JobTrain, Inc.
Your Pathway to a Successful Future
JobTrain, Inc.
EIN: 94-1712371
as of September 2023
as of September 18, 2023
Mission
JobTrain is committed to helping those who are most in need to succeed. Our purpose is to improve the lives of people in our community through assessment, job skills training, and high potential career placement. We serve people throughout San Mateo County, CA. and surrounding counties in the San Francisco Bay Area.
Notes from the nonprofit
JobTrain is founded on a belief in the potential of every human being. We believe that through training, skills development, encouragement and inspiration, people will be empowered to become self-supporting and thriving members of society.
Ruling year
1965
President and CEO
Mr. Barrie Hathaway
Main address
1200 O'Brien Drive
Menlo Park, CA 94025 USA
Formerly known as
Opportunities Industrialization Center-West
EIN
94-1712371
Adult education
Employment
Youth organizing
Population served
Children and youth
Infants and toddlers
Families
Economically disadvantaged people
Low-income people
NTEE code
Employment Procurement Assistance and Job Training (J20)
Youth Development Programs (O50)
Adult, Continuing Education (B60)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Thought Leadership/Influencing Systems Change: In 2021 JobTrain built on the success of our Broken Pathway Report 2.0., by publishing an updated Broken Pathway Report 3.0, that examines poverty in the Bay Area and inequities in the region. The Report provides a unique lens on demographics and workforce data for the region. The Report is educating community leaders on the needs of Bay Area, providing the data needed to help make decisions related to workforce issues, and inspiring community members and nonprofits to tackle the challenge of poverty in our region. A copy of the Report is available on JobTrain's website at www.jobtrainworks.org.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Vocational Training
JobTrain's career training programs emphasize vocations in high-demand industries with career ladders and job benefits that lead to long-term financial stability. All JobTrain students receive job readiness and life skills training that orient them to work cultures and habits for success. Full time courses are generally 11 weeks. Clinical work and internships in some programs may extend the length of the program. Career offerings: Building Maintenance; Culinary Arts; Certified Nursing Assistant; IT Service and Support;Medical Assistant; Network Plus IT Training; and Project Build: Carpenters Pre-Apprenticeship.
Career and Placement Services
JobTrain provides full-time career training, skills upgrade services and job placement. We also have an on-site Resource Center that provides a variety of employment services, including free computers, phones, and fax machines, assessments, life skills/job readiness workshops, employer presentations, and assistance with resumes and job searches.
After assessment, individuals may be referred to JobTrain for training or other services. Each vocational student receives one-on-one support from a counselor who helps them navigate their individual challenges. Counselors help clients identify career goals and establish plans for achieving their goals, match students with job openings, and provide job search and job preparation support. Counselors follow up with students after placement in case they need additional support to successfully retain their jobs. JobTrain also assists employers who are seeking qualified individuals for their job openings. JobTrain also assists employers who are seeking qualified individuals for their job openings.
Skills Upgrade Training
Skills upgrade training prepares students for success in career training and advancing their careers. Upgrade training provides flexible access to skills and knowledge that enables individuals to secure better jobs and remain competitive in the job market. Offerings include GED preparation, Academic Skills for Employment (including vocational math for specific industries), and English as a Second Language. Classes are scheduled during the day time and evenings.
Youth Services
JobTrain offers a host of programs for at-risk youth ages 16-24 years who are no longer in school and looking for ways to upgrade their skills or learn new ones in our career training classes. Youth Services also provides support, resources, and guidance to achieve education and career goals, which can include: Improving basic skills (i.e. math and reading); Gaining work experience; Attaining high school diploma/GED; Pursuing higher education and/or career training; Job placement and follow up. JobTrain also provides at-risk high school students with the opportunity to gain job skills.
Child Development Center
JobTrain’s Child Development Center provides services that go well beyond simply day care. Our caring, experienced and dedicated staff uses an Emergent curriculum, which is designed to accommodate differences in children's learning styles and to nurture and stimulate their intellectual and emotional development. In addition to classroom work, the children attend field trips, and are visited by community agencies such as local Fire and Police departments. JobTrain's Child Development Center staff is dedicated to providing the highest quality care in order to prepare children for the challenges of kindergarten, elementary school and beyond. Our center is fully licensed by the state and is a valuable resource for our clients and the community.
Supportive Services Center
The Supportive Services Center assists individuals and families enroll in public benefits (i.e. Medi-Cal, Cal-Fresh). The Center also refers people to needed legal, housing and child-care services.
