops dba Community Work Services
Former Names Community Workshops (1980)
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

CWS transforms the lives of those we serve by providing resources and guidance to individuals facing barriers to employment. Since our founding in 1877 we have empowered the jobless to build sustainable futures through meaningful careers in Greater Boston.

Mission Statement

CWS transforms the lives of those we serve by providing resources and guidance to individuals facing barriers to employment. Since our founding in 1877 we have empowered the jobless to build sustainable futures through meaningful careers in Greater Boston.

FinancialsMORE »

Fiscal Year Oct 01, 2013 to Sept 30, 2014
Projected Income $3,825,000.00
Projected Expense $3,876,000.00

ProgramsMORE »

  • Social Enterprises
  • Support Services
  • Training Programs

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

CWS transforms the lives of those we serve by providing resources and guidance to individuals facing barriers to employment. Since our founding in 1877 we have empowered the jobless to build sustainable futures through meaningful careers in Greater Boston.

Background Statement

About Us

Founded in 1877, CWS is a leading and innovative organization helping disadvantaged men and women to transform their lives through employment.  CWS provides effective job training, placement and support services that lead to greater economic self-sufficiency and advancement for our graduates.  CWS has over 100 years of experience operating profitable businesses that provide training slots, internships and employment opportunities for our graduates while meeting the needs of our customers.  

Business Services

CWS' commercial businesses generate a third of the organization’s annual revenues. CWS business enterprises serve nearly 200 customers from the business, nonprofit and government sectors. CWS holds exceptional experience and commitment to providing top value, service, quality and competitive prices for each of our customers.  The organization customizes its business capabilities to fit customer needs and their budget requirements-- no project is too large or too small.

 Workforce Development

CWS assists 700 to 800 men and women annually to successfully overcome barriers to employment by providing effective vocational assessments,  job training, employment search, career coaching and advancement services. CWS serves men and women seeking a path to greater economic self-sufficiency, including those with disabilities, the homeless, veterans, mature workers, individuals in poverty with chronic unemployment, at risk youth and the formerly incarcerated. CWS programs include innovative classroom learning, internships and hands-on training so that graduates gain employment soft-skills and industry experience to become successful in today’s competitive job market.

Impact Statement

CWS' FY 2014 Accomplishments - 643  low income, un and under employed men and women lacking skills and resources  received 30,000 hours of vocational assessment, job skills training, support services and placement assistance.  Sixty four percent of those who participated in CWS' job skills completed the program and 53% of those who completed the program found sustainable employment.  CWS established a new collaboration with Rosie’s Place for job counseling for participants and a collaboration with Project Place to train and place female ex offenders. 35% of our revenue was earned through CWS' social enterprises that provided paid on-the-job training for 400 men and women. On October 1, 2013 Community Work Services combined with our now parent company Fedcap Rehabilitation Services, Inc. which nationally assists more than 25,000 individuals with barriers each year to successfully obtain employment. . Moving forward, CWS’ mission remains unchanged and we continue our work of 136 years in helping people to transform their lives through employment. CWS continues to operate independently under the current management team and will become the hub for Fedcap operations in New EnglandSince combining, we have focused on achieving efficiencies and identifying best practices to maximize our impact. CWS is now enhancing some of our existing models and launching new programs.CWS also plans to grow services for individuals who have unique employment needs and respond to growing underserved populations. Moving forward, we will be expanding services for populations in need of job training and placement including veterans and youth in the foster care system. Last year we introduced Career Options targeting in and out of school youth ages 17 to 24 to assist them with exploring their interests as they related to work and employment.

Needs Statement

1. The 2008 economic depression coupled with the establishment of many new Massachusetts non-profits has resulted in stiff competition for new revenue.  In order to address the increasing numbers of individuals served by our program we need to add new revenue sources.                                                                                                              2. The 2008 economic depression also eliminated many jobs that pay a living wage.  CWS has stepped up its marketing to businesses which are a match for trainees and willing to work with the populations CWS serves.  3. Students who complete CWS programs and find employment are in need of strong ongoing support in order to retain their new jobs. Often they do not inform CWS staff when they are in trouble at work.  CWS needs to create a long term support system and connection for those who are newly placed.                                                                                                            4. CWS' participants have many challenges that are not engaging to the general public and therefore recruiting volunteers as mentors is difficult.  CWS needs to tell its story in a way that brings its work to the attention of potential volunteers and donors.                                                                                                            5. CWS needs to develop additional training modalities that will support careers in new professions that will provide program graduates with good wages and increased opportunities in the job market.

