PLATINUM2023

Chrysalis

Changing Lives Through Jobs

aka The Chrysalis Center   |   Los Angeles, CA   |  ChangeLives.org

Mission

Chrysalis serves people navigating barriers to the workforce by offering a job-readiness program, individualized supportive services, and paid transitional employment. We empower our clients on their pathway to stability, security, and fulfillment in their work and lives.

Ruling year info

1985

Principal Officer

Mark Loranger

Main address

522 S Main St

Los Angeles, CA 90013 USA

Show more contact info

EIN

95-3972624

NTEE code info

Employment Procurement Assistance and Job Training (J20)

Human Services - Multipurpose and Other N.E.C. (P99)

Public, Society Benefit - Multipurpose and Other N.E.C. (W99)

IRS filing requirement

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

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

At Chrysalis, we have always believed that our central focus on employment addresses an unmet need among an underserved population. Our approach to homelessness focuses on building, highlighting, and fortifying individuals' skill sets and marketability in the workforce. Today, we can confidently say that this approach is not a theoretical response to homelessness and poverty, but rather a proven formula for success, yielding results that have increased year after year.

Our programs

SOURCE: Self-reported by organization

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

Chrysalis Employment Program

At the core of Chrysalis’ program are our job-readiness classes and services. Our core curriculum – developed over 30 years of serving this population – is designed to improve job search skills, self-confidence, and employability. Workshops and resources include:

• A series of job-readiness classes covering how to prepare for a job search, components of a job application, soft skills and interview preparation, and how to achieve workplace success and retain employment
• A workbook containing exercises and a job search toolkit

In tandem with these classes, our dedicated volunteers provide one-on-one resume writing services, conduct practice interviews, and assist clients with online job applications. At the same time, Employment Specialists support clients throughout their self-directed job search by providing individualized guidance, counseling clients in goal setting, and providing referrals to a range of other services, including child care, housing, healthcare, legal services, and mental health support.

Job seekers participating in our program have access to additional resources including:

• Phones and computers to communicate with potential employers
• A message center to receive phone messages and mail
• Computers and internet access to conduct online job searches, prepare resumes, and update cover letters
• Resource room access for the selection of proper interview and/or work attire
• Hygiene supplies
• Lunches
• Transportation assistance
• Scholarship funds
• Mental health counseling
• Legal aid counseling

Additionally, in order to fully meet the needs of all our clients, Chrysalis partners with over 50 social service and health agencies in Los Angeles and Orange Counties.

Population(s) Served
Unemployed people
Economically disadvantaged people

Established in 1991, Chrysalis Enterprises provides a transitional jobs program for clients who have the greatest barriers to employment. Chrysalis was one of the first and leading nonprofits to add this component to our services in order to advance our mission of reconnecting individuals to the workforce.

Four divisions of our social enterprise - Chrysalis Staffing, Chrysalis Works, Chrysalis Safekeeping, and Chrysalis Roads, give clients the opportunity to earn a paycheck and develop soft skills while searching for an outside job with ongoing support from their Employment Specialist.
ChangeLives.org/Hire

Population(s) Served
Economically disadvantaged people
Incarcerated people

Where we work

Awards

Top Social Service Agency in dowtown Los Angeles in the past 25 years 2005

Rose Award

Selects Chrysalis Enterprises temporary staffing agency as a national model of successful solutions for fighting poverty 2004

Charles Stewart Mott Foundation

Named Chrysalis Butterfly Ball as one of the top charity events 2008

AOL Money & Finance, BizBash, Conde Nast Portfolio and the Street.com

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of those who successfully gained employment after counseling

This metric is no longer tracked.
Totals By Year
Related Program

Chrysalis Employment Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Our 2020 jobs number is reflective of the COVID-19 pandemic employment landscape. In 2022, this number included people who received paid training.

Number of clients who work a transitional job with one of Chrysalis' social enterprises

This metric is no longer tracked.
Totals By Year
Related Program

Chrysalis Enterprises

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Percent of clients still working for 6 months or longer

This metric is no longer tracked.
Totals By Year
Related Program

Chrysalis Employment Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

In 2022, the number reflects the percentage from January to June only.

Hours of core curriculum instruction

This metric is no longer tracked.
Totals By Year
Related Program

Chrysalis Employment Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Our 2020 and 2021 amount of hours of core curriculum was greatly impacted by the COVID-19 pandemic.

Number of resumes written

This metric is no longer tracked.
Totals By Year
Related Program

Chrysalis Employment Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of practice interviews conducted

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total wages earned by clients working a transitional job with one of our social enterprises

This metric is no longer tracked.
Totals By Year
Related Program

Chrysalis Enterprises

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

Our primary goal is to empower individuals impacted by poverty and homelessness by providing resources and support to rebuild their lives through employment opportunities – and thus alleviate the high numbers of men and women throughout Los Angeles and Orange Counties and the Inland Empire, who are living in poverty. Our outcomes for 2023 will include:
• Organization-wide, we will assist at least 2,632 clients to obtain quality employment.
Employed clients will include:
1. At least 1,800 clients who will obtain jobs with outside employers, and earn an average of $19.11 per hour; and
2. At least 1,108 clients will be hired by our in-house social enterprise business, Chrysalis Enterprises, to work a transitional job, earning a minimum of $17/hour.
• Of clients working outside jobs reached, at least 70% will retain employment for at least six months.