Where we work
Awards
Title IV Accreditation (6-year term) 2016
Western Association of Schools & Colleges (WASC)
Focus on Learning Accreditation (renewal, 6-year term) 2005
Western Association of Schools & Colleges (WASC)
J. Russell Kent Award 2013
San Mateo County School Board Association
Affiliations & memberships
OIC America 1965
Palo Alto Chamber of Commerce 2022
South San Francisco Chamber of Commerce 2022
Menlo Park Chamber of Commerce 2022
San Mateo County Chamber of Commerce 2022
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsAverage hourly wage of clients who became employed after job skills training
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, At-risk youth, Immigrants and migrants, Incarcerated people, Victims and oppressed people
Related Program
Vocational Training
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
In Fiscal Year 2019 the average hourly wage was $22.65 per hour.
Number of clients who complete job skills training
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, At-risk youth, Immigrants and migrants, Incarcerated people, Victims and oppressed people
Related Program
Vocational Training
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
In FY 2019, 397 clients enrolled full-time career training.
Number of participants who gain employment
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Related Program
Career and Placement Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
In FY 2019, over 300 participants gained employment.
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?
Father John Sweeny founded Opportunities Industrialization Center West (OICW) in 1965 to address the unemployment and poverty in his East Palo Alto community. For 55 years, JobTrain (formerly known as OICW) has been helping individuals break the cycle of poverty and improve their lives by providing the job training and life skills they need to succeed.
Since the organization began, over 195,000 people have benefited from JobTrain's programs. JobTrain's career training programs and educational services provide youth and adults with the opportunity to gain job skills, further their education, and improve their lives for the long-term.
Goals: JobTrain's fiscal year 2021goals (7/1/2021– 6/30/2021): 85% of students will successfully complete their programs; 75% of graduates will obtain jobs with an average wage of at least $21.50 /hour. In skills upgrade training, clients will gain new academic or career skills through: GED preparation, Computer Literacy classes, ESL classes, rapid employment services, in-jail services or returning to school.
What are the organization's key strategies for making this happen?
Strategy 1 - Provide quality career training that leads to career placements in areas of high growth employment.
Strategy 2 - Provide Essential Skills training/counseling designed to prepare clients for long term professional and personal success.
Strategy 3 - Maintain connectivity with clients after they leave JobTrain.
What are the organization's capabilities for doing this?
Core assets:
1. Providing services since 1965, JobTrain has a successful track record of serving low income communities. The organization is accredited by the Western Association of Schools and Colleges (WASC), and is respected as a quality service-provider by the community, employers and funders.
2. JobTrain excels at evaluating and adapting to the job marketplace, developing training classes that meet both client needs and projected employment demands.
3. Experienced, dedicated staff, with an average tenure of 9 years. A committed, all-volunteer Board is active in fundraising and strategic planning.
4. Approximately 25% of JobTrain staff are JobTrain graduates, which illustrates the power of our training programs and also helps JobTrain to continue to stay relevant to the needs of clients.
Partnerships:
To leverage resources, JobTrain collaborates with local nonprofit organizations, community groups and cities in San Mateo County. JobTrain's Supportive Services Center assists individuals and families with obtaining benefits such as Cal Fresh, (formerly known as food stamps), medical insurance, childcare, financial counseling and legal assistance. EDD (Employment Development Department) also have sites at JobTrain, providing community members with additional job resources.
What have they accomplished so far and what's next?
Our long term goal is to expand training and support programs to serve more clients, with the result that peoples lives are transformed from unemployment and poverty to sustainable employment and financial stability. By empowering people to gain job skills, education and life skills, individuals can provide for themselves and their families, and become engaged in their community.
Our specific outcome goals (85% of students complete training and 75% are placed in employment) illustrate the progress we are making towards the overall goal. Our trainings are full-time, quality classes in high-potential career fields, which results in changing people's lives for the long-term.