CEO Statement


I come from a family where work is important. My dad worked three jobs  construction, pumping gas and delivering pizza , while taking college classes - - to support me, my two sisters and my mom. He is a great example of even if you don't have a lot of advantages in life, you can achieve great things.

I believe everyone just needs an opportunity. I find inspiration in the people we work with every day because they are taking such great steps to change their lives for themselves and their families. - I've always been passionate about bringing businesses to the table in helping to develop solutions which put people with barriers to work. You have people who need jobs. It a simple formula -- you need to start designing job training programs with the businesses who have the capacity to hire your folks. Nonprofits and businesses often speak different languages and the responsibility falls on the nonprofit to learn everything about their targeted business or sector. If not, their participants won't be successful and the project won't be sustainable. No business today can afford a lot of handholding with their employees. 

The most rewarding part of my job is seeing the transformation of people who have had labels on them such as homeless or disabled. It's absolutely magical what happens to them when they can say they work at the best hotels or restaurants in Boston. It definitely gets me out of bed every morning.

Board Chair Statement


Geographic Area Served

Greater Boston Region-All Neighborhoods
City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- Harbor Islands
City of Boston- West Roxbury

Primarily serving participants from the Greater Boston area as well as from surrounding communities in Eastern Massachusetts

Organization Categories

  1. Employment - Employment Preparation & Procurement
  2. Human Services -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



Social Enterprises

CWS businesses serve nearly 200 customers from the business, nonprofit and government sectors generating nearly 40% of the organization’s annual revenues.  CWS holds exceptional experience and commitment to providing top value, service, quality and competitive price for each of our customers. We customize our business capabilities to fit our customer needs and their budget requirements-- no project is too large or too small.   

Property Maintenance

CWS provides comprehensive maintenance services for building and grounds care by offering a dedicated and trained workforce with professional on-site management that includes liability insurance. Annually we service over 29 Million square feet of office space and over 520 miles of sidewalk and grounds. 

Food Services & Catering

CWS offers customized catering services for meetings and events at competitive prices for a variety of occasions. We operate several full-service cafeterias that provide meals for over 400 people daily. CWS also offers outsource cafeteria management services for businesses and nonprofits.

Assembly and Packaging

CWS offers outstanding professional customized fulfillment solutions, including general packaging, assembly, commercial sewing, shrink wrapping, medical device assembly, kitting, mailing services and dry-food packaging. Our well-trained and supervised workforce enables us to complete each project at competitive prices with rapid turnaround.

Staffing Solutions

CWS Staffing Solutions works with hundreds of area businesses to meet their workforce needs. We conduct up-front screenings and training services to offer area businesses a pool of talented potential candidates

Budget  $1,570,000.00
Category  None of the above
Population Served Adults Homeless
Program Short-Term Success 

CWS measures the short-term success of our Social Enterprises through the timely and successful completion of catering jobs, property maintenance contracts, and assembly and packaging fulfillment orders. Over the last ten years CWS has retained several key customers and measures our success in that nearly all of our large contracts are renewed on a yearly basis. The short term success of our businesses is also based on their continued ability to earn revenue that supports our programs and services. Annually over 40% of the agencies revenue is generated through each of our businesses.

Program Long-Term Success 

CWS measures the success of our Social Enterprises through the number of individuals we employ each year in our business. Each year CWS spends out nearly $650,000 in wages to our participants. Each of CWS business aims to provide industry-based, credentialed programs to the people we serve so they are better prepared for the competitive job market. For the Communities we serve CWS measures long-term success through providing top quality services to our customers with a 100% satisfaction and retention rates.

