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Massachusetts Workforce Alliance Inc

 14 Beacon Street, Suite 707
 Boston, MA 02108
[P] (617) 7801770
[F] --
www.massworkforcealliance.org
[email protected]
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INCORPORATED: 2003
 Printable Profile (Summary / Full)
EIN 20-0089926

LAST UPDATED: 07/07/2015
Organization DBA Mass Workforce Alliance
MWA
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

The mission of the Massachusetts Workforce Alliance is to create true economic opportunity for low income people by uniting individuals, organizations and coalitions to advance sensible workforce development policy.

Mission Statement

The mission of the Massachusetts Workforce Alliance is to create true economic opportunity for low income people by uniting individuals, organizations and coalitions to advance sensible workforce development policy.

FinancialsMORE »

Fiscal Year July 01, 2011 to June 30, 2012
Projected Income $120,648.00
Projected Expense $100,000.00

ProgramsMORE »

  • MWA Programs

Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

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


Overview

Mission Statement

The mission of the Massachusetts Workforce Alliance is to create true economic opportunity for low income people by uniting individuals, organizations and coalitions to advance sensible workforce development policy.

Background Statement

The Massachusetts Workforce Alliance (MWA) was established in 2000 to bring the voice of low-wage and unemployed people to workforce development policy discussions. Overall, MWA is characterized by facilitating conversations and relationships that reach across traditional funding silos, creating publications that provide visually succinct ways to understand and engage with complex subjects, and training people on the ground about the ways in which their intelligence is needed to create policy that works.

 

Created initially as an alliance of ten coalitions, MWA merged with the BostonWorkforce Development Coalition in FY07 and expanded its membership to include organizations and individuals concerned with the provision of education and training to low-income populations. MWA, both within Massachusetts and more broadly in New England, is unique in its specific and unwavering focus on workforce development aimed squarely at low-wage, lower-skill workers and the organizations that best serve them (most often community based education,training and job readiness organizations).

 

In recent years, job training and basic education, has suffered cuts and systemic shifts that have created gaps in services for all in need. MWA has viewed these economic shifts as an opportunity to widen our lens to consider the ways in which the economy was shifting and where there would beroom for low-income communities to participate.In FY09, MWAmade a strategic decision to focus attention on the emerging sustainable“green” economy in order to ensure it is built in ways that include the skills and talents of low-income workers. To do this, MWA created the Down to EarthInitiative which facilitated a broad conversation with 60+ organizationsandconcluded that the areas of strengthening regional food systems, water management, and energy efficient shelter had potential to produce for good jobs for low-wage workers.

Throughout its history, MWA has shown a commitment to lean management, and the primacy of collaborative thinking with its “big tent” philosophy of working with a breadth of partners. The focus has always been on creating economic opportunity for low-income communities and this will remain the central tenet of theorganization.


Impact Statement

FY12Accomplishments

-D2E Steering Committee (representing eight coalitions) confirms MWA work on job creation related to strengthening regional food systems, water management and energyefficiency.

-Design/productionof the “Down to Earth” publication which articulates the connection between climate change and job creation in concrete terms and creates a visual tool for people to connect their personal participation in economic development, workforce development and job creation.

-Promulgation of our work through: delivery of a legislative briefing; teaching at three conferences; events to share the D2E agenda and launch the publication; and sundry trainings.

-Collaboration with UMass Lowell’s Center for Sustainable Production to research and write “Promoting Entry ToCareer Pathways In The Drinking Water And Wastewater Sector.”

-Research, analyze and writing a study assessing existing Pioneer Valley food system businesses and their potential to create safe and good jobs, including jobs for lower-skill, low-income individuals.

 

FY13 Goals

-Partner with EPA to facilitate a working group looking at job creation potential in stormwater management. Research, analyze and write a study on the existing and emerging Massachusetts stormwater industry cluster focused on entry level jobs for low-skilled workerswith potential to advance along a career pathway.

-Complete and promulgate the Pioneer Valley Food system study and assess other areas of the state to pursue similar work. Facilitate a working group of organizations pursuing work on strengthening regional food systems.

-Develop a model for education and training with articulated career pathways for low-skilled workers to advance in the food and water management industries.

-Research intermediate credentialing information to help in determining the precise nature of the skills gap in Massachusetts.

-Facilitate low-income and community based input into a potential restructuring of the workforce development system.


