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The Boston Private Industry Council, Inc.

 2 Oliver Street, 3rd Floor
 Boston, MA 02109
[P] (617) 488-1322
[F] (617) 423-1041
Bodi Luse
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 Printable Profile (Summary / Full)
EIN 04-2676661

LAST UPDATED: 02/25/2019
Organization DBA MassHire Boston Workforce Board
Boston PIC
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

The mission of the Boston Private Industry Council is to strengthen Boston's communities and its workforce by connecting youth and adults with education and employment opportunities that align with the needs of area employers. 

Mission Statement

The mission of the Boston Private Industry Council is to strengthen Boston's communities and its workforce by connecting youth and adults with education and employment opportunities that align with the needs of area employers. 

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $9,035,587.00
Projected Expense $9,029,715.00

ProgramsMORE »

  • Career Centers and Workforce Development Board
  • College Persistence and Completion
  • Employer Engagement
  • Re-Engaging Disconnected 16-24 Year-Olds
  • School-to-Career: Youth Employment and Career Readiness

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

The mission of the Boston Private Industry Council is to strengthen Boston's communities and its workforce by connecting youth and adults with education and employment opportunities that align with the needs of area employers. 

Background Statement

Founded in 1979 by a core group of Boston’s corporate leaders, the Boston Private Industry Council (PIC) today plays a unique role in the city. The PIC focuses on both policy development and program implementation, developing education and training options for students and adults of all skill levels that also address the employment needs of local companies.

The youth and adults of Boston have multiple needs. The PIC has positioned itself to be the connector for those learners and workers striving to improve their lives. At the same time, the PIC is providing critical support to employers who are vested in the region’s workforce - identifying and matching students with high quality internships and summer jobs, and collaborating with career centers, training programs, and community colleges to prepare the future workforce in response to the evolving labor market needs.
Not only does an investment in the PIC leverage privately paid wages for students, it also helps strengthen the PIC’s ability to tailor programs to support the needs of specific populations. From high school employment to community college transitions to meaningful employment, the PIC provides a critical role as Bostonians pursue education and training on the path to promising careers. Your financial support will help strengthen our role in preparing youth and adults for their next role in the increasingly high-skilled job market.

Impact Statement

The Boston Private Industry Council (PIC) is the city’s MassHire Workforce Board and school-to-career intermediary. The PIC brings together employers, educators, and nonprofit organizations to advance the agenda for education and workforce preparation. The PIC depends on a community of collaborators, and we only succeed when our partners succeed. This is what makes collective impact possible.

As one of sixteen workforce boards statewide, the PIC oversees Boston’s career center system and the federal investment in job training, in partnership with the Mayor’s Office of Workforce Development. A top-level Board of Directors and a broad-based Council, appointed by Mayor Martin J. Walsh, allow the PIC to exercise unique influence and leadership.

As the city’s school-to-career intermediary, the PIC convenes employers, connects students with jobs and internships, measures progress on key indicators, and sustains the focus on priorities ranging from dropout reduction to college completion to career advancement. Our intermediary work takes place in the context of citywide initiatives such as Success Boston, Boston WINs, the Youth Transitions Task Force, and the Opportunity Youth Collaborative.

The PIC sees public education as the foundation of Boston’s workforce development and diversity strategy. In collaboration with Interim Superintendent Laura Perille and the Boston Public Schools (BPS), the PIC deploys a highly motivated front-line staff to generate workplace experiences for high school students, to re-engage young adults who fall behind or drop out of school altogether, and to support BPS graduates as they make their way through local colleges.

The work of the PIC is grounded in the belief that meaningful employment changes lives, lifts people out of poverty, and strengthens the local economy. In order to bridge the gap between downtown and the neighborhoods, we are committed to developing pathways to career-oriented employment and financial independence, with various entry points for both youth and adults.

