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MassHire Metro South/West Workforce Board (Partnerships for a Skilled Workforce, Inc.)

 420 Lakeside Avenue, Suite 301, c/o Sylvia Beville
 Marlborough, MA 01752
[P] (508) 281-6910
[F] (508) 281-6911
Sylvia L. Beville
 Printable Profile (Summary / Full)
EIN 04-3530815

LAST UPDATED: 01/28/2019
Organization DBA --
Former Names Metro South-West Regional Employment Board Inc. (2012)
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

PSW builds partnerships with business, education, community organizations and government agencies that will (1) help companies develop a well-trained workforce so that the companies will survive and prosper and (2) enable individuals and families to reach economic self-sufficiency through education and training for 21st century jobs.

Mission Statement

PSW builds partnerships with business, education, community organizations and government agencies that will (1) help companies develop a well-trained workforce so that the companies will survive and prosper and (2) enable individuals and families to reach economic self-sufficiency through education and training for 21st century jobs.

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $1,113,422.00
Projected Expense $1,113,422.00

ProgramsMORE »

  • Career Centers
  • HealthcareWorks
  • Young Adult Employment Initiative (YAEI)

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

PSW builds partnerships with business, education, community organizations and government agencies that will (1) help companies develop a well-trained workforce so that the companies will survive and prosper and (2) enable individuals and families to reach economic self-sufficiency through education and training for 21st century jobs.

Background Statement

PSW develops innovative solutions to labor market problems, oversees Workforce Investment Act programs and charters one-stop careers centers in Metro Southwest. PSW has moved from its focus as a federal Workforce Investment Act monitor to develop initiatives today that seek solutions to the shortage of STEM workers, the huge youth unemployment problem, upward mobility of low-wage workers, and efficiency and effectiveness of the one-stop career centers. Its impact and effectiveness was recognized by the Massachusetts Secretary of Labor and Workforce Development as she awarded PSW high performing board status--one of the first in the Commonwealth to receive the designation.
Led by a business-dominated, highly invested board of directors, PSW has evolved from a 45 member rubber-stamp board to a non-profit corporation with a 13 member Board of Directors and initiative boards that govern career centers, and health and STEM programs. This form of organization was formally adopted in order to increase the flexibility to respond to labor market problems and to capitalize upon the talents of board and committee members in growing PSW.
The Board and the staff play a critical intermediary goal bringing business, educators, organized labor, and state and local policy makers to the table to create practical solutions to labor market problems and find resources to sustain them.

Impact Statement

The top five achievements in fiscal year 2014 were placing 1023 young people in jobs where employers paid $2,125,463 in wages; helped 908 adults find jobs; obtained a 5 year grant of $250,000 per year from the MA Adult and Community Learning Services to pilot the health care college preparatory course in five adult learning centers, at the present time 115 are enrolled; and secured a $4 million grant from the USDOL under the leadership of Jobs for the Future to expand early college high schools in Marlborough, Springfield and Brockton; implemented an on-going strategic planning process. 
The top four goals for FY15 are integrate classroom and work-based learning at the Marlborough Early STEM High School, elevating work as a component of learning necessary for graduation; design and find resources for a scalable program that creates new systems for the long-term unemployed to find jobs in information technology; obtain endorsement of the MA Adult and Community Learning Services for the health care college preparatory program as a distance learning package for adult learning centers across the state; and evaluate the effectiveness of career centers as measured by the number of job placements and the depth of relationships with employers.

Needs Statement

(1) Design and test a donor campaign to augment the $26,000 now available in unrestricted funds to support the expansion of the youth web site described below; (2) Find $50,000 to support the full development of an annual analytic capability to assess the labor market and program success.  (3) Raise $60,000 to update the web-based health care college preparatory program based on the latest in learning technology; Learning Network. (4) Obtain $10,000 to develop a message and marketing campaign with Executive Service Corp. and (5) Implement a succession plan.