Program Success Monitored By  --
Examples of Program Success 

CWS has seen a wide range of success through our Assembly & packaging Business. One of our largest annual mailings that we complete each year is Project Bread's Walk for Hunger campaign. We are delighted to share a customer testimonial:

"CWS has been a wonderful mailing services partner for The Walk for Hunger for many years. We have been lucky to work with such a dependable, professional organization to distribute materials for The Walk for Hunger. We appreciate not only what CWS does for our organization, but also the way they do it—helping people facing barriers enter the workforce." - Walk for Hunger, Project Bread

Support Services

Case Management
Each program participant is assigned a Case Manager to develop their short-term and long-term employment goals. Case Managers ensure that participants effectively pursue opportunities for employment advancement and continuing education goals towards greater economic self-sufficiency.


Job Placement

A team of Placement Specialists works closely with CWS graduates to identify meaningful employment opportunities which meet their individual skills and interests. Placement Specialists also work closely with our employers to ensure that our training curriculum and candidates meet their business needs. In matching our job seekers with opportunities, CWS works with a growing network of employers across a variety of industries, including: food service, commercial cleaning, retail, hospitality, landscaping, office support, bio-tech, financial services, health care, customer service and security:

Retention and Career Advancement Services

We provide comprehensive post-placement services for more than one year to each of our graduates to ensure job retention and promote advancement and continuing adult education. Sessions include one-on-one coaching and group support sessions. Follow-up is also provided to employers to ensure our graduates successfully fulfill their expectations and identify areas of support.

Budget  $1,712,000.00
Category  Employment, General/Other
Population Served Adults Homeless
Program Short-Term Success 

Short-Term success of CWS participants is measured through job placement and reduction in risks for homelessness. Once they have successfully completed their program, CWS works one-on-one with individuals to ensure they will be successful in their job application and interview process. CWS determines successful short-term success through at least 70% of the individuals we serve finding and maintaining employment up to 6-months after they have graduated from our programs.

Program Long-Term Success 

CWS measures the long-term success of our programs in reduced government subsidies, housing stability, reconnecting with family members, and ultimately long-term employment in a job with growth potential for each individual we serve.

Program Success Monitored By  --
Examples of Program Success  When Curtis came to CWS he was living in a homeless shelter and struggling with years of unemployment.  In our Culinary Arts training Curtis learned about all aspects of the food service industry and participated in an internship at Spaulding Rehabilitation Hospital in their busy cafeteria and kitchen. Recognizing his talent, CWS also asked Curtis to help us launch our Freeport Street Café at partner agency, Work Inc. Throughout his internships, Curtis focused on getting a full time job, but prior legal issues made it difficult. To help him, he worked with his CWS’ legal advocate and case manager to successfully seal his record. With his past finally behind him, Curtis got a phone call and his former supervisor at Spaulding Rehabilitation Hospital offered him a job as a safety and sanitation worker. That was more than two years ago and today, Curtis is now managing the day-to-day operations of the cafeteria at Spaulding and living in his own apartment

Training Programs

CWS assists between 700 and 800 men and women annually to successfully overcome barriers to employment by providing effective job training, employment search, career coaching and advancement services.  We serve adults seeking a path to greater economic self-sufficiency, including those with disabilities, the homeless, veterans, mature workers, individuals in poverty with chronic unemployment, and the formerly incarcerated. We offer innovative classroom learning, internships and hands-on training so that our graduates gain employment soft-skills and industry experience to become successful in today’s competitive job market.

Training Programs include job readiness, entrée and mid level food services, hospitality, commercial cleaning, maintenance and commercial productions.  We also offer case management, job coaching, paid transitional employment and a year of post placement support

Budget  --
Category  Employment, General/Other Job Training & Employment
Population Served At-Risk Populations Homeless
Program Short-Term Success  Short term success includes program completion and job placement for participants and new linkages with businesses that are the potential employers of those who complete our programs.
Program Long-Term Success 

Long-term success comprises long-term employment, promotions and career advancement for those individuals we train and place, and relationships with businesses that partner with us through continued hiring of our graduates and participation on CWS’ Business Advisory Council.   Long-term success also includes CWS’ continuing financial stability and the development of new programming that addresses the needs of our participant population, those of the businesses that hire our graduates and our community

Program Success Monitored By 

Over the past ten years, our programs, processes and results have improved as a result of new programming outcomes, communication among our staff and most all client input.   At Your Service (AYS), established nine years ago and its resulting case study provided us with information about scheduling, program content, testing and the needs of participants. Since AYS comprised group classes with a lot of conversation among students, we learned about their lives and they learned by sharing.  These conversations resulted in new components for Café Careers, training for mid-level food services.  Results also supported the need for continuing case management and long time support for the newly employed. It also led to the creation of Project Support for Ex Offenders, which came about because so many of the AYS participants, mainly women, were dealing with CORIs which prevented them not only from gaining employment but also from promotions, pay raises, access to housing and problems with fellow employees who found out about past records.  