Needs Statement

1. Organizing and Advocacy: Managing/facilitating working groups to advance D2E work on job creation in regional food systems and stormwater management; and provide grounded input on ways to improve the workforce development system. Participating in groups looking at recycling/composting/transportationto ensure job creation and training are considered. MassCEC Board Participation.(Cost=$60,000)

2. Research: Further articulating and producing reports on the scope and possibilities for job creation in regional food systems and stormwater management. Gathering and presenting cogent data on Massachusetts gaps in needed intermediate credentials. (Cost=$35,000)

3. Education: Legislative briefings, conference presentations and practitioner training. (Cost=$15,000)

4. Technology: Strategic upgrades: Down to Earth required MWA to significantly expand and build new networks, which necessitates a dramatic upgrade in our capacity to both collect and manage data and communicate with the new networkswe have created. (Cost=$15,000)

MWA would embrace volunteers to work on: database design/maintenance (Salesforce); social media (web-site, Facebook, Twitter, Pinterest); Grantwriting.


CEO Statement

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Board Chair Statement

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Geographic Area Served

STATEWIDE
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Organization Categories

  1. Employment - Alliances & Advocacy
  2. Education - Adult Education
  3. Youth Development - Alliances & Advocacy

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

No

Programs

MWA Programs

ORGANIZING/POLICY WORK: Our organizing/policy work unites the diverse voices of adult basic education, job skills training, youth-serving, community economic development, war on poverty, and incumbent worker programs and their participants. Our Down To Earth Initiative seeks places for low-income communities to both build and benefit from the emerging sustainable economy.

RESEARCH AND PUBLICATIONS: MWA is known for our publications, which offer visually succinct tools to elucidate and give context to complex issues in the workforce development field. MWA facilitates this work with multi-stakeholder groups and collaborates on research projects.

 

TRAINING/EDUCATION:Our ‘big tent’ approach focuses on diverse constituencies (ABE teachers,CBO directors, program participants, legislators, community members) and includes:

-Civic engagement training on workforce development,

-Regional or topic-specific training,

-Briefings, conference workshops or small group discussions.

Budget  $125,000.00
Category  Public, Society Benefit, General/Other Public, Society Benefit, General/Other
Population Served Unemployed, Underemployed, Dislocated Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

 

We are sought out for information and training on the workforce development system and the sustainable economy.

We are sought after as partners in organizing and research collaborative projects that shed light on the needs of the workforce development system.

We facilitate complex conversations about workforce and economic development and the relationship between the two, especially in relation to the emergence of a sustainable economy.

Our publications and research are requested as teaching tools to better understand economic and workforce development and the emergence of a sustainable economy.

 

Program Long-Term Success 

 

 

Low wage workers are seen as an asset that adds to the workforce and are trained to reach their full potential both individually and for the organizations that employ them.

We see the economy as contributing to the health and well-being of lower-skill, low wage workers as well as our communities and our Commonwealth.

Our publications and research inform all policy affecting job creation and the education and training services that low-income people require to prepare for work.

Our training reaches broader and broader audiences and serves to expand the ways in which people see the workforce landscape and their place in it.

Program Success Monitored By 
We track the number of publications distributed and to whom.
Examples of Program Success 
Our Down to Earth Initiative engaged 60+ organizations to work collaboratively on ways in which low-income communities can build and benefit from a sustainable economy.

 
MWA was consulted to provide information that informed language in the Green Jobs Bill.
 
MWA was appointed to the Board of Directors of the Massachusetts Clean Energy Center.
 
“Working to Succeed” has been distributed to over 2000 people so far and is requested as a teaching tool for those providing introductory workshops and orientations on the workforce development system. The central flow chart of the workforce development system, originally designed in 2003, has been replicated by over 10 states.
“Down to Earth” has been distributed to over 1200 people since its release in November 2011, and is being hailed as providing a new way to understand the emergence of green jobs.
MWA has provided briefings and training for over 100 people in the past year alone.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Deborah Mutschler
CEO Term Start Apr 2005
CEO Email [email protected]
CEO Experience

Deborah Mutschler has worked in the non-profit field since1985 in the areas of public health, youth development, education and training,and economic development. She has a MBA from the Heller School for SocialPolicy and Management at Brandeis, and her BA from Mount Holyoke College ineconomics. Prior to coming to the MWA, Deborah was Executive Director of theMassachusetts Coalition of School Based Health Centers. She represents the MWAon the Board of the Massachusetts Clean Energy Center.