CEO Statement

The Directors define the organization as a change agent. When asked why they signed on, they respond that many organizations run programs, but PSW seeks innovative scalable solutions to large social and economic problems.
PSW views itself as an intermediary, building partnerships. The most recent example is the formation of the MetroWest Health Care Collaborative whose members are three community hospitals, Framingham State University, MassBay Community College, Middlesex Community College, Massasoit Community College, five health care employers, and the Senior Care Association. The purpose of the collaborative is to ensure that the skills health care colleges teach are those required by industry and that the rapidly changing knowledge and skill requirements in health care are reflected in health education curricula.
PSW analyzes industry and employment data to identify problems, develop solutions and evaluate those solutions to assess their effectiveness. The two most recent examples are the study of advanced manufacturing in the region to identify workforce needs, and an evaluation of the new business model for career centers that gives priority to developing relationships with employers by responding to their fundamental business needs.
The organization is not grant driven. Rather, priorities are established by the Board and then funding sources are identified that would support those initiatives. The Health Care Learning Network was based upon industry desire to enable entry-level workers to progress by providing education, and upon research at World Education, Inc. in Boston--a leader in college transition programs.
The commitment and engagement of the Board of Directors are strong. The attendance rate at monthly meetings is almost 80% among a group of executives with demanding travel schedules. Every member participates in at least one task group and/or standing committee each year. Turnover is low. The Directors have signaled an interest in participating in raising money, and training is scheduled for this spring.

Board Chair Statement

There are enormous challenges and opportunities as the Chair of a board charged with making a "system" of many often unconnected parts of the workforce development system--one stop career centers, career technical education secondary  schools, community and four year colleges and government agencies. There is the challenge of simply understanding the intricacies of workforce development system funding and programming. There is both challenge and opportunity to develop successful sustainable innovative programs within the constraints of federal funding.
In addition to diversifying funding beyond the Workforce Investment Act, our response has been to focus the intermediary role that PSW plays to targeted industries that drive the economy in this region (industries that employ large numbers of scientists, technical workers, engineers and mathematicians; and health care) and populations that are least likely to succeed in the labor market (low-income youth). In each of these areas, we convene businesses, educational institutions, government agencies and social service organizations to develop and implement solutions to high youth unemployment, low wages of front-line health care workers and the growing shortage of STEM workers.
The board and I were presented with the opportunity to create a flexible and current organization, attentive to the changing economy and responsible governance. An important achievement on the board level was the reorganization of our corporate structure to enhance our ability to respond to changing economic and financial pressures. The old organization had a 45 member rubber stamp board. The new organization has a 13 member Board of Directors responsible for governance and active initiative boards responsible for program design, oversight and evaluation.
As a lawyer representing private educational institutions, I find connecting educational services with the much larger canvas of workforce development interesting and energizing. It is the ultimate purpose of PSW, connecting the real work of programs and activities to increasing the standard of living for people, that keeps me engaged.
One of the most rewarding experiences I have had as Board Chair was participation in the graduation program for the young men who completed a summer Building Trades Exploratory Pre-Apprenticeship Program. It was created by our Young Adult Initiative Board with the dedicated efforts of the AFL-CIO and building trades unions in Greater Boston. The program, hosted at the Laborer's Training Facility, provided under-served youths with exposure to a range of building trades with hands-on experience and related academic material. Almost every one of the young men entered the program with limited or no expectations of entering the building trades. All completed the program with real hope and a sense of possibilities for future employment. I was privileged to be a part of this and tremendously proud of the dedication of the PSW staff, the AFL-CIO and the leadership of the Young Adult Initiative Board.

Geographic Area Served


The 43 city and town region is defined on the north by Route 2, on the west by 495, on the east by 128 and on the south by I-95. While it is a prosperous region, only one out of five families earn enough to provide for the essentials of living due to the high cost of living. It is a college degree economy where almost 60% of the residents have a bachelors or higher and where a significant portion of the jobs require post-secondary education. It is an unforgiving region for those with limited education and work experience.

Organization Categories

  1. Employment - Job Training
  2. Youth Development - Youth Development Programs
  3. Human Services - Alliances & Advocacy