One obstacle is insufficient funding to provide services to the large number of people who need job training and support. To address this need, JobTrain works to maintain a diversified funding base, with support from grants, individuals and businesses.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.42
Months of cash in 2022 info
9.1
Fringe rate in 2022 info
25%
Funding sources info
Assets & liabilities info
Financial data
JobTrain, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of JobTrain, Inc.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $310,954 | -$346,185 | $318,790 | $1,854,062 | $1,044,593 |
| As % of expenses | 5.5% | -6.5% | 5.3% | 26.4% | 12.8% |
| Unrestricted surplus (deficit) after depreciation | $16,170 | -$586,223 | $188,638 | $1,714,210 | $915,138 |
| As % of expenses | 0.3% | -10.5% | 3.1% | 23.9% | 11.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $6,030,843 | $4,961,995 | $6,266,795 | $9,070,431 | $8,949,079 |
| Total revenue, % change over prior year | -0.4% | -17.7% | 26.3% | 44.7% | -1.3% |
| Program services revenue | 0.2% | 0.4% | 0.3% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.2% | 0.3% | 0.1% | 0.2% |
| Government grants | 26.1% | 25.7% | 29.5% | 26.1% | 38.3% |
| All other grants and contributions | 70.3% | 68.9% | 63.7% | 62.1% | 52.8% |
| Other revenue | 3.3% | 4.8% | 6.2% | 11.7% | 8.7% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $5,682,149 | $5,351,718 | $5,978,905 | $7,025,374 | $8,142,104 |
| Total expenses, % change over prior year | -3.3% | -5.8% | 11.7% | 17.5% | 15.9% |
| Personnel | 67.3% | 72.4% | 74.0% | 75.2% | 77.3% |
| Professional fees | 5.2% | 4.0% | 6.0% | 5.5% | 6.4% |
| Occupancy | 3.7% | 5.1% | 5.1% | 4.6% | 4.5% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 1.0% | 0.7% | 1.3% | 2.0% | 1.5% |
| All other expenses | 22.7% | 17.7% | 13.6% | 12.7% | 10.3% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $5,976,933 | $5,591,756 | $6,109,057 | $7,165,226 | $8,271,559 |
| One month of savings | $473,512 | $445,977 | $498,242 | $585,448 | $678,509 |
| Debt principal payment | $0 | $0 | $0 | $745,000 | $0 |
| Fixed asset additions | $0 | $0 | $267,032 | $528,693 | $0 |
| Total full costs (estimated) | $6,450,445 | $6,037,733 | $6,874,331 | $9,024,367 | $8,950,068 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 2.7 | 1.6 | 5.6 | 5.9 | 9.1 |
| Months of cash and investments | 6.6 | 5.7 | 8.6 | 8.8 | 16.9 |
| Months of estimated liquid unrestricted net assets | 2.4 | 1.8 | 3.2 | 3.7 | 4.6 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $1,302,011 | $694,713 | $2,790,509 | $3,466,215 | $6,152,635 |
| Investments | $1,828,366 | $1,851,474 | $1,495,474 | $1,663,807 | $5,347,678 |
| Receivables | $495,669 | $552,025 | $382,633 | $829,092 | $1,070,231 |
| Gross land, buildings, equipment (LBE) | $6,592,649 | $6,601,455 | $6,868,487 | $7,275,988 | $7,376,221 |
| Accumulated depreciation (as a % of LBE) | 69.3% | 72.8% | 71.9% | 68.1% | 69.0% |
| Liabilities (as a % of assets) | 17.2% | 17.3% | 36.2% | 26.2% | 54.3% |
| Unrestricted net assets | $2,881,558 | $2,295,335 | $2,483,973 | $4,198,183 | $5,113,321 |
| Temporarily restricted net assets | $1,812,666 | $1,769,128 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $1,812,666 | $1,769,128 | $1,738,228 | $1,929,223 | $1,691,605 |
| Total net assets | $4,694,224 | $4,064,463 | $4,222,201 | $6,127,406 | $6,804,926 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and CEO
Mr. Barrie Hathaway
Barrie, CEO and President, joined JobTrain in 2019. Prior experience includes Executive Director of The Stride Center since 2004, where he achieved significant growth and developed a reputation as an effective and forward-thinking leader, The Stride Center was selected as a Tipping Point Grantee, similar to JobTrain. Prior to the Stride Center, Barrie worked at Bay Area tech companies, including Sun Microsystems. Barrie has made a name for himself in workforce circles in the Bay Area as well as in the nonprofit community. Under his leadership, JobTrain has expanded services and its geographic reach.
Number of employees
Source: IRS Form 990
JobTrain, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
JobTrain, Inc.
Board of directorsas of 06/07/2023
Board of directors data
Ms. Ellen Eder
Vice President, Oracle
Term: 2019 - 2022
Isaiah Vi
Information Technology Analyst - San Mateo County & JobTrain Graduate
Ellen Eder
Oracle, , Vice President
Bruce Harrison
President, SV Development, El Camino Hospital
Dan Finnegan
Retired CEO, Jobvite
Brian Beattie
Retired CFO, Synopsys
Anjali Anagol-Subbarao
DocuSign
Karen Bradford
Dir. Strategic Planning, NASA Ames Res. Ctr.
Juanita Croft
Educational Technology Consultant/Teacher
Jackie Ishimaru-Gachina
CEO, Gachina Landscaping
Alex Holt
Global Head Telecoms, KPMG
Mayuresh Kulkarni
Senior Mgr., Search and Sensei
Lisa Lee
VP of Audit, Google
Kim Lopez
Int. President Canada College
Richard Leong
VP of Colleague Exp. & Technology; VMWare
Sherri Sager
Chief Gov't. Com. Relations; Lucille Packard Children's Hospital
Misti Sangani
Managing Dir., Sr. Philanthropic Strategist, Bk of America
Cecilia Taylor
Menlo Park City Council & Ex. Director Belle Haven Human Services
Orlando White
Head of Com. Dev. in N. America; Linkedin
Board leadership practices
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? Not applicable
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
No data
Equity strategies
Last updated: 09/13/2022GuideStar 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 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 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.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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