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Jewish Vocational Service Inc

 75 Federal Street, 3rd Floor
 Boston, MA 02110
[P] (617) 3993131
[F] (617) 451-9973
Karin Blum
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 Printable Profile (Summary / Full)
EIN 04-2104357

LAST UPDATED: 01/28/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

Our mission: Empowering individuals from diverse communities to find employment and build careers, while partnering with employers to hire, develop and retain productive workforces. A 501(c)(3) non-profit, nonsectarian organization founded in 1938, JVS is among the largest providers of adult education and workforce development services in Greater Boston, serving nearly 20,000 people in FY 2016. JVS targets the majority of its services to economically disadvantaged adults, most of whom are unemployed job-seekers or low-wage workers in need of career advancement.

Mission Statement

Our mission: Empowering individuals from diverse communities to find employment and build careers, while partnering with employers to hire, develop and retain productive workforces. A 501(c)(3) non-profit, nonsectarian organization founded in 1938, JVS is among the largest providers of adult education and workforce development services in Greater Boston, serving nearly 20,000 people in FY 2016. JVS targets the majority of its services to economically disadvantaged adults, most of whom are unemployed job-seekers or low-wage workers in need of career advancement.

FinancialsMORE »

Fiscal Year Oct 01, 2016 to Sept 30, 2017
Projected Income $14,404,418.00
Projected Expense $14,404,418.00

ProgramsMORE »

  • 1. Bridges to College
  • 2. Pathways to “Middle Skill” Careers: Geriatric CNA and Pharmacy Technician Training
  • 3. Refugee Employment Services
  • 4. Employer Services

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Mission Statement

Our mission: Empowering individuals from diverse communities to find employment and build careers, while partnering with employers to hire, develop and retain productive workforces. A 501(c)(3) non-profit, nonsectarian organization founded in 1938, JVS is among the largest providers of adult education and workforce development services in Greater Boston, serving nearly 20,000 people in FY 2016. JVS targets the majority of its services to economically disadvantaged adults, most of whom are unemployed job-seekers or low-wage workers in need of career advancement.

Background Statement

JVS was originally founded to help Jewish refugees from pre-WWII Europe find work and build new lives in America. After the war, JVS broadened its focus to serving all low-skilled, unemployed or underemployed adults in need of further education or skills to advance to family-sustaining jobs. JVS programs range from pre-employment programs for unemployed or underemployed adults, delivered in-house at JVS and at community sites across Boston, to workplace-based education and career advancement services for workers, delivered on-site in partnership with over 20 major employers.

Today, we serve a diverse clientele that represent over 67 nations and speak 59 languages, helping them change their lives by finding employment and building careers. For 75 years JVS has been helping people secure financial independence through educational and employment services. Each year, JVS empowers more than 21,000 individuals through more than 36 services that guide clients on a pathway to meaningful employment; some of which include educational testing, skills training, English for Speakers of Other Languages, job search training, career counseling, Adult Basic Literacy and Adult Diploma Program instruction, citizenship education and financial literacy.  JVS' core values are learning, partnership, quality, respect, and social justice.

Impact Statement

Top accomplishments from FY14:

JVS was designated for the nation's first workforce development Pay for Success bond project. This $15M partnership between the Commonwealth of Massachusetts, JVS, Social Finance, and Jobs for the Future will enable us to provide education for an additional 3,000 adult learners.

The Secure Jobs Partnership celebrated its first anniversary. Secure Jobs provides intensive job training to heads of families who are homeless or who are at risk of becoming homeless. The program places individuals in employment and support services, including housing and childcare.

Bridges to College, a college preparation program for adults, many who speak English as a second language, placed 100% of its Biotechnology track students in college courses. The General Studies track began co-enrolling students with Bunker Hill Community College and program graduates placed in college level courses at a rate of 96%.

JVS was named as one-of-three Boston Financial Opportunity Centers by Mayor Marty Walsh. The Financial Opportunity Center is an integrated services approach that combines workforce development, income support services and financial coaching to improve the lives of low- and middle-income adults.

The Harry and Jeanette Weinberg Foundation selected JVS as part of an international workforce development matching program, donating $326,000 as a match for funds raised by the JVS Board of Directors to sustain our workforce development programs over the next three years.

