Employment, Job Related

Partnerships for a Skilled Workforce, Inc.

Marlborough, MA


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.

Ruling Year


Principal Officer

Ms. Sylvia L. Beville

Main Address

420 Lakeside Avenue, Suite 301 c/o Sylvia Beville

Marlborough, MA 01752 USA


employment, youth, economic self-sufficiency, career pathways, sector projects





Cause Area (NTEE Code)

Employment Training (J22)

Youth Development Programs (O50)

Alliance/Advocacy Organizations (P01)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs + Results

What we aim to solve New!

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Young Adult Employment Initiative (YAEI)


Career Centers

Where we workNew!

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Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

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.

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.)

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.

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.

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.

External Reviews



Partnerships for a Skilled Workforce, Inc.

Fiscal year: Jul 01 - Jun 30

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The people, governance practices, and partners that make the organization tick.

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Board Leadership Practices

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SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Not Applicable


Has the board conducted a formal, written assessment of the chief executive within the past year?

Not Applicable


Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Not Applicable


Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable


Has the board conducted a formal, written self-assessment of its performance within the past three years?

Not Applicable