 All of our experiences have helped us to improve our services.  

The tools we have used to measure our progress include service plan goals, case notes and a web based system, which tracks number of individuals served, number of individuals completing training, number of individuals entering employment, wage Information, promotions, job retention rates at 90, 180 and 360 days post placement, access to permanent housing, cost per outcome and several others.  The system also tracks demographic information. System reports also include daily program attendance, progress of individual or groups over time, and tangibles such as education, jobs, and promotions of individuals or groups.  We also maintain continual contact with the businesses that hire our graduates so that we may immediately address employee/employer problems.  This contact enables CWS graduates to keep their jobs and employers to continue to hire CWS graduates. 

Examples of Program Success 

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Serena M Powell
CEO Term Start Apr 2004
CEO Email [email protected]
CEO Experience With more than 17 years in workforce development and vocational rehabilitation, Serena M. Powell, President & CEO of Community Work Services (CWS) in Boston has built a reputation for developing results driven programs that put people with barriers to work. This includes CWS’ highly successful “At Your Service” program with 25 Boston area hotels and the “First Step” program, a nationally replicated training program with TJX Companies, which was commended in 1999 by President Clinton and the National Welfare to Work Partnership. Ms. Powell participates in numerous local and national forums focused on developing partnerships between non-profits and private industry. In 2006, Ms. Powell was recognized by the Boston Business Journal as one of their 40 under 40 emerging leaders and named as one of Boston’s Ten Outstanding Young Leaders by the Boston Junior Chamber of Commerce. Ms. Powell is a Certified Rehabilitation Counselor with a Masters Degree in Rehabilitation Counseling from Boston University and a Bachelor of Arts in English Literature from University of Massachusetts, Amherst. As a Senior Lecturer, she has recently started teaching Strategic Planning and Program Design for Workforce Development at Northeastern University.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Eugene Gloss Vice President of Workforce Development

With more than 13 years of experience in job training and serving vulnerable populations, Mr. Gloss joined CWS in 2004. He previously worked for nine years at Morgan Memorial Goodwill Industries, where he oversaw job training and support services annually for more than 500 individuals with disabilities and other barriers. During the 1990’s, he worked closely with Ms. Powell in the implementation of the “First Step” program, Goodwill’s job training partnership with the TJX Companies. Capitalizing on his outstanding ability to work with program participants as well as industry, Mr. Gloss played a pivotal role as Goodwill’s first liaison to more than 30 managers of Marshall’s and TJ Maxx stores. This highly successful program was commended in 1999 by President Bill Clinton and the National Welfare to Work Partnership. Mr. Gloss’ role and efforts as liaison were recognized and highlighted as a “best practice” at numerous local and national forums. He has a BA in Human Services from UMASS Boston and is currently pursuing a Masters Degree in Non -Profit Management at Suffolk University.

Andrea Hampton Director of Sales and Marketing With over ten years working in human services, human resources, and the hospitality industry, Andrea brings a wide variety of skills and expertise to her role as the Director of Sales and Marketing. In 2004 Andrea was employed at Community Work Services as a Placement Specialist.  Her focus was on strengthening the relationships with employers and growing our At Your Service program, which prepares low income individuals for jobs in the hotel industry.  After leaving CWS, Andrea went to work for Fairmont Copley Plaza as a Benefits Manager in Human Resources and a Restaurant Manager of the Oak Room.  Most recently she worked for the Ritz-Carlton Boston Common focusing on human resources where she managed the hiring process and recruited successful candidates for careers in the hotel.  Other responsibilities at RCBC were managing the corporate social responsibility program of the hotel and ensured successful event planning practices.  Returning to CWS in 2011, she now spends her time increasing our customer base and growing our Social Enterprises while also engaging our corporate partners to ensure revenue growth. Andrea holds a Bachelor of Arts, in Psychology from University of Massachusetts; a Master’s in Business Administration; and has a Certificate in Human Resource Management from Eastern Nazarene College.
Jack Viera Senior Vice President of Business Operations and CFO With more than 30 years experience as a senior executive with the Gillette Company, Mr. Viera is well qualified to lead our business operations area, which includes oversight of our on-the-job training programs, commercial ventures and finance and administration areas. He joined CWS in 2001. Previously, he had extensive experience in all aspects of manufacturing operations as well a solid background in financial management. During his career, he has been responsible for managing multi million dollar budgets, complex systems implementations and an extensive global supply chain. Mr. Viera has an MBA from Northeastern and a BA in Engineering from Tufts University.