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



Career Centers

The one stop operator, Employment and Training Resources, has career centers in Norwood and Framingham with satellites in Newton and Marlborough. In the last fiscal year ending June 30, 2013, ETR provided job search assistance and job placement services to 17,000 individuals. Under the leadership of the PSW Board, ETR has transformed its business model from self-directed placement services to an advocacy model with deep relationships with employers. The former is based upon the assumption that, if people know how to look for work they can find a job themselves. The latter is based upon today's economic reality that most individuals require an advocate familiar with the industry to find a job. This transformation is based upon the findings of an evaluation conducted by Andrew Sum, Center for Labor Market Studies, Northeastern University, Boston.
Budget  $7,400,432.00
Category  Employment, General/Other Job Search & Placement
Population Served Adults Unemployed, Underemployed, Dislocated General/Unspecified
Program Short-Term Success 
As a measure of staff advocacy for clients, the rate of staff referrals of individuals to jobs will increase 5% each year.
The business service unit will deepen its knowledge of key industries and its relationships with key companies as measured by the number of contacts with companies and by an increase in  the number of job orders placed by each of the companies 
Program Long-Term Success 
The job placement rate will increase by five percent each year. The rate is the total number of people who find employment divided by the total number of people served. 
Program Success Monitored By 
Placements are tracked through the state management information system, MOSES.
The number and quality of job referrals are monitored by center managers using a weekly report produced by the data analysis staff person.
Knowledge of and relationships with employers will be assessed through a formal evaluation of FY14. PSW will contract for a third party evaluation that includes analysis of quantitative data on job orders and other variables and interviews and surveys of employers.
Examples of Program Success 
After 15 years at age 50 I was laid off from Fidelity. I started to network with my friends and updated my resume. I did have a phone screening, but it was apparent that I'd let my skills get old. I began thinking about a Microsoft Engineering certification and heard about the possibility of a grant from Employment and Training Resources. Andrea, my ETR counselor, helped me get the grant and I went back to school for the first time in almost 25 years. For seven months she encouraged me. With my certification, I interviewed at a health care company for a windows server engineer job. Three technical experts grilled me and then I interviewed with 3 of the senior managers. The job was for a lower position and pay than I had at Fidelity, but I work with a great group and my experience is helping me to make things better for my co-workers. I've been at the job for over six months. There is hope after all, all it takes is an encouraging person, perseverance, hard work and a little luck.


Through the Health Care Learning Network low-income adults prepare for college and better jobs. HCLN is an instructor facilitated, web-based, health care contextualized college preparatory program with four courses: Computers, Reading and Writing, Math and Science. HCLN combines the best of instructor support and on-line learning. Since 2007, 587 workers in hospitals and nursing homes have taken HLCN courses. 241 enrolled in post-secondary education programs or have applications pending. HLCN has become a bridge to college program for students in five MA Department of Elementary and Secondary Education-funded adult learning centers and for nursing home workers who are members of the 1199Service Employees International Union's Training and Advancement Fund.
Budget  $281,132.00
Category  Education, General/Other Adult Education
Population Served Adults Poor,Economically Disadvantaged,Indigent Other Economic Level
Program Short-Term Success 
80% of the students complete their assigned courses. 100% of the students who complete will require no more than one developmental college course. 90% of the students will be accepted into a college program. 80% of HCLN students who are employed in health care when they become HLCN scholars become more proficient in their jobs.
Program Long-Term Success 
90% of HLCN graduates enroll in community college health education programs, bypassing developmental or remedial coursework to enroll directly in credit-bearing courses. This exceeds the current rate of students completing developmental or remedial courses. Of the 70%, 80% complete their certificate or degree programs and become licensed allied health or nursing professionals or receive promotions and wage increases.
HCLN scales to 15 adult learning centers over the next three years and is replicated in adult education programs across the state.
Program Success Monitored By 
The course facilitators or instructors monitor and record student progress and completion each week. Instructional and program staff meet quarterly to assess student progress and retention. In the first evaluation completed in the winter of 2013, students, faculty and administrators endorse the content and design of HCLN, at the same time noting the necessity for updating coursework and creating a formal professional development program. A system for tracking college enrollment was put in place this spring.
Examples of Program Success 
"I have been away from any kind of learning courses for at least 30 years and I thought it was going to be difficult. This type of course has been beneficial to me because I can make my own schedule and the instructors are readily available to answer any questions I might have. For the first time in my life, I can honestly say, I look forward to learning." Adult HCLN Student.
"I was surprised at how little I actually knew about computers. I was clueless. HCLN helped me learn basic computer skills such as creating a new e-mail account and being able to copy and paste. I will be able to use my newly acquired computer savvy in pursuing my dream of nursing." HCLN Student, 1199SEIU Training & Upgrading Fund.
"HCLN is a way for health care providers to support their employees in accessing an academic experience at their personal learning level. HLCN has given our employees the confidence to pursue their dreams." Area Director, Kindred Healthcare

Young Adult Employment Initiative (YAEI)