Needs Statement

1. Expand our Financial Opportunity Center to additional participants, increasing their income, credit scores, and net worth through financial – est. cost $150,000

2. Expand the Vocational English Language Training (VELT) model, which now serves four employer partners in the hospitality and food service sectors and approximately 60 workers, to new industry sectors and another 60 workers per year - est. cost $100,000

3. Extend the Transitions to Work program, JVS' existing and successful competitive employment model for people with disabilities, to meet the huge demand - est. cost $200,000

4. Sustain JVS' Bridges to College and Careers, the adult college transition program that is now the largest model of its kind in New England and one of the few options available to low-skill, limited English speaking adults seeking a post-secondary education - est. cost $200,000

CEO Statement

Dear JVS Friends and Supporters,

This past May JVS began the newest chapter in our nearly 80 year history when we opened the Center For Economic Opportunity in the heart of Boston’s financial district and innovation economy.

Two years ago, when we began to investigate the potential of moving from our offices on Winter Street in Downtown Crossing, our offices were crowded, classrooms were small with limited flexibility, and technology did not allow our teachers to work with students at the level we needed. After tremendous work from our board and staff, as well as the highly successful launch of a $6 Million Capital Campaign, we moved to the new Center, which is both an inspirational learning space for our many thousands of clients and students and an aspirational place, that introduces them to the work world and vibrant economy they seek to enter.

Our new location in the heart of Boston’s booming economy sends an important message both to our clients and Boston’s business community: Boston’s prosperity is growing, and JVS is here to help close the opportunity gap by giving our students the skills they need, and a chance to match their talent with our world class businesses and be part of this robust economy. This inspirational and aspirational space is changing lives, and JVS’ impact will continue to grow in the coming year, as we launch the innovative, first-in-the-nation Pay For Success bond project for workforce development.

Throughout the pages of this Annual report you’ll see highlights from Fall 2014 through Summer 2015, including how we welcomed clients and partner agencies into our new space, and strive to improve our programming and impact every day. You’ll read more about how we support our clients as they work to build a better life for themselves and their families.

One welcome new feature of our Center is the ability to host graduations here. In our roles as President & CEO and Board Chair, we both have had the chance to hear directly from these students, and to be inspired by their stories. The quotes included in this year’s report give just a taste of their deep gratitude, and we hope that you are equally moved.

We appreciate your support of JVS as we work together to change even more lives and build more opportunities in the year ahead.


Jerry Rubin, JVS President and CEO

Mark Stein, Chair, JVS Board of Directors

Board Chair Statement


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Greater Boston - i.e., cities and towns generally defined as being within or near Route 128

Organization Categories

  1. Employment - Employment Preparation & Procurement
  2. Education - Adult Education
  3. Employment - Job Training

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



1. Bridges to College

JVS’ Bridges to College program is designed to bring college within reach of adult learners who would otherwise be unlikely to attain a post-secondary credential, increasingly the gateway to high-wage careers. Bridges is an alternative for these individuals to traditional college developmental education programs, which have high drop-out rates and low degree attainment rates, and instead prepares them to transition directly into credit-bearing certificate and degree programs. After four years of operation, Bridges has evolved into one of the leading adult college transition models in New England, serving over 100 adult learners per year, and remains unique in its commitment to coaching students until they graduate college and obtain a job in their field of study. To date, 270 students have completed the program and at least 200 have enrolled in college (defined as at least one credit-bearing course and no more than one development ed course).
Budget  $750,000.00
Category  Education, General/Other
Population Served Adults Immigrant, Newcomers, Refugees Unemployed, Underemployed, Dislocated
Program Short-Term Success  Program short-term success includes annual goals of 295 enrolling in the program, 236 completing the program, and 189 enrolling in college.  
Program Long-Term Success  Long-term program success includes increasing the number of adult students who enroll in college, obtain a degree, and advance into middle-skilled employment.  
Program Success Monitored By  All program activities and client data are documented weekly in the agency's database, Efforts to Outcomes (ETO), which is used to generate internal management reports and reports to funders. Relevant data include services provided (class hours, case management sessions, support service referrals), outcomes (attendance, learning gains, test scores, completion, wage increases, promotions, certificates attained), and demographic characteristics (age, ethnicity, income level, employment status, education, family size).
Examples of Program Success  To date, 55% of all students who completed the program have enrolled into credit-bearing college courses; a year after enrollment, 100% were still enrolled (the average state community college retention rate a year after enrollment into development education programs is less than 20%).