Award Awarding Organization Year
Community Service Award Downtown North Association 2010


Affiliation Year
Association of Fundraising Professionals - Member 2010
Massachusetts Council of Human Service Providers 2000
NISH-Creating Employment Opportunities for People with Severe Disabilities 1987
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Commission on Accreditation of Rehabilitation Facilities (CARF) - Employment and Community Services - 3 Year Accreditation 2011


CWS collaborates with a variety of non-profit, corporate, City, and State Institutions to enhance the services and programs offered to the individuals we serve. We collaborate with Legal Advocacy Resource Center to provide free legal counseling to participants that need assistance with their criminal record. We also collaborate with a benefits specialist to help participants understand the impact work has on the cash and healthcare benefits they currently receive.

CEO/Executive Director/Board Comments

Foundation Comments


Staff Information

Number of Full Time Staff 35
Number of Part Time Staff 4
Number of Volunteers 29
Number of Contract Staff 2
Staff Retention Rate % 14%

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 27
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 19
Male: 14
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Management Succession Plan Under Development
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

Automobile Insurance
Commercial General Insurance
Commercial General Liability
Directors and Officers Policy
Disability Insurance
Life Insurance
Medical Health Insurance
Professional Liability
Accident and Injury Coverage
Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Blanket Personal Property
Boiler and Machinery
Broadcaster Liability
Builders Risk
Business Income
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Commercial General Liability and Medical Malpractice
Computer Equipment and Software
Corporal Punishment Liability
Crime Coverage
Day Care Center/Nursery School
Directors and Officers Policy
Disability Insurance
Educators Errors and Omission Liability
Employee Benefits Liability
Employee Dishonesty
Employment Practices Liability
Exhibit Liability
Extra Expense Insurance
Fiduciary Liability
Fine Arts and Collectibles
Foster Home Liability
General Property Coverage
General Property Coverage and Professional Liability
Improper Sexual Conduct/Sexual Abuse
Inland Marine and Mobile Equipment
Internet Liability Insurance
Life Insurance
Liquor Liability
Medical Health Insurance
Medical Malpractice
Patient Liability
Professional Liability
Property in Transit and Off Premises
Public Benefit Guaranty Corporation
Public Officials Liability
Renter's Insurance
Risk Management Provisions
See Management and Governance Comments
Special Event Liability
Umbrella or Excess Insurance
Water Craft and Aircraft
Workers Compensation and Employers' Liability
Workplace Violence

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Paul Davis
Board Chair Company Affiliation Principal, Marble Harbor Investment Counsel
Board Chair Term July 2010 - June 2014
Board Co-Chair Robert Fawls
Board Co-Chair Company Affiliation Basis Point Group, LLC
Board Co-Chair Term July 2010 - June 2012