The YAEI empowers economically disadvantaged and disengaged youth through education and work leading to careers. A total of 1023 young people were placed in jobs in FY14. There are four components. (1) Future Skills Institute in Framingham. Young people not enrolled in school learn about careers, colleges and jobs. 193 young people were served in FY14. (2) Connecting Activities. An internship program for high school students in Framingham, Natick, Bellingham and Waltham is a learning experience, supported by a Work-Based Learning Plan. In FY14, 3721 students received job readiness and career exploration services and 655 students were placed in internships. Employers paid $2,125,463 million in wages. (3) Employment and Training Resources. 253 youth participated in year round work readiness programs, including a Building Trades Exploratory Program to interest them in apprenticeship programs and a health care training program. (4) YouthWorks. In a summer jobs program in Framingham and Waltham, 97 young people were placed in subsidized jobs during the summer. 45% were placed in unsubsidized jobs at the end of the summer.
Budget  $1,500,000.00
Category  Employment, General/Other Youth Job Training & Employment
Population Served At-Risk Populations K-12 (5-19 years) Homeless
Program Short-Term Success 
90% of high school students will have a career plan. 65% of out-of-school participants will acquire the job readiness skills to enter the workforce. 50% of the out-of-school young people who enroll will become stabilized (find housing, address mental health and substance abuse issues) and ready to pursue a job and/or education. 
Program Long-Term Success 

 50% of  out-of-school participants and high school students will enroll in post-secondary education or become employed. 

Program Success Monitored By 
Employment and education outcome data is entered into a management information system and reports are used to manage the programs. Programs are monitored on site by PSW youth staff. Young participants are surveyed to measure increases in career knowledge and to evaluate the program.
Examples of Program Success 
Marcella's story is echoed again and again by the young people who work with YAI counselors. Marcella, a 17 year-old Hispanic single mother dropped out of school to care for her baby. She looked frazzled as she entered Tricia's (the YAI counselor) office, holding her baby, a diaper bag and a bottle. She knew she must do something to care for her family and was ready to invest in herself, Tricia helped her explore careers and enroll in a GED program. Even though she had a second child, she passed the GED exam. She took some time to care for her newborn and toddler, but soon contacted Tricia again, who helped her find a clerical job at a local community organization. Tricia then gave her grants to pay for driving school and a dental assistant program. Though she struggled to be a student and a single mom, Marcella completed both courses. She now works full-time for a dental group and has just obtained her radiology certificate. She plans to study at night to become a dental hygienist.

CEO/Executive Director/Board Comments

The importance of the public-private partnership to address complex multi-year problems cannot be overstated. PSW has met that challenge by creating partnerships that address the needs of both STEM and health care companies. The intermediary role is demanding, and money to support for this work is difficult to raise. To date, PSW has supported its work by assigning staff to both partnership development and program operations.
The second challenge is to bring initiatives to scale. The model is to create public-private partnerships in order to create enough revenue to support both the program and the infrasture. Early success is demonstrated with the Health Care Learning Network where PSW is working on a replication strategy that would make HLCN available to every adult learner in the Commonwealth and to community college students.
Collecting, analyzing and applying data is crucial to successful ventures. Decisions must be made using labor market, demographic and socio-economic data to make investment decisions. Which programs or initiatives will the Board support? Each initiative must be evaluated rigorously to assess the impact. PSW achieves the former by supplementing state economic data with industry and client focus groups and surveys. Limited money constrains the use of third party evaluations. 


CEO/Executive Director Ms. Sylvia L. Beville
CEO Term Start Feb 1996
CEO Email
CEO Experience
Sylvia Beville has over 40 years experience in social change and workforce development. At the University of Colorado in Boulder, she had administrative and program responsibilities in the Colorado Migrant and Seasonal Agricultural Program, adult education on the Blackfoot Reservation in Montana and the Oglala Sioux Reservation in South Dakota, and juvenile delinquency and youth development program planning and implementation for the US Office of Juvenile Justice and Delinquency Prevention programs across the United States. 
She entered workforce development in 1983 as planner for the Office for Job Partnerships in New Bedford and on the Cape and Islands. She moved to the state in 1988 as a regional director for the Commonwealth's Department of Employment and Training. She became the first Executive Director of the Metro Southwest Regional Employment Board in 1996 and has guided it from a US Department of Labor oversight body to a strategic workforce development organization. That transition is reflected in the name change to "Partnerships for a Skilled Workforce, Inc."
Key achievements at PSW include increasing the Board's budget from $75,000 to $1.3 million, pioneering the industry-focused sector approach in workforce development as a means of improving the earning power of low-income people, selection as a member of the first cohort of the Sector Skills Academy funded by the Mott Foundation and operated by The Aspen Institute and Public-Private Ventures, designation as one of the first High Performing Boards in the Commonwealth by the Massachusetts Secretary of Labor and Workforce Development, and appointment by Governor Patrick to the Board of Trustees, MassBay Community College.
She earned her BA at the University of Colorado in Boulder and her Masters of Management in Human Services for the Heller School, Brandeis University, Waltham, Massachusetts.
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
Mr. Henry Bryson Director – Health Care Learning Network™ HealthcareWorks Director --
Ms. Kelley French Director, Youth Careers Initiative Youth Program Director --
Ms. Cindy McComiskey Director of Administration Office Administrator --