The PIC achieved many accomplishments in 2018, including:
- Preparing 2,892 BPS students for work-based learning internships and jobs at private sector employers and community-organizations,
- Re-enrolling 282 high school dropouts through the Re-Engagement Center, and
- Providing postsecondary coaching to 521 local community college and transfer students.

Needs Statement

  • Career Specialists – The number of school-to-career and career readiness staff in Boston public high schools has decreased over the last decade due to reductions in public revenue. Adding one Career Specialist will result in 150 additional students receiving summer job and school year internship opportunities and 250 more participating in work readiness and career exploration activities.
  • Postsecondary Coaches – PIC postsecondary coaches provide support and advice to more than 400 students at Bunker Hill Community College, Roxbury Community College, Benjamin Franklin Institute of Technology, Quincy College, and UMass Boston, contributing to the citywide goal of 70% college completion for BPS graduates. 
  • Dropout Re-Engagement Specialists – Specialists recruit and connect young adults who have left high school before graduating with appropriate school placements and provide the individualized support returnees need to succeed. 
  • Employer Engagement Staff – The PIC convenes multi-sector collaborations, including Boston's Healthcare Careers Consortium, TechHire Boston, and the Boston & Metro North STEM Network, with and on behalf of our community partners and stakeholders. Additional funding would permit greater employer outreach and staffing for successful policy initiatives.

CEO Statement


Board Chair Statement


Geographic Area Served

Greater Boston Region-All Neighborhoods

The PIC supports people who are living, working, and going to school in the city of Boston.
The PIC serves students attending 31 Boston public high schools and those who have left high school without graduating. The PIC also serves BPS graduates attending Bunker Hill Community College, Roxbury Community College, Benjamin Franklin Institute of Technology, Quincy College, and UMass Boston.

Organization Categories

  1. Employment - Employment Preparation & Procurement
  2. Education - Secondary & High Schools
  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)



Career Centers and Workforce Development Board

Boston's Mayor appoints the members of the Private Industry Council, which serves as Boston's MassHire Workforce Board. The Council is comprised of leaders from business, education, government, labor and the community. It's executive committee serves as the Board of Directors for the PIC as a nonprofit organization.
In partnership with the Mayor's Office of Workforce Development, the PIC oversees the distribution of federal funding, the chartering of career centers, and the implementation of the Workforce Innovation and Opportunity Act.
Budget  $400,000.00
Category  Employment, General/Other
Population Served Unemployed, Underemployed, Dislocated
Program Short-Term Success 
  • 15,515 job seekers were served at Boston career centers in FY18
  • 761 employers held job fairs and recruitment events
  • The average wage upon employment for career center customers is $21.61
Program Long-Term Success 

In 2017, the PIC approved four-year charters for Jewish Vocational Service and Morgan Memorial Goodwill Industries to operate two career centers. In order to expand the reach of the career centers, the PIC is implementing a WIOA innovation called “Access Points” — sites where job seekers can enroll in the system and learn about the services available at the comprehensive career centers and through federally funded state agencies. The long-term goal is to create a “no wrong door” approach that makes it possible for job seekers to enter the workforce system through a network of affiliated organizations. The PIC designated St. Francis House and Work, Inc. to implement this concept on a pilot basis.

In 2018, to unify the state's workforce system and increase public awareness, the Commonwealth launched a new identity for career centers and workforce boards. The career center at JVS is now called MassHire Downtown Boston Career Center, while the center at Morgan Memorial Goodwill will be MassHire Boston Career Center. The PIC, in its role as the city's workforce deveopment board, will be known as MassHire Boston Workforce Board.
Program Success Monitored By  --
Examples of Program Success 

In November 2016, Preston Wigasi Brant, a recruiter for the Security Division of Delta Air Lines Global Services, faced the challenge of hiring 50 employees for Delta’s new security operation at Logan Airport by January. Based in Atlanta, Preston discovered Boston Career Link (BCL) in Roxbury through an online search. Delta is committed to hiring staff from the communities where the company operates and seeks out candidates who represent a variety of nontraditional backgrounds. Preston contacted the career center and connected with the BCL Business Services team. Preston asked about the hiring market in Boston and the best ways to connect to job seekers. Given the labor market information available, the staff at BCL encouraged Preston to increase the proposed wages for Delta’s new hires based on the competition for security staff in the city. Preston took this information back to Delta’s corporate office and was able to increase the wage range by $3 per hour, settling on $15-$19 per hour plus benefits.