2. Pathways to “Middle Skill” Careers: Geriatric CNA and Pharmacy Technician Training

JVS offers skills training in Geriatric certified nurse assistant (CNA) and Pharmacy Technician. The 14-week CNA curriculum, designed to employer specifications, equips trainees with the language, computer and caregiving skills to work with frail elders. Most trainees are from Caribbean, Latin American and African nations; by integrating vocational ESOL with job training, JVS can enroll those whose language capacity would otherwise leave them ineligible for training. Through its first two years, the program has graduated 90% of students and placed 85% of graduates in jobs. Pharm Tech is a new program designed to prepare adults to enter career ladder positions in retail pharmacies. Trainees take classes in anatomy & medical terminology, medications, customer service, math and pharmacy law. It includes a 165-hour internship in a pharmacy, after which participants take the national/state pharmacy technician exam and enter jobs starting at $14-16 per hour. The program began in April 2013.

Budget  $710,000.00
Category  Employment, General/Other Job Search & Placement
Population Served Adults Unemployed, Underemployed, Dislocated
Program Short-Term Success  -insert-
Program Long-Term Success  -insert-
Program Success Monitored By  -insert-
Examples of Program Success  -insert-

3. Refugee Employment Services

JVS is among the largest providers of employment services to recently arrived refugees and immigrants, serving over 500 per year in its pre-employment programs and over 600 through its workplace-based education programs for area employers. JVS’ Refugee Employment Services unit has developed skill in placing its clients at area employers and then leveraging these placements to build broader relationships and develop trainings to address employer needs. JVS services for recent arrivals include pre-employment vocational ESOL classes, job search and job placement, vocational skills training, computer training, college transition, and post-placement support. JVS also offers an evening ESOL class for working adults who cannot take time off from work to attend classes but need to improve their English language skills to rise to a higher job. Refugee employment programs consistently achieve annual job placement and retention rates for participants of well above 80%.

Budget  $675,000.00
Category  Education, General/Other Educational Programs
Population Served Immigrant, Newcomers, Refugees
Program Short-Term Success  -insert-
Program Long-Term Success  -insert-
Program Success Monitored By  -insert-
Examples of Program Success  -insert-

4. Employer Services

JVS employer-based programs offer a proven workforce partnership model distinguished by its “dual customer” approach to delivering services, with the two-fold goal of helping employees perform their jobs better and advance to higher-paying occupations, and helping their employers develop, retain and advance their front-line workers. The model emphasizes financial sustainability, with a goal of raising 2/3 of revenue from employer fees and no more than 1/3 from philanthropic or public sources. Services target workers in industries with large entry-level workforces (e.g., healthcare, hospitality, retail) who need further English and education to advance out of poverty. Key features include: front-end collaboration with employers in analyzing workforce needs; ongoing coordination with HR staff; classroom instruction; frequent assessment of learning outcomes; distance learning; and academic/career coaching. In FY12, JVS delivered workplace programs for nearly 1000 workers and 20 employers.

Budget  $1,200,000.00
Category  Employment, General/Other Job Training & Employment
Population Served Adults Immigrant, Newcomers, Refugees
Program Short-Term Success  -Insert-
Program Long-Term Success  -Insert-
Program Success Monitored By  -insert-
Examples of Program Success  -insert-

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Jerry Rubin
CEO Term Start Feb 2007
CEO Email
CEO Experience

Jerry is responsible for the overall direction and management of the organization, and leads its Leadership Team. His responsibilities include setting and leading the strategic direction of the organization, senior staff leadership development, leading organizational innovations, leading development efforts and financial growth, outreach to external constituencies and strategic partnerships, innovations in branding and marketing, and Board relations.