Award Awarding Organization Year
Appointment, MassBay Community College Board of Trustees Governor Deval Patrick 2012
Youth Workforce Program of the Year, Honorable Mention Workforce Solutions Group 2011
Governor's Appointment Governor's STEM Advisory Council 2010
High Performing Board Massachusetts Office of Labor and Workforce Development 2009
LIFT2 one of top ten externships programs in nation Ewing Marion Kaufmann Foundation 2008


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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


HealthcareWorks: Greater Lowell and North Shore Workforce Investment Boards, World Education, Inc., Massachusetts Bay Community College, 1199Service Employees Training and Advancement Fund, Kindred Healthcare, Inc., MA Department of Elementary and Secondary Education
 Metro West Health Care Collaborative:  Massachusetts Bay, Middlesex, and Massasoit Community Colleges, Framingham State University, MetroWest Medical Center, Hebrew Senior Life, Beth Israel-Deaconess--Needham, Edward M. Kennedy Community Health Center, Harvard Vanguard, Massachusetts Senior Care Association, Massachusetts Nurses Association to ensure that community college graduates have the skills the companies need.
 Advanced Manufacturing: Greater Marlborough Chamber of Commerce and Massachusetts Bay Community College
 IT Career Pathways: MassBay Community College, Bose Corporation, Harvard Vanguard, PSI
 Young Adult Employment Initiative Summer Employment Program: Marlborough Mayor, Middlesex District Attorney, hiring businesses

CEO/Executive Director/Board Comments

Development of "infrastructure" to support operations is an on-going challenge. The financial management and human resources systems are in place as described in the financial section of this profile. The information technology system must be developed. IT support is provided by a project manager with IT skills. This is a short-term solution. PSW is currently exploring options and, to the extent possible, will build IT into future budgets.
A looming management challenge is succession, both for the Executive Director and members of the management team due to the age of staff. The optimal plan is to groom existing staff, but limited funding has precluded the hiring of "second in command" positions. This is not, currently, an option. A plan must be developed this year to respond to anticipated retirements, e.g., lead time, recruitment strategies.
While every opportunity is taken to expand staff knowledge and skills through inexpensive local conferences and seminars and peer exchanges, a formal professional development plan does not exist. The challenge is to use the evaluation process to assess areas where staff should grow and plan specific activities over the year.
Other challenges, development of a reserve fund, diversification of funding, have been discussed in previous sections.
The strategic planning process has begun with a brainstorming exercise about the purpose of the organization. In June, the Boston Federal Reserve presented current labor market information that is being augmented by individual conversations and focus groups with industry and PSW clients. A Board work group will produce a draft over the summer for a vote at the Annual Meeting in October or November.

Foundation Comments


Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 6
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 10
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
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 --
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 Ms. Mary Feeney Partner
Board Chair Company Affiliation Bowditch & Dewey
Board Chair Term Oct 2012 - Oct 2015
Board Co-Chair Mr. Andris Vizulis President
Board Co-Chair Company Affiliation Mindspark, Inc.
Board Co-Chair Term Oct 2012 - Oct 2014

