Action Plan Pathways to Work for Homeless Job Seekers.Hals

Boston, MA 02116
January, 2011 ‐ January, 2015

Regional Network Convener:
The United Way of Massachusetts Bay
and Merrimack Valley
51 Sleeper Street
Boston, MA 02116

The Metro Boston Regional Network to End Homelessness
Pathways to Work:
A 3‐YearAction Plan

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Pathways to Work Action Plan; 2012-2015 2
Table of Contents
I. Acknowledgements Page 3
II. Letter from the Chair Page 4
II. Executive Summary Page 5
IV. Action Plan Page 6

V. Guide: MBN Strategies and Action Steps Page 15
VI. Flowchart: MBN Pathway to a Living Wage Page 23
VII. Inventory: Community Assets Page 25
VII. Profiles: MBN Key Assets Page 38
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Acknowledgements
I. Acknowledgments
The Metro Boston Regional Network is indebted to many local experts in the
workforce development field, including specialists in homeless populations, who
supported efforts to develop this plan. Our appreciation is expressed to:
• Ann Donner, Commonwealth Workforce Coalition
• Richard Egan, Career Source
• Jonelle Kusminsky, CASPAR
• Anne Meyerson , Training Inc.
• Brian Forsythe, Mass WINS
• Serena Powell, Community Work Services,
• Gregg Levis, Massachusetts Rehabilitation Commission
• Alan Spencer, STRIVE Boston
In addition, a core group of community-based leaders, who actively shaped this
plan, are recognized for their invaluable contributions:
• Mardi Moran, Tags Hardware
• Joan Sinner, Housing Families
• Jill Currier, Somerville Homeless Coalition
• Daniel Bekele, Tri Community Action Program
• Thais DeMarco, Somerville Community Corporation
• Thomas Lorello, Heading Home
• Marisa Koft, United Way of Massachusetts Bay and Merrimack Valley
• Kory Eng, United Way of Massachusetts Bay and Merrimack Valley
• Catylyn Finlay, Boston University School of Social Work
• Melissa McWhinney Community Action Agency of Somerville
This plan was made possible with a generous contribution from the Paul and
Phyllis Fireman Charitable Foundation.
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II. Letter from Chair
December 4, 2011
Dear Community Members,
The Metro Boston Regional Network (MBN) is pleased to present our MBN
Pathway to Work Action Plan. This plan was developed with a generous
contribution from the Paul and Phyllis Fireman Charitable Foundation. We
believe the plan embodies their commitment to innovation, resourcefulness, cost
effectiveness, and expediency in solutions to homelessness.
The MBN also owes appreciation to the wide and inclusive array of MBN
stakeholders and community experts that contributed time and insights to
analyzing the MBN’s gaps in existing resources and devising the strategies, to
fill those gaps, that are presented here. Their efforts led to this detailed blueprint
of short and intermediate term action steps to move our region of Massachusetts
forward. Our goal is to improve the likelihood that recently and currently
homeless MBN heads-of-household progress successfully along pathways
towards stable, living wage work.
This plan will add value to the MBN region by outlining feasible and needed
systems changes, mechanisms for capitalizing on existing community capacity,
and proposals for new gap-filling program innovations. Prior to the undertaking
of this plan, the MBN’s longstanding Workforce Development Working Group
was already making incremental progress on several such systems changes and
innovations. With this plan as its new blueprint, the MBN is now poised to
advance these projects at a more accelerated pace and strive for new, more
ambitious goals.
As chair of the MBN Leadership Council, I look forward to beginning
implementation of the MBN Pathways to Work Action Plan in 2012. To
succeed, this plan will require the support, encouragement, and engagement of
many MBN member organizations as well private sector champions, local
government stakeholders, and funding partners. We encourage you to read this
plan with the intention of identifying your potential role in this collective and
multi-faceted effort.
Sincerely,
Chris Norris
Executive Director, Metropolitan Boston Housing Partnership
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The Pathways to Work Action Plan is a three-year strategy developed by the
Metro Boston Regional Network to End Homelessness (MBN). It encompasses
recommended steps for improving the outcomes of MBN-based, homeless, head-
of-household jobseekers that are in pursuit of education, job training, and living
waged work. The plan’s regional focus is the 26 cities and towns to the north
and west of Boston. The plan outlines how this region of Massachusetts can
collectively better the likelihood that MBN jobseekers secure and maintain
“family sustainable work” and thereby prevent recidivism into homelessness.
A commitment to innovation, resourcefulness, cost effectiveness, and expediency
was imbued in the planning, analysis, and action definition that went into
development of this plan. These concepts shape the plan’s five goals:
1. CULTIVATE new opportunities in MBN-based job sectors and among
community assets, in the higher education and job training fields, that are
highly accessible to MBN jobseekers.