Prior to joining JVS, Jerry was Vice President of Building Economic Opportunities at Jobs For the Future, a national workforce development and education policy, research, and consulting organization. Jerry founded and was Executive Director of two non-profit organizations: the Greater Boston Manufacturing Partnership, a training and consulting organization based at the University of Massachusetts, and the Coalition For a Better Acre, a community development corporation based in Lowell, Massachusetts. Jerry also spent ten years in the city administration of Mayor Raymond L. Flynn, leading several housing, economic development and workforce development initiatives.

Jerry holds a Bachelors Degree in Government from Clark University and a Masters in City Planning from the Massachusetts Institute of Technology. He is the author of numerous book chapters, articles, and monographs on housing, economic development and workforce development issues. Jerry is a member of the Massachusetts Workforce Investment Board.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Barbara Rosenbaum 1981 Oct 2006

Senior Staff

Name Title Experience/Biography
Karin Blum Chief Development Officer --
Carol Grady Chief Operating Officer --
Jennifer Jewell CFO --
Kira Khazatsky VP, Employer Partnerships --
Christina Killizli-Salameh VP, Human Resources and Administration --
Mirjana Kulenovic VP, Refugee and Disability Services --
Philip Loomis VP, Information Technology --
Amy Nishman VP, Education and Training --
Judy Sacks Director, Professional and Jewish Community Services --
Doreen Treacy VP, Career Services --
Madeline Wenzel Director, Disability Services --


Award Awarding Organization Year
Exemplary Workforce Partnership Award The National Fund for Workforce Solutions 2012
Social Return on Investment: A Case Study of JVS Kate Cooney, PhD of Yale; Kristen Lynch-Cerullo, Independent Consultant 2012
1 of 6 high-performing workforce development organizations in Mass. Root Cause 2011
P/PV: a national longitudinal study of JVS occupational training programs Public/Private Ventures 2010


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments

Dear JVS friends and supporters,
This past year JVS made great strides in expanding several of its existing programs, developing new programs in key strategic priority areas, and raising its profile within the corporate and philanthropic communities by using an innovative tool that measures impact. In early 2012, JVS undertook a comprehensive strategic planning process to determine how we can increase our impact in expanding skills, jobs, and careers over the next three years.Several exciting strategic directions emerged, including expanding to Gateway Cities, developing a new high-skills training model, serving new populations, and creating an innovation lab at JVS. As we continue to roll out the strategic plan and the infrastructure needed to support it, we will be aggressive in seeking the necessary resources. JVS also undertook a Social Return on Investment (SROI) study to demonstrate to our investors that their dollars have a strong return.The study demonstrated a return to the participant of $2-3 in higher earnings over two years and up to $15 within ten years. The study was released at a forum hosted by Fidelity Corporation that drew over 100 philanthropic, non-profit, and corporate leaders, who joined us to hear comments by Massachusetts Secretary of Administration & Finance Jay Gonzalez; former Timberland Corp CEO Jeff Swartz.; and United Way CEO Mike Durkin. 2013 is JVS’ 75th anniversary, and we will be honoring the organization’s founder, Combined Jewish Philanthropies, and its President Barry Shrage, at our 2013 Spring Gala. In the year ahead, we expect the slow recovery and ever-increasing employer expectations and skill requirements will continue to prove challenging for our clients. Combined with continued federal and state budget cuts, this will mean the support of JVS’ many friends will be more important than ever. We thank you for your continued friendship and support and look forward to joining with you in our 75th year to build even more skills, jobs, and careers.
With appreciation,
Ellen Segal, Board Chair         Jerry Rubin, President, CEO

Foundation Comments


Staff Information

Number of Full Time Staff 107
Number of Part Time Staff 18
Number of Volunteers 400
Number of Contract Staff 11
Staff Retention Rate % 97%

Staff Demographics

Ethnicity African American/Black: 13
Asian American/Pacific Islander: 5
Caucasian: 103
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 94
Male: 31
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Exempt
State Registration --

Risk Management Provisions


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. Campe Goodman
Board Chair Company Affiliation Wellington Management
Board Chair Term Oct 2016 - Sept 2018
Board Co-Chair Ms. Jane Matlaw
Board Co-Chair Company Affiliation Beth Israel Deaconess Medical Center
Board Co-Chair Term Oct 2016 - Sept 2018