Board Members

Name Company Affiliations Status
Mr. Ed Bartley Financial Consultant B2B Voting
Mr. Bob Bower Special Advisor to the President for Workforce Development MA AFL-CIO Voting
Mrs. Mary Feeney Partner Bowditch & Dewey Voting
Mr. Gene Hornsby Dir., Strategic Sourcing Analog Devices, Inc. Voting
Mr. Wayne Johnson Dir., Community Education Bunker Hill Community College Voting
Ms. Donna Kelleher President Next Generation Children's Center Voting
Rev. J. Anthony Lloyd Pastor Greater Framingham Community Church Voting
Mr. Andre Mayer Sr. VP Communications Associated Industries of Massachusetts Voting
Mr. Dan Michaud Chief Human Resource Officer Harvard Vanguard Medical Associates, an Affiliate of Atrius Health Voting
Dr. John O'Donnell President Massachusetts Bay Community College Voting
Mr. Fernando Colon Osario Director XXX Voting
Mr. Andris Vizulis President Mindspark, Inc. Voting
Ms. Toni Wolf Executive Director Employment Options Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
Mr. Russell Ashton Member NAACP NonVoting
Ms. Sue Baldauf Director Bedford Youth and Family Services NonVoting
Mr. Bob Bower Political Director Massachusetts AFL/CIO NonVoting
Ms. Chris Duane VP of Operations Boys and Girls Club of MetroWest NonVoting
Ms. Rosemary Garneau Resident Services Manager Family Housing Authority NonVoting
Ms. Cathy Glover Grants Management Director MetroWest Community Healthcare Foundation NonVoting
Mr. Steve Joyce Political Director NE Regional Carpenters Council NonVoting
Mr. Martin Levins Managing Director Global Access Partners Voting
Ms. Louise Meyer Workforce Projects Coordinator Town of Norwood Voting
Ms. Della Newell Peer Mentor Wayside Youth & Family Support Network NonVoting
Ms. Yolanda Ortiz Director Tempo Young Adult Resource Center NonVoting
Ms. Mary Anne Stein Director Marlborough Hospital Voting
Ms. Beth Toolan Executive Director Waltham Partnership for Youth NonVoting
Ms. Jane Willshire Recruitment Account Manager Philips North America NonVoting

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 3
Male: 10
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 82%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 17%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Audit
  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance

CEO/Executive Director/Board Comments

There exists a strong partnership between the Board and the Executive Director, a foundation for growth and impact on workforce development policy and practice. The members are strongly committed to strategic investments that address significant social and economic problems by implementing scalable solutions, e.g., HealthcareWorks, Young Adult Employment Initiative.
The current investments needed to bring the initiatives to scale are insufficient and the government, at either the state or federal level, is unlikely to increase funding. The staff has raised $715, 854 over the past year from government grants, corporate and high school fees for service, and small community foundations. PSW has no reserve fund, primarily because funders support programs, not development or operations. This is not sufficient to bring the initiatives to scale or to sustain PSW over time. The challenge is to diversify funding based on a strong development plan that includes both philanthropic investment and a donor campaign to bring in both restricted and unrestricted funds. A development plan that includes cultivating foundation, corporate and donor support must be developed and staffed. The board must be trained to assume a significant role in raising money. (Fund raising has not been a requirement for current board members. The Governance Committee has made it a requirement for future members.) 
The Board must strengthen its analytic capacity to identify new investments and improve existing ones. To date, the Board relies upon (1) Bureau of Labor Statistics data augmented by industry focus groups and advisory boards to identify emerging labor force needs and (2) on small evaluation contracts to assess the impact of current programming. The rapid pace of change in the occupational and skill mix of the workforce requires continuous and just-in-time data and intelligence, and requires methods for analyzing and organizing the data that are available to the Board on an on-going basis. Strategies to increase resources to support analytic capacity will be part of the development plan.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $1,113,422.00
Projected Expense $1,113,422.00
Form 990s

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Review

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $1,144,753 $1,152,952 $1,169,282
Total Expenses $1,125,388 $1,119,030 $1,239,360

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- $417,447
Government Contributions $929,389 $894,313 $533,663
    Federal -- -- $406,755
    State -- -- $126,908
    Local -- -- --
    Unspecified $929,389 $894,313 --
Individual Contributions $40,000 $42,428 --
Indirect Public Support -- -- --
Earned Revenue $173,411 $211,566 $217,652
Investment Income, Net of Losses $153 $180 $520
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $1,800 $4,465 --

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $886,754 $912,744 $1,083,105
Administration Expense $238,634 $206,286 $156,255
Fundraising Expense -- -- $0
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 1.03 0.94
Program Expense/Total Expenses 79% 82% 87%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $275,740 $226,453 $208,203
Current Assets $275,740 $226,453 $208,203
Long-Term Liabilities $0 $0 $0
Current Liabilities $110,716 $80,794 $96,466
Total Net Assets $165,024 $145,659 $111,737

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 $0.00
Spending Policy Income Only
Percentage(If selected) 0.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose N/A
Campaign Goal $0.00
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 2.49 2.80 2.16

Long Term Solvency

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

CEO/Executive Director/Board Comments

Until five years ago, the Board and staff lacked up-to-date financial data and reports. Today that is not the case. PSW contracted with Accounting Management Solutions for financial advice and accounting services. Today the Finance Committee reviews monthly financial reports and the Treasurer reports monthly to the Board of Directors. Staff has access to QuickBooks Online to manage their grants and contracts.

