SkillsUSA Massachusetts Inc
Empowering success for any student, any skill, any career.
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
CHAPTER EXCELLENCE PROGRAM
The Chapter Excellence Program (CEP) recognizes achievement as it relates to the integration of the SkillsUSA Framework in Program of Work activities. As a chapter’s yearly action plan, the Program of Work is at the heart of student learning and employability development. By using the Framework as a guide, chapters have a blueprint for creating relevant activities that encourage participation and foster an understanding of the student learning attained during each activity.
Where we work
Awards
APEX Award-Print Media-Meetings & Event Materials 2023
APEX
Affiliations & memberships
State Standards of Excellence - GOLD STANDARD 2022
External reviews

Videos
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
SkillsUSA Massachusetts, Inc. is an education non-profit located in Massachusetts, United States of America that focuses on preparing high school, college/post-secondary and adult learners for careers in technical, skilled, and service occupations. The organization provides opportunities for students to develop leadership, teamwork, and technical skills through workforce readiness curriculum, hands-on experiences, competitions, and community service.
SkillsUSA Massachusetts is an important partner in developing a strong workforce. By providing students with technical skills and work experience, SkillsUSA Massachusetts helps to bridge the skills gap that many businesses are facing. Additionally, businesses benefit from partnering with SkillsUSA Massachusetts as competition sponsors, offering internships and job opportunities, and providing mentorship to students.
SkillsUSA Massachusetts helps businesses build their brand and reputation by showcasing their commitment to education and workforce development. Through partnerships with SkillsUSA Massachusetts programs and events, and sponsoring competitions, businesses position themselves as leaders in their industry and attract top talent.
SkillsUSA Massachusetts is a valuable resource for both education and businesses looking to invest in the future of their workforce and build strong partnerships within their communities.
What are the organization's key strategies for making this happen?
SkillsUSA Massachusetts, Inc. has identified seven Strategic Imperatives, which are designed to focus this plan on key objectives, projects, and activities that are high impact. The strategic imperatives were chosen to guide a clearly defined systematic approach to achievement and help our organization reach the goals set out in the plan within the stated timeframe.
Imperative One – Higher Level Partner Engagement
Imperative Two – Fundraising & Capacity Building
Imperative Three – Membership in New Markets
Imperative Four – Succession Planning and Staffing
Imperative Five – Legislative Action/Advocacy
Imperative Six – Event and Conference Growth
Imperative Seven – Marketing Strategy & Public Relations
What are the organization's capabilities for doing this?
The seven Strategic Imperatives are overseen by the operating committees of the Board of Directors. The committees are as follows:
Program Committee
The Program Committee will be responsible for developing and monitoring related strategic imperatives, recommending to the Board of Directors, and contributing resources that will assist staff with implementation of membership & programming strategy, new programming proposals and managing expansion. This committee will also oversee the strategy for the SkillsUSA Championships – Career Competitions, maintaining a high-quality program and managing growth.
Related Strategic Imperatives:
Imperative Three – Membership in New Markets
Imperative Six – Event and Conference Growth
Finance Committee
The Finance Committee will be responsible for developing and monitoring related strategic imperatives, recommending to the Board of Directors, and contributing resources that will assist staff with implementation of a fundraising strategy, cultivation of sponsors, setting priorities for funding and review and monitoring of funding needs, and partner retention.
Related Strategic Imperatives:
Imperative One – Higher Level Partner Engagement
Imperative Two – Fundraising & Capacity Building
Personnel & Governance Committee
The Personnel/ Governance Committee will be responsible for developing and monitoring related strategic imperatives, recommending to the Board of Directors and contributing resources that will assist staff with infrastructure support and expansion and implementation of the DESE relationship & grant funding, Policy and Procedure Handbook, Corporate By-Laws, and the Constitutions, reviewing partnership initiatives, volunteer appointments and matters related to personnel/volunteers, job descriptions, Board performance and the evaluation process for the Executive Director.
Related Strategic Imperatives:
Imperative Four – Succession Planning and Staffing
Imperative Five – Legislative Action/Advocacy
Marketing & Public Relations Committee
The Marketing & Public Relations Committee will be responsible for developing and monitoring related strategic imperatives, recommending to the Board of Directors, and contributing resources that will assist staff with implementation of marketing, branding, and public relations strategy and recommending publications ideas, website enhancements, and social media presence.
Related Strategic Imperatives:
Imperative Seven – Marketing Strategy & Public Relations
What have they accomplished so far and what's next?
Committee assignments have been made for accomplishing the Strategic Imperatives. Committee work is well underway and progress has been made with the accomplishment of 2 Strategic goals.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
SkillsUSA Massachusetts Inc
Board of directorsas of 07/26/2023
Brian Bentley
Diman Regional Technical School
Term: 2020 - 2025
Dr. Karen M Maguire
Tri-County RTHS
Pamela Staney
Bay Path RTHS
Jil-Lyn Wonoski
JW Consultants
Kevin Gaugush
Advantage Truck Group
Brian Kelly
UA Union of Plumbers, Fitters, Welders & Service Techs
Donna McMahon
Championships
Dr. Amy Perrault
Minuteman HS
Warley Williams
Greater New Bedford RTHS
Jacob Donnelly
Bain Capital - Double Impact
Cameron Ferguson
Caterpillar, Inc. (retired)
Mary Mills
Raytheon Technologies
Patience Noah
Patience Noah Insurance, LLC
Ernest Houle
Assabet Valley RTHS
Dr. Heidi Riccio
Exxex North Shore RTHS
Donald Erickson
Massachusetts Vocational Association
Brady McCarron
SkillsUSA Massachusetts Alumni Association
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 09/26/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.