2. BRIDGE MBN-based supports with key community assets by establishing a
direct pipeline for MBN referrals.
3. AVOID false starts, lost time, and prematurely short job tenures through
assessment, job preparedness, soft skills development, cultural competence
for work life, and long-term job retention support.
4. FOSTER job-related self-confidence, problem solving, and resilience through
peer-to-peer support, volunteer mentors, and job-based coaches.
5. CONNECT those MBN jobseekers, with the highest barriers to work, with
“low threshold” (accessible) community assets and work opportunities.
The key feature of this plan is its set of strategies each of which is correlated to
action steps. The majority of these strategies capitalize entirely on existing
infrastructure that now exists both within the MBN and among the larger
region’s community assets.
The plan’s additional set of strategies propose new and much needed place-
based, “gap filling” supports that creatively capitalize on the existing
infrastructure and harness its potential, now much untapped, to benefit MBN
jobseekers. These gap-filling strategies will infuse the MBN with missing
capacity to connect job/education opportunity to the disenfranchised realm of
most MBN jobseekers’ life circumstances.
Together, the plan’s collective strategies and action steps amount to a cost
effective, organized, and coordinated effort for advancing work outcomes for
MBN jobseekers over the next three years. The MBN is well poised to begin
implementation of these clear intentions.
III. Executive Summary
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IV. Action Plan
Introduction
The Regional Network
Community stakeholders
developed this plan in
conjunction with the MBN.
The MBN is a strategic,
public-private partnership
that leads a region of 26
cities and towns in the Metro Boston region of Massachusetts towards new, best practice
solutions to homelessness. It is one of ten regionally defined networks to end homelessness
in Massachusetts. The MBN is convened by the United Way of Massachusetts Bay and
Merrimack Valley.
Action Planning
In September of 2011, the MBN undertook a regional, participatory planning project to
develop an action plan focusing on the unmet needs of homeless, head-of-household
jobseekers. Of special consideration were the income
related problems faced by homeless families entering the
new HomeBASE program that was recently launched by
the Massachusetts Department of Housing and Community
Development.
The planning process for development of this plan was
built upon existing cooperative linkages between the MBN homeless and supportive housing
stakeholders and the infrastructure of workforce, training and
education assets based in the community. This cooperation was
established months before action planning commenced through
the formation of an MBN Workforce Development Working
Group.
How to Use the Plan
This plan is written for a variety of readers. These include MBN homeless service
practitioners, housers,
workforce development
and education sector
providers, private sector
employers, local
government partners, and
When I was 19, I worked with my dad for a cleaning company. I
had a regular schedule and we worked hard. That was my best
job experience. I got a lot of recognition and appreciation.. It
was fast paced. One job got me to another job cleaning. The
best thing was the satisfaction of it and the appreciation. I wish I
could get that back. It was a long time ago.
- MBN Jobseeker
“I did not realize that I could still go out and work and keep
getting my SSI. It is surprising that nobody talked to me about
that. People should know.”
“That early assessment work
is very important. Often our
folks go through job training
and discover, afterwards, that
they do not like that line of
work.”
- MBN Case Manager
“Training of the MBN
frontline case managers in
workforce literacy is
hugely important. It is a
missing piece now in our
homeless service system.”
- MBN Case Manager
- MBN Jobseeker
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I am working towards a B.A. in early
childhood. It is not going very well. I am not
sure if I will ever be finished. I am not sure I
am on the right track either. I am worried
about how I am going to do the student
teaching, because it is not paid and I need to
make money. I am feeling a lot of panic about
things ahead of me. I am trying not to panic.
- MBN Jobseeker
the representatives of the philanthropic
sectors. Readers are encouraged to review
the plan for both an understanding of the
action steps needed in the MBN region and
for ideas about how to play a role,
themselves, in making this plan’s intentions
come to fruition.
Plan Contents
The plan’s remaining contents are divided into three sections. This first segment, Section IV,
presents stages of the MBN’s planning process, stakeholders engaged in MBN planning
forums, research and analysis that informed development of the MBN action items, and
MBN plan goals. Section V, the Guide: Strategies and Action Steps, follows with the core
content of the plan. With its details on action steps, milestones, outcomes, and timelines, this
segment is the foundational tool to be used in plan implementation. Following in Section VI
is the Flowchart: Pathway to Living Wage which is a
schematic map of a hypothetic MBN jobseeker’s
journey towards stable employment. The flowchart
also includes a visual representation of bricks, beneath
the pathway, which represent proposed gap-filling
innovations inherent in the plan’s strategies.
The final sections of this plan are the Inventory:
Community Asset and the Profiles of Key
Community Assets found in Section VI and VII. These charts present detailed information on
relevant assets, in the education and workforce development sectors, to be drawn upon in
plan implementation. Key assets, most likely to play a prominent role, are annotated with
details pertaining to their accessibility for MBN jobseekers.