At this point, BCL Business Account Representative Svetla Georgieva took charge. She scheduled and coordinated recruiting events and found space for Delta to on-board new hires and train employees when space was not available at Logan Airport. From December to February, Preston was on-site at BCL nearly once per week. The partnership resulted in Delta hiring 51 job seekers through the career center. Now, Delta is expanding its security operations at Logan, working with BCL to hire 30 additional staff members.

College Persistence and Completion

As part of Success Boston - the city's college completion initiative - PIC postsecondary coaches work on the college campuses, interacting with students, faculty, and support staff, providing students with the best opportunity for real-time support and any necessary interventions. Coaches meet individually with students at least every other week, and are in contact via phone or email more frequently. They actively mentor students to help them learn how to solve problems, advocate for themselves, manage their time, and develop good study habits and job-seeking skills. Students also confide personal challenges to the coaches, who provide a listening ear and social service referrals, including to food banks, homeless shelters, and health services. They also refer students to services like tutoring, financial aid, and career services, while coaching them on the personal skills they need to best leverage these resources. Coaches share their learnings with the PIC’s high-level board of directors and numerous committees to influence systems change at the high school, college, and employer levels. Coaches’ advocacy for broad, systems-level change will continue to affect many more students than we are able to serve directly ourselves. 

Budget  $600,000.00
Category  Education, General/Other
Population Served Adults Minorities Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
  • The PIC coached 521 community college and transfer students this year. 
  • 51.6% of first-year college enrollees from the BPS Class of 2010 graduated by 2016.
  • 70.8% of BPS Class of 2016 graduates enrolled in college within 16 months. 
Program Long-Term Success 

In 2016, the PIC, in partnership with Abt Associates released the study, “Reaching for the Cap and Gown: Progress Toward Success Boston’s College Completion Goals for Graduates of the Boston Public Schools,” which found that the six-year college completion rate of first-year college enrollees from the BPS Class of 2009 was 51.3%—within one percentage point of the 52% goal set in 2008. This represents an 11 percentage point increase above the 40.6% six-year college completion rate for the BPS Class of 2000. Another finding of the report indicates the impact of Success Boston coaches on students’ progress in college. Just over 44% of BPS Class of 2009 graduates who received coaching through Success Boston completed college within six years, compared to only 36% of high school graduates who did not have a coach. The effects of coaching were even more pronounced for students attending two-year colleges: 35% of Success Boston-coached students and 23.8% of non-coached students completed within six years.

Program Success Monitored By  --
Examples of Program Success 
While a student at Madison Park Technical Vocational High School, Maximo was a part of the Boston Public Schools (BPS) STRIVE Program. Through STRIVE, Maximo was connected to PIC career specialist Gabrielle Guity. Maximo worked with Gaby to develop his work readiness skills and apply for jobs and internships. He secured a summer job at the Document Imaging Service Center at English High School, an inclusive STRIVE worksite that allows students to explore their technology interests.
After graduating high school in 2015, Maximo enrolled at Bunker Hill Community College and reconnected with Gaby, who had transitioned from PIC career specialist to postsecondary coach. Working with a familiar face, Maximo learned how to navigate campus, select a major, and access campus resources. After completing an internship at Massachusetts Advocates for Children, Maximo reassessed his career aspirations and realized that majoring in human services better aligned with his interests. With Gaby’s help, Maximo was able to switch his major from business to human services without delaying his graduation date. He is maintaining a 3.3 grade point average and expects to graduate in the spring of 2019.