Foundation Comments

Financial summary data, charts, and graphs are from IRS 990s with more specific details provided by the nonprofit.


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?

The target population is low-income individuals of all ages who face challenges in securing the education and employment they need to support their families. Our vision is young people who want to work do, reversing the trend of declining youth employment rates. Our vision is that people who have been unemployed for months and years re-enter the labor market in well paying jobs. Goal One: Integrate work and learning in high schools to expand jobs for high school students. Goal Two: Support the re-entry of the long-term unemployed by transforming the one-stop career system to deepen relationships with employers and advocate for their customers. Goal Three: Work with higher education to ensure that graduates have the qualifications required by employers. Goal Four: Erase literacy deficits among low-income health care workers to enable them to succeed in professional post-secondary programs. Success is defined by completion of education programs at both the secondary and post-secondary levels and by employment.

2. What are your strategies for making this happen?

Objective one. Work with the classroom teachers to develop units where students apply classroom learning in a company or community project. A pilot at the Marlborough STEM Early College High School will be the first step. All students in those classes will work. 

Objective two. Strengthen the ability of the career centers to place the long-term unemployed (LTU) in jobs by ensuring that the career specialists and staff responsible for working with business work as a team, and that their performance is measured by the number of jobs that are the result of staff identifying jobs for which the candidates meet the qualifications and sell the applicant to the employer. This would be a move toward the talent or staffing agency model from the case management model--a model shown by current research to be effective.

Objective three.  Through internships and on-the-job training allow job seekers to demonstrate value to companies, overcoming the too frequent discrimination against people who have been out of work for a long period of time. Again, successful programs make extensive use of work experience.
Objective four. Improve the literacy and numeracy of front-line health care workers by expanding access to the Health Care Learning Network--a web-based, instructor facilitated college preparatory program contextualized to health care--through the state Adult and Community Learning Services.  Since its inception in the fall of 2007, almost 600 people have enrolled and over one-third have matriculated into post-secondary education. (Because HCLN has been funded by term-limited grants, follow-up has been limited.)

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

PSW has a decade-long track record in (1) the development of sector approaches to address unmet industry needs in health care and companies with high concentrations of technology workers and (2) the development of paid internships for high school students. Staff know how to work with industry.

PSW also has extensive experience building education and business coalitions. In addition to the two mentioned above, work has begun with the information technology industry and the community colleges to revise and expand the STEM departments to meet the needs for computer science, IT and data security personnel.


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

Over the next four years, 600 students at the Marlborough Early STEM High School will have been placed in an internship related to their field of study. While PSW has achieved great success in placing students in internships over the past decade (an average of 600 per year), there has been limited success in integrating internships into the fabric of the schools. Having a staff person, often part-time, alone is insufficient. A new strategy, working with the classroom team to develop units, will be tested this coming academic year with 90% of the students in the target classroom placed in an internship.

While many front-line health care workers have benefited from HLCN, we have been unable to reach scale with grant-by-grant funding. Success will be measured by the adoption of HLCN by Adult and Community Learning Services, MA Department of Education, expanding the number of sites from five to eight this coming year and expanding over three years to 15.
The job placement rate will increase from 4.4% to 10% over the next two years. The need to transform career centers to reflect today's economy  as been reinforced by two major studies from the Center for Labor Market Studies, Northeastern University and the Corporation for a Skilled Workforce in Ann Arbor, Michigan. The move to focus on relationships with employers and staff selling job seekers to employers is a major departure from the view that if people know how to look for work they will find a job. In today's economy, even as we slowly move out of the recession, this strategy does not work.


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

A primary responsibility of the Board of Directors is oversight of the one-stop career center system. The result is a new business plan to be implemented in FY15 focusing on the direct placement of individuals in jobs and on relationships with employers.
$1.3 million is available for industry sector work and federal Workforce Investment Act funds are available to support the transformation of career centers.