“It works well for the homeless
services to have ties to a small
group of specific job training
programs. Then it is agency to
agency. Otherwise, concerns for
confidentiality come up - especially
for those with substance abuse.”
- Work. Dev. Expert
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Planning Process
Three Stage Process
The MBN carried out a three stage planning process to develop this plan. Details of each
stage are presented below.
“If the MBN could
somehow leverage jobs in
the public or private sector
just for our referrals, that
would be fantastic.”
- MBN Case Manager
Stage I:
1. Formation of MBN Action Plan Working Group.
2. Strategy Session I and II.
3. Brainstorming Session with MBN Leadership Council.
4. MBN Action Plan Working Group participation in
Fireman Foundation Kick-off Event.
5. Best Practice Research by MBN Action Plan Working Group.
6. Literature review of relevant national guides and best practice summaries.
Stage II:
1. Strategy Session III.
2. Interviews with Key Informants.
“Being in the homeless situation, we need more
confidence. We need a lot of support and we
do not always receive the support that we
need.
- MBN Job Seeker
3. Focus Group with homeless heads-
of-household.
4. Qualitative Interviews with MBN’s
Key Informants.
5. Development of MBN Community
Asset Inventory.
6. In-house survey of MBN to Assess
Feasibility of Job Leveraging.
7. Mapping of MBN Pathway to Work.
Stage: III:
1. Telephone interviews with key community assets.
2. Strategy Session IV.
3. Strategy and action step definition
4. Drafting of plan report
5. Group edit of plan report.
6. Finalization of plan.
Stakeholder Participation
The planning process for this plan
engaged multiple MBN collaborating
organizations and other stakeholders in an MBN Action Plan Working Group. The group
met in four strategy sessions. Participating agencies were:
“Coming here from my country I had to give up
my accounting work. I can’t get that work here.
I don’t have what you need here to do it. So I
am teaching Spanish a little bit. I will do
anything for work because I have my son to
support. But I can only get a few hours. I need
to get a job with more hours and better money.
- MBN Jobseeker
• CASPAR
• Somerville Community Corporation
• Somerville Homeless Coalition
• HomeStart
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• Housing Families
• Heading Home Inc.
• Tri-Community Action Program
• United Way of Massachusetts Bay and Merrimack
Valley
“Evaluation of a jobseekers’
interests is really important.
And it is often overlooked in
the process. In the homeless
population, so few of them
ever had an opportunity to
look at their aptitudes”
- Work Dev. Expert
• Housing Corporation of Arlington
• Community Work Services Inc.
• Community Action Agency of Somerville
• Asian Task Force
Employer Participation
The planning process involved MBN private employers to help assess the feasibility of
strategy ideas for the plan. The employers were:
• Tags Hardware
• Rufo Cleaning
Key Informant Participation
In addition to the organizations engaged in the MBN Action Plan Working Group, local
workforce development providers were involved in informing and devising strategies.
Representatives of the following groups advised the planning group:
• Commonwealth Workforce Coalition
• Career Source of Cambridge/Revere
• CASPAR
• Training Inc.
• Community Work Services Inc.
• Massachusetts Rehabilitation Commission
• Crittenton Women’s Union
• STRIVE
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Research and Analysis
Community Asset Review
The MBN Action Plan Working Group assessed the existing inventory of community assets
in the workforce development and education sectors. The completed Inventory; MBN
Community Assets appears as in Section VI of this plan. The inventory presents those assets
identified as most accessible to MBN jobseekers given their typical work barriers.
“Finding a way to de-stigmatize the
mental health and substance
abuse piece is essential. If folks
can seek these services
comfortably, many problems in the
job search process can be
mitigated.”
- Work Dev. Expert
Assets in the inventory are organized into four
categories;
1. System Gatekeeper Assets
2. Soft Skills/Job Readiness Assets
3. Job Training Assets
4. Accessible Education Assets
Jobseeker Profile
“I need work Immediately, I need to make
more money right now. When you are in this
situation, it would be great if they just had a
job set up for you. Sign me right up. And it
would not discriminate because you have
only part time hours available. It would be
great if a program could sort of scout out jobs
for us and just place us there. Maybe right
down the street. I would be ready. You
would see a lot of response”
- MBN Jobseeker
For the purpose of clarifying the most needed
strategies for this plan, the MBN Action Plan
Working Group developed a profile of a
typical MBN head-of-household jobseeker.
The profile characteristics are:
• Female, single head-of-household.
• Aged 26.
• Life in chaos, driven by crisis.
• Raising children alone.
• Small/nonexistent support network.
• Social sphere of unemployed people
• Two to three children – one under school age.
• Undiagnosed and untreated mental health issues.
• Lacking backup childcare.