Employer Engagement

The PIC brings together employers, educators, and workforce partners to design new talent pipelines into industries that are vital to the Greater Boston economy.

The PIC convenes the Healthcare Careers Consortium, the Boston and Metro North STEM Network, and TechHire Boston. Additionally, the PIC convenes the Employer Network for employer partners who hire and/or are interested in hiring high school students.

Budget  $650,000.00
Category  Employment, General/Other Job Training & Employment
Population Served Unemployed, Underemployed, Dislocated Adolescents Only (13-19 years) Adults
Program Short-Term Success 

  • 657 PIC-coached Boston public high school students worked in STEM internships in Summer 2018.
  • 147 private sector employers hired a student through the PIC.

Program Long-Term Success 

To increase the number of students who pursue degrees in science, technology, engineering, and mathematics (STEM), the PIC is collaborating with the Metro North Regional Employment Board to advance the three priorities identified by the Massachusetts STEM Advisory Council — work-based learning, dual enrollment, and computer science instruction. In addition, Boston continues to focus on increasing student interest in STEM subjects through after-school and summer programs.

Program Success Monitored By  --
Examples of Program Success 

Boston’s technology economy is expanding rapidly, filling in spaces along the waterfront and throughout the city. Young professionals from across the country and around the world want to work and live in our city, and innovative companies of all sizes are drawn to Boston in pursuit of this talent.

In response to Mayor Walsh’s call to action, many of these companies are cultivating the next generation of tech professionals by bringing high school interns into their workplaces. Tech-focused companies ranging from financial services to engineering to cybersecurity are exposing students to a wide range of emerging career opportunities. Every participating company relies upon at least one person who champions the cause and coordinates the new internship program, regardless of his or her formal position. The most successful programs engage people from across the company — from a CEO who authorizes the hiring to human resources who assist with on-boarding to the front-line supervisors who guide students and develop their skills.

Boston’s economic future may well depend on the quality and size of its technology workforce. For that reason, technology leaders from a variety of sectors are coming together as TechHire Boston, a new consortium convened by the PIC and SkillWorks. The experiences that students and supervisors share at the workplace will help inform a long-term strategy for developing a skilled and diverse technology workforce, even as employers collaborate to address immediate hiring needs.

Re-Engaging Disconnected 16-24 Year-Olds

The Re-Engagement Center (REC), a joint initiative of the PIC and the BPS, provides the resources and counseling disconnected and off-track high school students need to re-enroll, re-engage, and get back on track to graduation. The REC is located at the Madison Park Complex in Roxbury and is open for business year-round.

REC Dropout Re-Engagement Specialists start by reaching out to disengaged young people – by phone, email, and in-person – to get them to come to the REC. Once students arrive at the REC, staff conduct intake and assessment. This allows staff to get to know the young people and figure out the best environment for them to be placed into – whether that’s into a BPS alternative education program or into an education option at a community-based organization. The REC is the BPS’ single point of entry for the district’s smaller, community-based education options (ed-options) schools. REC staff then help these students re-enroll, and provide them with a customized path to graduation. Staff provide case management throughout the school year to make sure students feel supported and are on track to graduation. Each PIC team member handles intake for approximately 200 students each year and works with approximately 100 re-engaged students throughout the school year.

Budget  $275,000.00
Category  Education, General/Other Dropout Programs
Population Served Adolescents Only (13-19 years) Minorities Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
  • 3,092 students enrolled in the BPS through the BPS-PIC collaboration since 2006
  • 824 REC students have earned a diploma 
  • 282 students re-enrolled through the REC in school year 2017-18
Program Long-Term Success 

The REC was developed in the context of a citywide and national response to the dropout crisis. During the 2005-06 school year, 1,936 students dropped out of the BPS system. Over the past 11 years, the number of students dropping out of the BPS annually has fallen from 1,936 to 830, a 57% reduction.