Working with Seed Consulting, Chrysalis is in the process of completing a new strategic plan that will guide the organization’s work over the 5-years beginning in 2024. Key focus areas we are exploring during this planning process include the following:
• Expansion: including possible expansion within Southern California; increasing our brand recognition as a workforce development leader; and advocacy for systems change in areas including workforce development, reentry and anti-recidivism, and homelessness.
• Program: including program enhancements and accessibility; developing career pathways toward higher quality jobs; and job retention supports.
• Operations: including becoming an employer of choice; strengthening our DEI work; succession planning; space planning to accommodate current and future programming; and enhanced systems and structures.
• Financial stability: to support current operations and future growth.

In its 39-year history, Chrysalis has helped over 80,000 low-income and homeless individuals get on the path to self-sufficiency. One of the key things that makes Chrysalis unique and successful is its continued focus on employment. Chrysalis recognizes that each person who comes to our organization requesting help has a myriad of issues that are standing in the way of their self-sufficiency. But we also know what we do well, which is help people become job-ready, find a job, and retain a job. We've made it part of our service model to assist clients to address all of their barriers to employment by maintaining strong relationships with organizations throughout each community we serve, that can provide a variety of services to help with issues such as substance abuse problems, lack of housing and chronic mental illness. These robust connections help us to facilitate a warm referral of our clients to organizations who are better equipped to address all of their issues. In some cases, where it makes sense, we bring other organizations into our offices to work directly with our clients. For example, Legal Aid Foundation of Los Angeles sends staff to each of our offices to help clients expunge criminal records, reduce felonies to misdemeanors, and get their drivers' licenses back. We also partner with mental health organizations, who send clinicians to each Chrysalis office to provide short-term therapy for clients with situational mental health issues.

Concentrating its limited resources on the employability of its clients has allowed Chrysalis to quickly innovate and adapt to the changing job market. Recognizing that today, clients need more advanced computer and customer service skills to be competitive in their job search, Chrysalis has developed intensive trainings that augment our core curriculum. We have also updated our program to include topics such as internet safety, online applications, advanced interviewing, and networking.
Moreover, while social enterprise has become a buzzword throughout the nonprofit community recently, since 1991 Chrysalis has been operating a social enterprise that has grown to become a national model. Chrysalis Enterprises (CE) offers clients with the most significant barriers to employment paid, transitional employment with our in-house businesses to get them started on the road to permanent, outside positions.

Components of Chrysalis’ Employment Program include:

• One-on-one mentoring and case management with an Employment Specialist;
• Job preparation classes that teach basic job-search techniques, career development and job retention skills;
• Personalized assistance with resumes, practice interviews, and computer and telephone skills
• Access to computers, telephones, copiers;
• Transitional employment;
• Supplemental support, such as scholarships, professional clothing, personal hygiene items, scholarships and stipends for living expenses; and
• Referrals to housing, health services, childcare, and other supportive services.

2022 Accomplishments

In 2022, still responding to the pandemic, we provided our clients with a hybrid of in-person and remote services. Last year, Chrysalis:
• Welcomed 3,904 new clients into our Employment Program, and served a total of 6,760 clients including those who continued on with us from the previous year;
• Helped 1,594 clients find jobs with outside employers. These clients earned an average starting wage of $18.48, far higher than the minimum wage;
• Provided transitional employment for 1,709 clients through their Chrysalis Enterprises businesses. Transitional workers worked 974,428 hours last year and earned a minimum of $17/hour;
• Paid over $16 million in client wages for transitional workers;
• Expanded our service area to the Inland Empire (IE), adding 9 new Chrysalis Enterprises Roads crews to the region, and began to provide our general Employment Program services for IE clients.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • 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 get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback

Financials

Chrysalis
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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lock

Connect with nonprofit leaders

Subscribe

Build 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.

Chrysalis

Board of directors
as of 10/13/2023
SOURCE: Self-reported by organization
Board chair

Joan Kramer

Mabery Shaw

Term: 2020 -

Jill Baldauf

UCLA Anderson

Hayward J. Kaiser

Mitchell Silberberg & Knupp LLP

Jeffrey Daly

Goldman Sachs & Co

Marchell Hilliard

Bank of America Merrill Lynch

Paul Stapleton

Kayne Anderson Capital Advisors, LP

Mark Loranger

Chrysalis

Timothy Dubois

The Edwards Thomas Companies

Lulu Fou

Accenture

Robert E. Hart

TruAmerica Multifamily

Rick Hess

Evolution Media Capital

Mary Ellen Kanoff

Peninsula Pacific LLC

Joan Kramer

Mabery Shaw

Jonathan Levinson

Kayne Anderson Capital Advisors, LP

Alan Long

Sotheby's International Realty

Caroline MacDonald

Rosewood Hotel Group

Karen Murphy O'Brien

Murphy O'Brien Public Relations

Gary Newman

Fox Television Group

Kerry O'Neill

United States Attorney's Office

Colin Shepherd

Hines

Steven Vielhaber

Howard Zelikow

Kayne Anderson Capital Advisors, LP

Amelia Williamson

AWA Consults

Pawan Chaturvedi

Aqueduct Capital Group, LLC

Patricia Johnson

UBS Private Wealth Management

Jeffery Walker

Southern California Gas Company

Katie Locke-Aviv

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 9/29/2023

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
White/Caucasian/European
Gender identity
Male
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 09/01/2020

GuideStar 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

Data
  • 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 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.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.