Board Members

Name Company Affiliations Status
MICHAEL BONEN Natixis Global Asset Management Company Voting
MICHAEL BROWN Boston Financial Management Voting
JOSEPH CAPALBO Hotel Onyx, A Kimpton Hotel Voting
PAUL DAVIS Marble Harbor Investment Counsel Voting
AMY DONOVAN Welch & Forbes Voting
ROBERT FAWLS Basis Point Group Voting
ROBERT HURWITZ Wayne, Richard & Hurwitz Voting
MEGAN PAGE Morrissey & Company Voting
SERENA POWELL CWS President & CEO Voting
OLIVER SPALDING Welch & Forbes Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
David Bernhardt Marriott-Copley Place NonVoting
Joy Camp PhD Camp Consulting Voting
Tony DaSilva CapeNet LLC NonVoting
Joseph DiLorenzo -- NonVoting
Gina Fitzpatrick The Ritz-Carlton Hotel Company NonVoting
Jill Gigante The Briar Group --
Norman Hursh -- NonVoting
Deborah Isdaner Marriott Copley Place NonVoting
Kyle Kadish Natixis Global Asset Management NonVoting
David Manzi Trefler & Sons NonVoting
Angela McCabe -- --
Joanne Pokaski Beth Israel Deaconess Medical Center NonVoting
Derek Sanderson Howland Capital NonVoting
Dennis Schreyer Exemplar Capital NonVoting
Jay Silva Hotel Marlow, A Kimpton Hotel NonVoting
Robert Simpson RSA Communications NonVoting
Alan Walis United Buliders Supply NonVoting
Howard Wayne Esq. Wayne, Richard, & Hurwitz NonVoting
Judith Weber Viva Consulting NonVoting

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 14
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 5
Male: 10
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 83%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 50%
Constituency Includes Client Representation No

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Marketing

CEO/Executive Director/Board Comments

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $3,589,108 $3,922,087 $4,044,044
Total Expenses $3,728,908 $4,120,021 $4,007,345

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- $742,372 $568,684
Government Contributions $0 $1,328,044 $1,820,668
    Federal -- $459,819 $857,267
    State -- $781,836 $963,401
    Local -- $86,389 --
    Unspecified -- -- --
Individual Contributions $932,973 $76,056 $134,949
Indirect Public Support -- -- --
Earned Revenue $2,651,210 $1,746,024 $1,514,696
Investment Income, Net of Losses $382 $982 $1,246
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $4,543 $28,609 $3,801

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $3,102,200 $3,485,046 $3,299,537
Administration Expense $385,486 $404,505 $595,119
Fundraising Expense $241,222 $230,470 $112,689
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.96 0.95 1.01
Program Expense/Total Expenses 83% 85% 82%
Fundraising Expense/Contributed Revenue 26% 11% 4%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $1,612,631 $1,506,921 $1,715,200
Current Assets $733,853 $932,778 $1,193,773
Long-Term Liabilities $153,486 $0 $0
Current Liabilities $461,619 $369,595 $379,940
Total Net Assets $997,526 $1,137,326 $1,335,260

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose In 2010 CWS held the first phase of our capital campaign- raising enough money to renovate our kitchen and training facilities to include commercial grade appliances, the latest training materials, and a larger cooking space, increasing the capacity for our catering business. CWS is currently entering the second phase of our capital campaign that will support agency upgrades to continue our organizational improvements. • IT and Communications: Last updated over 20 years ago CWS phone system and computers are outdated and we are currently seeking to replace the old operating systems to allow for a more reliable phones and faster computers. • Fundraising Software: As federal and state funding is less reliable it is important for our agency to focus its fundraising on events and individual donors. A more sophisticated software will allow CWS to streamline the process and better manage the growth of our donations. • Catering Van: To support the growth of CWS catering and meet the demands of our customers, CWS seeks to purchase a catering van that will allow us to cater larger functions therefore increasing our revenue from this business.
Campaign Goal $275,000.00
Capital Campaign Dates Mar 2011 -
Capital Campaign Raised-to-Date Amount $175,000.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 1.59 2.52 3.14

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 10% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. Foundation and corporate donations are listed under individuals when the breakout was not available.
Please note, the organization changed its fiscal year in 2013, from a July 1 - June 30 fiscal year to an Oct. 1 - Sept. 30 fiscal year. As such, full year documents (990 and audit) for the fiscal year ending on June 30, 2013 are posted above, as well as short year documents (990 and audit) covering 3 months, July 1, 2013 - Sept. 30, 2013, for your reference.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

CWS' ultimate goal is to prepare individuals with barriers to employment to find and keep jobs that fit their capabilities and interests, pay a living wage and offer opportunities for advancement,  

2. What are your strategies for making this happen?

 CWS' strategies are to provide services that prepare our graduates to find work in growth industries that offer a variety of positions that fit the capabilities of our participants. CWS also researches and connects with employers whose jobs match the skills of the organization's participants and offer opportunities for advancement. 