Program Success Monitored By 

In order to continuously evaluate the REC’s progress, the PIC’s research & evaluation director and senior research analyst work closely with the BPS and REC staff to carefully track and analyze REC data. These PIC employees help maintain the REC’s web-based case management system, and use student information from the BPS to enrich findings and deepen analysis. Regular reports and automated dashboards help facilitate student referrals to the REC and keep REC staff apprised of student needs and outcomes, and indicate aggregate totals, potential gaps in equitable service, and emerging trends. The REC also uses this information to inform and advocate within the BPS, as research on dropouts provides a uniquely ‘bottom-up’ view on student needs and district capacity. These reporting processes have resulted in a number of changes to district policy that benefit returning and potential dropouts.

The REC has also been committed to external research and evaluation since its inception. The PIC has a long-standing partnership with the Rennie Center for Education Research and Policy, which has given us the opportunity to utilize an experienced third-party researcher as we consider our systems and policies.

Examples of Program Success 
Dante was on track to graduate high school in 2014 when family issues left him without a home. Once homeless, keeping up with school became too much and Dante dropped out. Eventually, he moved in with his grandparents where he also assumed the responsibility of taking care of his sick grandfather. After his grandfather died,he made the decision to go back to school and coincidentally happened upon a flyer for the Re-Engagement Center.
When Dante arrived at the REC, he was greeted by a PIC dropout re-engagement specialist who helped him determine how many credits he needed to graduate and which program would best fit his needs. In September 2016, the REC helped Dante enroll in the EDCO Youth Alternative, a program that primarily serves older students. The school provides flexible class schedules and adjusts the pace of classes depending on the students. EDCO’s supportive environment propelled Dante forward. The twenty-one-year-old is on track to graduate next June. Seeing more possibilities for his future than ever before, Dante is thinking about a career in social work to open doors for kids just like him.

School-to-Career: Youth Employment and Career Readiness

The PIC’s School-to-Career initiative prepares students for summer jobs and internships with the goal of building career pathways for Boston public high school students and talent pipelines for local employers. Twenty PIC career specialists work within 31 of Boston’s public high schools, supporting nearly 5,000 students during the school year through career awareness and exploration activities, including resume writing workshops, career panels, workplace tours, mock interviews, and job shadows. Each PIC Career Specialist connects approximately 150 students to summer jobs and provides 250 more with work readiness and career exploration activities.

For 35 years, the PIC has partnered with the City of Boston to organize employers for the private sector component of the Mayor’s Summer Jobs Program and collaborated with other nonprofits and city agencies to provide subsidized employment opportunities for Boston public high school students. The PIC places students in a variety of professional workplace settings across industries. This summer, the PIC prepared 2,892 students for summer employment. The top three sectors for 2018 into which the PIC placed students were: 1) healthcare, 2) finance, insurance, and real estate, and 3) professional, scientific, and technical services. These are jobs that wouldn’t have been created without the PIC encouraging and supporting employers to create these opportunities and then brokering students into those positions. Last summer, PIC students earned more than $4.7 million in wages.

The PIC will support any student who is motivated to work. PIC participants are predominantly students of color: 37.7% are Black, 31.4% are Hispanic. Because the vast majority of PIC students are low-income, a summer job is often a critical component of the family income. Many students contribute a portion of their summer wages to help pay for household basics such as rent and utilities.

Budget  $3,075,555.00
Category  Education, General/Other
Population Served Adolescents Only (13-19 years) Minorities Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 


  • During FY 2018, nearly 4,000 BPS students obtained a work experience through the PIC. Over 90% of these placements were privately funded.
  • During school year 2017-18, nearly 5,000 students participated in work readiness, career awareness and exploration activities.
  • During summer 2018, the PIC prepared 2,892 students for private sector work-based learning opportunities at 147 Boston businesses, ranging from industry-leading large companies to neighborhood small businesses. 
  • The PIC also placed 504 students in jobs at community-based organizations, with wages subsidized by public and private funding.