Board Members

Name Company Affiliations Status
Ilana Braun Dana-Farber Cancer Institute Voting
Howard Brick Ferghana Partners Voting
Catherine Bromberg Massachusetts Hospital Association Voting
Dr. Marna Dolinger Newton-Wellesley Hospital Voting
Roman Fayerberg Greenberg Traurig, LLC Voting
Abby Flam Beth Israel Deaconess Medical Center and Atrius Health Voting
Penny Garver Santander Bank Voting
Claudia Gilman Eisenbaum Novara Global Consulting LLC Voting
Marjorie Glazer No affiliation Voting
Joseph Goodman Bob's Discount Furniture Voting
Stacy Goodman Business Transformations Consulting Voting
Kenneth J. Greenberg No affiliation Voting
Michael S. Grill Fairlane Properties, Inc. Voting
Richard Heller Legal SeaFoods, LLC Voting
Susan Houston MassEcon Voting
Robert Hughes Finard Properties Voting
Ben Inker GMO Voting
Wendy Landman WalkBoston Voting
Rebecca Leventhal Social Finance Voting
Douglas Newman McGladrey LLP Voting
Judy Obermayer No affiliation Voting
Jay Rosenbaum Nixon Peabody LLC Voting
Jennifer Rosenbaum BNY Mellon Wealth Management Voting
Ellen Segal No affiliation Voting
Mark Stein Morgan Lewis Voting
Gabe Sunshine Bracebridge Capital LLC Voting
Cantor Steven Weiss Congregation Sha'aray Shalom Voting
Richard Yanofsky Holland + Knight Voting
Joseph Zeff Bullhorn Inc. Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Barry Bluestone Northeastern University NonVoting
Dr. Pam Eddinger Bunker Hill Community College NonVoting
Doris Gordon -- NonVoting
Mark Gottesman -- NonVoting
Matan Koch -- NonVoting
Yamileth Lopez -- NonVoting
Margaret McKenna Suffolk University NonVoting
Michael Winter JP Morgan NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 31
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 15
Male: 16
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % 60%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 50%
Constituency Includes Client Representation No

Standing Committees

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Marketing
  • Nominating
  • Program / Program Planning
  • Real Estate
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Oct 01, 2016 to Sept 30, 2017
Projected Income $14,404,418.00
Projected Expense $14,404,418.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2015 Audited Financial Statements

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $12,140,185 $10,668,752 $8,961,856
Total Expenses $11,071,503 $9,813,873 $8,775,809

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$1,533,036 $1,198,906 $1,163,851
Government Contributions $4,902,286 $3,940,981 $3,195,084
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $4,902,286 $3,940,981 $3,195,084
Individual Contributions $3,336,523 $4,176,500 $3,447,939
Indirect Public Support -- -- --
Earned Revenue $1,957,346 $1,194,886 $979,363
Investment Income, Net of Losses $-54,505 $99,540 $170,881
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $83,592 $52,674 --
Other $381,907 $5,265 $4,738

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $8,473,293 $7,473,248 $6,726,959
Administration Expense $1,741,016 $1,608,482 $1,405,077
Fundraising Expense $857,194 $732,143 $643,773
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.10 1.09 1.02
Program Expense/Total Expenses 77% 76% 77%
Fundraising Expense/Contributed Revenue 9% 8% 8%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $10,601,297 $7,391,451 $6,530,012
Current Assets $6,439,531 $5,966,578 $5,921,990
Long-Term Liabilities $2,247,234 $208,507 $221,405
Current Liabilities $1,093,485 $991,048 $971,590
Total Net Assets $7,260,578 $6,191,896 $5,337,017

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 6.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates Dec - Dec
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 5.89 6.02 6.10

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 21% 3% 3%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data, charts, and graphs are from audited financials. Please note, for FY2015, other revenue includes a capital grant


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?

JVS seeks to increase economic opportunity for Massachusetts residents and their families, promoting their success over time. We approach this goal through a progression of services, empowering individuals to strengthen skills, access jobs and build their careers.