3. What are your organization’s capabilities for doing this?

 CWS provides job training focusing on growth industries that offer a variety of opportunities at all levels including hospitality, food services and commercial cleaning.  CWS also provides case management and other supports that addresses the barriers that prevent participants from achieving their employment goals.  Since 1877 the organization has provided the tools and expertise that enable the most vulnerable people to join the workforce.   Our workforce development programs are facilitated by a staff that includes 15 men and women who work as program directors and managers, case managers, instructors, job coaches and placement specialists. They come from a variety of programs, most from other workforce development programs including Morgan Memorial Good Will Industries and Work, Inc. Many have social work backgrounds working in the Peace Corp, at youth development and social justice programs. All have undergraduate degrees in Sociology, Psychology, Criminal Justice or Human Services. Six staff members have graduate degrees in Social Work, Vocational Rehabilitation, Non Profit and Human Services Management. We have staff members who are Certified Rehabilitation Counselors. CWS' staff represents the races, cultures, languages and backgrounds of the individuals the agency serves. One third of CWS staff are racial minorities including African American and Hispanic Directors, Managers, Site Supervisors, Case Managers and Placement Specialists.

4. How will your organization know if you are making progress?


All CWS Workforce Development initiatives address our mission to "transform the lives of those we serve by providing resources and guidance to individuals facing barriers to employment. Since our founding in 1877 we have empowered the jobless to build sustainable futures through meaningful careers in Greater Boston. " Anticipated outcomes include participants attending classes and engaging in our curriculum, completing the program and fully utilizing the referrals provided by their Case Managers. Along with the training curriculum and placement we involve participants in additional services that support their skills training and that include employment readiness, academic assistance, legal advocacy, job fairs and internships. The more programs the participants attend, the more prepared they are to join the working world. Once they have become employed we offer them 12 months of post placement comprising case management and luncheons where experts in hospitality and other related fields present. Long term job retention is an indicator of how well we have prepared and connected with participants and so we track the time each is employed.

In 2008, CWS purchased Social Solutions ETO web based software system, a highly effective tracking system that has become the most common system in Massachusetts for workforce development. ETO is designed for CWS so that it has the capacity to track all of the above outcomes. This information is then reviewed by the Project Manager on a monthly basis and distributed to CWS managers who are responsible for aggregating this information on a quarterly basis to complete required reporting to all funders.

5. What have and haven’t you accomplished so far?

 CWS' ultimate goal is to prepare individuals with barriers to employment to find and keep jobs that fit their capabilities and interests, pay a living wage and offer opportunities for advancement.  In order to address our goal we developed the objectives that include increasing the numbers of individuals we serve each year, increasing the number of individuals who complete our programs and increasing the number who find and maintain stable employment. Our objectives also include increasing the number of businesses which partner with us as employers of our graduates and increasing the number  which contract with our commercial operations which provide cleaning, catering, maintenance and mailing services. Each year we set our goals and track our achievements.   Of course every workforce development and non-profit was affected by the 2008 crash and it was a steep hill to climb to get back to our pre 2008 numbers.  We have reached those numbers and this past year served 392 in our workforce development programs, 305 who completed programming and 250 who found jobs.  The number of employers who have provided employment to our graduates has increased from 110 in 2009 to 200.  We have completed two strategic plan and as noted above have become partners with an organization that serves the same populations, addresses the same mission and goals as CWS and offers new  and effective ways of addressing our mission and goals. 

Our organization continues to face the challenges of decreases in federal, state and city spending and as a result we continue to play catch up. Although we were able to slightly surpass our revenue goal this year we realize that building a diverse funding stream through marketing and fund raising is a step-by-step process that include steps backward as well as forward.


Each year we continue to build our marketing and fundraising efforts.   With the recruitment of new Trustees and Advisors from the hospitality and marketing fields we have already increased the number of events we hold and the friends we make each year.

n FY2015, we envision significant opportunities to continue the growth of our customer and donor base. We are setting more aggressive targets for corporate giving/engagement, individual donors and yield from events