Program Long-Term Success  The ultimate goal of the School-to-Career initiative is to create career pathways for Boston youth and build talent pipelines that meet the needs of local employers.
Program Success Monitored By  --
Examples of Program Success  "I would consider my PIC internship at State Street the first stepping stone towards my current career path. It introduced me to the world of IT and gave me a head start in building my technical skills while in high school." -Former PIC student Danny

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Neil Sullivan
CEO Term Start Nov 1992
CEO Email
CEO Experience
Neil Sullivan is the executive director of the Boston Private Industry Council (PIC). He manages a staff of 50+ school-based career specialists, dropout re-engagement specialists, postsecondary coaches, employer engagement staff,  and administrators, as well as a $6.13 million annual operating budget, funded by multiple revenue streams. He organizes and guides a Board of Directors that includes Boston's top corporate, labor, education, government, and community leaders.
Before joining the PIC in 1992, Sullivan served as policy director for the City of Boston and chief policy advisor to Mayor Raymond L. Flynn for nine years. His portfolio included all aspects of city government, including public safety, public health, housing, commercial development, zoning and public education. Sullivan's prior experience includes six years as a community organizer, policy analyst and political strategist for Massachusetts Fair Share in Boston and Worcester. He taught high school for three years in the Chicago area during the mid-1970s. He is an Amherst College graduate and holds a Masters of Arts in Teaching from Northwestern University. A longtime resident of the Dorchester neighborhood of Boston, he has helped guide all four of his children through Boston's public schools.
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
Josh Bruno Director of School-to-Career --
Deb da Silva Director of Administration and Finance --
Kathy Hamilton Director of Youth Transitions --
Bodi Luse Development and Marketing Director --
Angela McCabe Workforce Development Director --
Joseph McLaughlin Research and Evaluation Director --
Alysia Ordway Employer Engagement Manager --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 54
Number of Part Time Staff 4
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % 78%

Staff Demographics

Ethnicity African American/Black: 20
Asian American/Pacific Islander: 3
Caucasian: 25
Hispanic/Latino: 9
Native American/American Indian: 1
Other: 0
Other (if specified): 0
Gender Female: 41
Male: 17
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
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. Kenneth C. Montgomery
Board Chair Company Affiliation Federal Reserve Bank of Boston
Board Chair Term Dec 2005 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Dr. Joseph Aoun Northeastern University --
Ms. Donna C. Cupelo Verizon --
Mr. Darren Donovan KPMG --
Ms. Pam Y Eddinger Bunker Hill Community College --
Dr. Jeffrey M. Leiden Vertex Pharmaceuticals --
Mr. Kenneth C. Montgomery Federal Reserve Bank of Boston --
Dr. Katherine Newman University of Massachusetts Boston --
Ms. Laura Perille Boston Public Schools --
Dr. Valerie R. Roberson Roxbury Community College --
Mr. Steven A. Tolman Massachusetts AFL-CIO --

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): Lebanese
Gender Female: 5
Male: 5
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 71%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees


CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $8,674,972 $9,841,718 $9,013,588
Total Expenses $9,012,603 $8,761,838 $8,877,389

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$3,033,567 $5,394,802 $1,852,705
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $811,601 $668,569 $581,072
Indirect Public Support -- -- --
Earned Revenue $4,812,933 $3,768,197 $6,568,350
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $16,871 $10,150 $11,461

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $8,711,453 $7,640,014 $8,485,174
Administration Expense $217,520 $1,051,433 $319,778
Fundraising Expense $83,630 $70,391 $72,437
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.96 1.12 1.02
Program Expense/Total Expenses 97% 87% 96%
Fundraising Expense/Contributed Revenue 2% 1% 3%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $3,279,370 $3,704,771 $2,642,052
Current Assets $3,079,865 $3,516,043 $2,461,812
Long-Term Liabilities -- -- $0
Current Liabilities $641,008 $728,778 $745,939
Total Net Assets $2,638,362 $2,975,993 $1,896,113

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
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? --

Capital Campaign

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

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 4.80 4.82 3.30

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 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.