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

Former CEOs and Terms

Name Start End
Mr. Geoff Beane Sept 2003 Mar

Senior Staff

Name Title Experience/Biography
Ms Alex Risley Schroeder Program Director --

Awards

Award Awarding Organization Year
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Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

MWA has a history and ethic of working collaboratively with aligned, and sometimes surprising,groups. MWA’s diverse board is united in its focus on improving the economic realitiesfor low-income communities, and includes coalition members from: BYSN, JTA,MCAE, MASSCAP, MACDC, Neighbor to Neighbor, and Youthbuild.

The D2E Steering Committee has added the Green JusticeCoalition, Environmental League of Massachusetts, BCAN and MassCOSH to ourranks and our D2E Advisory Committee includes 60+ members.

 

We recently partnered with the Center for SustainableProduction at UMass Lowell to write a report on upcoming jobs in the waterindustry, and are currently partnering with Community Involved in SustainingAgriculture (CISA) and the Franklin Hampshire Regional Employment Board to producea report on food system jobs in western MA. Our D2E work has led to MWA’scurrent partnership with the EPA’s Unit of Innovations and Sustainability, to convenea working meeting on entry level job creation opportunities in stormwater (anticipatedSeptember 2012).

 

Collaborative by design, MWA believes in the power ofexpansive inclusivity and the collective wisdom of the group, and has honed skillsin facilitating those complex conversations.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 2
Number of Volunteers 1
Number of Contract Staff 2
Staff Retention Rate % 100%

Staff Demographics

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

Plans & Policies

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

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency No N/A
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency No N/A

Governance


Board Chair Ms. Beth Hogan
Board Chair Company Affiliation North Shore Community Action Program
Board Chair Term Jan 2008 - Dec 2013
Board Co-Chair Ms. Clare Shepherd
Board Co-Chair Company Affiliation Clare Shepherd Consulting
Board Co-Chair Term Jan 2008 - Dec 2013

Board Members

Name Company Affiliations Status
Ms. Elsa Bengel Retired from Training Inc.; National Skills Coalition Voting
Ms. Susan Crandall PhD Work Results Voting
Mr. Joe Diamond Massachusetts Association of Community Action Programs (MASSCAP) Voting
Ms. Beth Hogan North Shore Community Action Program Voting
Mr. Juan Leyton Neighbor to Neighbor Voting
Mr. Terry Moran Youthbuild Voting
Mr. David Rosen International Consulant on Adult Education Voting
Ms. Clare Shepherd Consultant on workforce development; former director of Learningworks Voting
Ms. Laurie Sheridan WorldEd; representative of MCAE Massachusetts Coalition of Adult Education Voting
Ms. Allison Staton Massachusetts Association of Community Development Corporations (MACDC) Voting
Ms Jude Travers International Institute of Boston Voting
Ms. Natalie Urtubey Boston Youth Service Network (BYSN) Voting

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
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Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 8
Male: 4
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy No
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 0%
Constituency Includes Client Representation Yes

Standing Committees

  • Executive
  • Public Policy/Advocacy

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Fiscal Year July 01, 2011 to June 30, 2012
Projected Income $120,648.00
Projected Expense $100,000.00
Form 990s

2011 Form 990

2010 Form 990

2009 Form 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2011 2010 2009
Total Revenue $79,662 $83,487 $43,580
Total Expenses $85,018 $69,660 $40,347

Prior Three Years Revenue Sources

Fiscal Year 2011 2010 2009
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $77,962 $81,117 $40,430
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues $1,700 $2,370 $3,150
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2011 2010 2009
Program Expense $61,553 $43,925 $30,354
Administration Expense $23,465 $25,735 $9,993
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.94 1.20 1.08
Program Expense/Total Expenses 72% 63% 75%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2011 2010 2009
Total Assets $31,117 $36,473 $22,646
Current Assets $30,307 $36,473 $22,646
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $31,117 $36,473 $22,646

Prior Three Years Top Three Funding Sources

Fiscal Year 2011 2010 2009
1st (Source and Amount) Private Foundation $75,000.00
Private Foundation $75,000.00
The Boston Foundation $35,000.00
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund No
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? --

Short Term Solvency

Fiscal Year 2011 2010 2009
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2011 2010 2009
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Previous fiscal period information was obtained from Form 990 (2011, 2010, 2009).
 
Expense allocation is approximate, the organization is working with their preparer. 

Documents


Other Documents

No Other Documents currently available.

Impact

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?

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2. What are your strategies for making this happen?

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

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

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

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