STRENGTHENING JOB SKILLS: We create training programs based on the skills employers need, currently targeting jobs in 8 sectors. Job seekers can select programs ranging in duration from 4 weeks to 15 months.

ACCESSING GOOD JOBS: We develop and match local talent with great employers. Through these strong partnerships, we also provide onsite training and coaching for workers to upskill them for next-level positions.

BUILDING CAREER PATHWAYS: We map career pathways with employers to identify educational and skills gaps. We address these gaps through our progression of services, and ultimately set up participants for greater lifetime earnings.

2. What are your strategies for making this happen?

JVS has three main strategies for realizing this vision.

(1) DEVELOPING LOCAL TALENT: We place people in jobs and offer advancement services to help them move up in their careers. Our approach is to meet people where they are by offering multiple entry points to our progression of services, which vary in intensity, time and skill requirements:

-Rapid Employment: We offer intensive services to place people in jobs and ongoing career coaching to set next-level goals.

-Skills Training: We offer training opportunities in 8 sectors (healthcare, biotechnology, pharmacy, information technology, hospitality, banking, food service and retail) to equip job-seekers with in-demand skills.

-Education Continuum: We offer English-language training (ESOL), high school diploma completion, specialized college preparation, and college persistence support to prepare adult learners for credential attainment and better jobs.

-Incumbent Worker Training: We work with more than 20 employers to create customized training solutions to develop staff talent, leading to more productive workforces and higher retention rates.

(2) PARTNERING WITH EMPLOYERS: Because getting in and moving up requires a match between local talent and employers’ needs, deep employer relationships support our work at every level. Employer partners interview and hire job seekers, advise and host skills training and work experience programs, and invest in education and training for their staff.

(3) INCREASING FINANCIAL HEALTH: Because getting a job is often not enough for low-income individuals and families to achieve financial stability, we provide integrated financial opportunity services. To strengthen household finances, we combine financial coaching and education, as well as access to public benefits and income supports, with our core services. Research by the Annie E. Casey Foundation has shown that this coordinated set of services promotes short-term goals like program completion or college retention, and improves long-term success and lifetime earnings.

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

Over 75 years of demonstrated excellence in workforce development, and our state-of-the-art Center for Economic Opportunity. Reputation for continuous innovation, building person-centered and performance-based models to improve outcomes and increase programmatic effectiveness. A staff of 130+ professionals skilled in building relationships with employers and delivering adult education, training, and coaching services. 300+ employer partners with 100+ hiring multiple JVS clients and/or contracting with JVS for incumbent worker training. Network of strategic partnerships with other community-based organizations and educational institutions to maximize participants’ economic security and mobility. Capacity to expand our services to more people throughout Boston and gateway cities through the first-in-the-nation adult education Pay for Success social impact bond. Stable financials and a plan for continued sustainability.

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

JVS creates performance-based program models and implements continuous improvement practices. We measure and evaluate our strategies through benchmarking data:

(1) DEVELOPING LOCAL TALENT: job placement and wage; training and education programs’ completion rates; college persistence and graduation rates

(2) PARTNERING WITH EMPLOYERS: number of key employers; number of worksites hosting JVS program participants; incumbent worker training partners

(3) INCREASING FINANCIAL HEALTH: program completion rates and job placements; changes in income, net worth, and credit score

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

Demonstrated ROI: In 2012 an independent study completed by Boston University faculty showed that every dollar invested in JVS programs returns $2-$3 in benefits to participants within 1-2 years of program completion, $5-$15 within 5-10 years, and more than $30 over a 30-year period.

Pay for Success: In 2014 JVS was selected for the first-ever social impact bond in adult education, based on our reputation, strong program design, and demonstrated ROI. Through Pay for Success, JVS will serve more individuals, expand to gateway cities, and demonstrate the effectiveness of four alternative models for adult education.

Positioned for Growth: In 2015 JVS completed the build out of our new Center for Economic Opportunity in downtown Boston. This move, supported by a successful capital campaign, increases our footprint and service capacity. With all client-facing programming concentrated on one floor, we were able to integrate our progression of services and pilot financial opportunity coaching across programs. We plan to scale up this financial opportunity model to amplify the impact for the families we serve and increase their economic opportunity.