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 Boston Private Industry Council (PIC) works to strengthen Boston’s communities and its workforce by connecting youth and adults with education and employment opportunities that align with the needs of area employers. We collaborate with business, the Boston Public Schools, higher education, government, labor, and community organizations to create innovative workforce and education solutions that ensure Boston residents have pathways to secure meaningful employment and businesses have access to sustainable talent pipelines.

Our work is grounded in the belief that meaningful employment changes lives, lifts people out of poverty, and strengthens the local economy. In Boston’s knowledge-based economy, credentials drive meaningful employment and career opportunity. By creating workforce opportunities, we strive to increase continuously the number of youth and adults who achieve academic milestones such as high school graduation, college enrollment, and postsecondary certification and degree attainment.

We believe that paid work experience motivates and sustains progress, particularly within low income communities. Therefore, we endeavor to increase the integration of work and learning at all levels. We also believe that our education and training activities and initiatives must be grounded in labor market intelligence. It is not enough to graduate. Our success must be measured in the labor market attachment and career success of those who go through Boston's education and workforce development systems.

2. What are your strategies for making this happen?

To ensure that Boston residents have the skills and experience necessary to secure meaningful and sustainable employment, the PIC collaborates with industries and education institutions to better align education, training, and certification pathways for particular occupations with significant projected hiring growth. We continue to convene employers in the health care, life sciences, and technology industries with colleges and training vendors that prepare workers for careers in these industries to address workforce challenges and skill gaps in these key sectors of Boston’s economy. Additionally, the PIC serves as the School-to-Career intermediary for Boston public high school students by sustaining, enhancing, and increasing the quantity and quality of youth jobs, internships, and other career readiness activities. Through these efforts, students gain critical soft and hard employability and occupational skills and are exposed to potential career paths in the local and state economy.

To ensure that students not only discover a path to a meaningful career, but also remain on track, the PIC is committed to bridging the crucial transition to postsecondary education through coaching and mentoring students and driving institutional reforms that support students while in college. We aim to increase the connection between postsecondary education and future careers.

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

The PIC has a long history of successfully serving low income youth and adults in Boston. Through our School-to-Career program, we have a team of career specialists working with nearly 5,000 Boston public high school students each year. We have a career specialist presence in nearly every BPS high school, and we organize the nation’s largest summer private sector youth employment program. We run a Re-Engagement Center with the BPS, which has re-enrolled over 3,000 dropouts, nearly 830 of whom have graduated already. We help more than 500 students transition into, persist through, and graduate from local community colleges each year. As an organization, the PIC stays connected to the community by convening community based organizations and other non-profits on a regular basis and by hiring talented staff members from the community.

We understand that increasing significantly the number of Boston high school students who are prepared for and connected to Boston jobs cannot be done by any one organization operating in a silo. The PIC is the perfect collaborator, serving as a program overlay to assist our partners in achieving stronger results for Boston youth. The PIC is in a unique position, as it partners closely with the Mayor’s Office, the BPS, postsecondary institutions, businesses, and community-based organizations, among others, to ensure that young people have the continuum of support they need to succeed in high school, college, and career.

We bring employers together with educators and workforce organizations to develop pathways into their respective industries and professions. These employer-focused collaboratives include the Healthcare Careers Consortium, TechHire Boston, and the Boston and Metro North STEM Network. We also know how to lead within collaborations convened by others, such as the Boston WINs initiative and Success Boston.

The PIC also conducts extensive research and evaluation with partners like the Rennie Center to frame critical issues and analyze PIC practices. Historically, the PIC partnered with the Center for Labor Market Studies (CLMS) at Northeastern University to produce game-changing studies on college completion for BPS graduates and the fiscal consequences of the dropout crisis. The results of this research receives significant attention and position Boston as a national leader in education and workforce development. We now employ a longtime CLMS associate in-house, allowing us to internalize research and evaluation capacity and share it with our partners and funders.

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

The PIC has a data management system to track outcomes of School-to-Career and Re-Engagement Center activities, which has dramatically changed our ability to capture and analyze program results. The PIC has access to BPS student-level data – including demographics, academic grades/GPAs, attendance, MCAS test scores, and other program eligibility information such as free/reduced lunch, special needs, and learning plans – which flows into our system and is complemented by PIC programmatic data. For School-to-Career, PIC programmatic information includes student participation in career readiness activities and job placements, as well as student interest, availability, and skill. Recently, the PIC designed a data system for the Re-Engagement Center to facilitate outreach, intake, and referral activities. The system has enhanced case management capabilities by providing staff up-to-date academic information on the students they have referred. This constant feedback loop allows us to analyze our effectiveness in real-time and to inform future programming.

Each summer, we work with supervisors at the companies who hire students through the PIC to complete MA Work-based Learning Plans. These plans employ qualitative and quantitative measures to demonstrate student skill gain over the course of their summer work-based learning experiences. They also provide us with valuable feedback from both students and employers that we use to make adjustments to strength our programs.

Success Boston administers Salesforce for tracking postsecondary students. PIC postsecondary coaches track their students’ demographic information, college attendance, semester enrollment, and financial aid packages every semester through Salesforce. We track students’ progress toward graduation (credits accumulated), persistence (semesters enrolled), and performance (semester/cumulative GPA).

The PIC has substantial experience reporting on participant level data collected through school-to-career, dropout outreach and recovery, and college coaching activities. The teams regularly discuss progress on their metrics to spur practice and process changes. Activity and outcome reports based on participant level data are generated for the PIC’s Board and funders on an ongoing basis. We also share our findings with the school department, legislators, and other members of the community to leverage our results and improve services for Boston’s youth.

The PIC also has experience linking participant records with external databases, such as the state’s wage record database and the National Student Clearinghouse, to track the post-high school work and college enrollment behaviors of BPS graduates. Over the years, the PIC has worked with third-party evaluators to analyze longer term employment and education outcomes of BPS students and the impacts of selected interventions. Our database will allow us to facilitate more complex longitudinal tracking and measurement studies in the future.

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

The PIC accomplished a number of notable outcomes for its diverse populations during 2018 including:

Boston public high school students:

  • 2,892 students obtained a work experience through the PIC.
  • close to 5,000 students participated in a PIC work readiness activity.
  • 147 employers hired a student directly through the PIC.


Opportunity youth (disconnected 16-24 year-olds):

  • 654 high school students engaged with the Re-Engagement Center
  • 282 high school students re-enrolled in school though the Re-Engagement Center


Postsecondary students:

  • 521 community college and transfer students were coached by the PIC.
  • 51.6% of first year college enrollees from the BPS Class of 2011 graduated by 2017.


Adult job seekers:

  • 15,515 job seekers were served at Boston’s two one-stop career centers.
  • 761 employers held job fairs and recruitment events


The primary setback the PIC faced was continuing to build its staff capacity across the continuum of service delivery. In order to advance a large number of students and develop new partnerships with academic institutions and employers, the organization needs to hire additional frontline staff. The PIC has a proven model – now it needs additional funding to help scale its initiatives in order help the greatest number of underserved youth in Boston prepare for and connect to jobs. The PIC used to have one to two career specialists located at each Boston public high school, and now many career specialists cover more than one school.

Due to its limited number of employer engagement staff, an additional challenge is the PIC’s inability to recruit as many new employers as the organization would like. Every dollar invested in these staff leverages corporate investment in Boston’s communities, as the companies that participate provide employer-paid, employer-supervised work experiences for youth, paying student wages out of their own corporate budgets.