• Childcare voucher available through public systems.
• Transportation subsidy needs unmet.
• Eager to work and raise income.
• No past experience translating assets into work roles.
• May have criminal record.
Work Experience Profile
For the purpose of devising the most essential action steps for this plan, the MBN Action
Plan Working Group developed a profile of the work experience of the typical MBN head-of-
household jobseeker. The experience profile characteristics are:
• Peers and family struggle with work.
• Sporadic work experience in retail or service industry.
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• Greatest longevity of jobs held is 2-3 months.
• Limited exposure to work culture and social norms in workplace.
• Lack of work appropriate attire.
• Communication is conflict resistant or conflict driven.
• Never self-assessed work interests.
• No resume building or job interview skills.
• No network to support job finding.
• Perhaps has high school diploma.
• Eager to work and provide for family.
• Trauma history impedes goals.
• May have criminal record.
Best Practice Research
Early in the planning process, the MBN Action Plan Working Group collectively conducted
independent research on national, best practice programs. Working group members
delivered mini-reports back to the group on details of three model programs that connect
homeless or vulnerable heads-of-household to living wage jobs. The model programs that
were studied were:
• The Supportive Housing Employment Collaborative, led by Community Housing
Partnership, San Francisco, CA
• The Reading, Willing and Able Program, led by the Doe Fund, in New York, NY and
Philadelphia, PA
• Year Up Boston, Boston, MA
Model Program Borrowing
“Success is someone who
moves into an entry level job
while homeless and stays
connected while they build
job readiness for a better
job. They stick with supports
and eventually transition on
to a more lucrative job.”
- Work Dev. Expert
The MBN Action Plan Working Group’s research into model
programs led to a collective analysis of replicable features of
those model programs. This discussion yielded attributes, of
the model program, that would be useful to replicate within
the MBN:
• Linkages with job sectors accessible to high barrier
jobseekers.
• Concept of transitional and healthy start jobs.
• Focus on technology sector.
• Use of volunteer mentors as coaches.
• Marketing campaign to engage private sector employer.
• Leveraging jobs using federal tax credit incentives.
• Merits of job service corps model.
• Job sector partnerships in low barrier industries.
• Prioritization of work readiness, soft skill development.
• Job coaching and stabilization supports.
• Insuring basic level computer competency for all jobseekers.
• On-the-job, long term stabilization.
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Job Sector Scan
The MBN Leadership Council, assessing potential for private sector partnerships to be
developed within this plan, identified thriving job sectors in the MBN. Those MBN based
sectors considered most promising for engagement as partners are:
• Higher education.
• Hospitals.
• Human services and elder services.
• Hospitality.
• Healthcare.
• Biotechnology.
In-house Survey
As a component in the planning process, the MBN Action Plan Working Group sought to
assess the feasibility of a strategy for harnessing the collective buying power of the MBN
member organizations, in local business sectors where they do business to harness
transitional jobs for MBN jobseekers. To make this assessment, the MBN devised an e-
survey and distributed it to the entire MBN membership. The survey evaluated MBN
members buying power in the following sectors.
• Routine office cleaning.
“Regardless of how rich a local
resources and programs may
be, people who were
homeless will still require job
supports targeted to their
unique circumstances and
needs.”
- MBN Case Manager
• Appliance retail.
• Furniture and hardware retail.
• Residential moving.
Consumer Focus Groups
The MBN held a focus group of seven
job-seeking, homeless, heads-of-
household to inform this plan. The group
included jobseekers who were currently
employed, never employed, participating
in job training, and volunteering their
time. Findings included:
• Immigrants with language barriers are challenged to translate skills to U.S. job market.
I am in a really good job-training program. I did
this entirely on my on. I saw a flyer hanging up
downstairs and I called. I talked to the intake
worker and told her that I was homeless. She
looked into scholarships and she got me one. I
tell all the moms here about the program. But
they need more help than me getting going.
They need a van ride over there to the job
training program and more of a helping hand to
get it worked out.
- MBN Jobseeker
• Geographic proximity of work/training and shelter/residence are essential.
• Transitional employment would be a welcome first step in the career journey.
• The more seamless and accessible the opportunities the better.
• There is a vacuum of job related coaching and mentoring for jobseekers in shelter.
• Homeless peers are an untapped network for information sharing about job search.
• Efforts to assess and address mental health issues are stymied when job searching.
• Flexibility of hours for work/training/education opportunities is essential.
• Lack of confidence, self-esteem, and identity as a worker impede job quests.
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Key Informant Interviews
The MBN held qualitative interviews with key informants, in workforce development and
job search navigation, who serve homeless clients. In addition, a focus group of case
managers in homeless services was also conducted. Salient insights from these individual and
group interviews were:
• A link to specific seats in job training or education, just for MBN referrals, is needed.
• A link to set-aside jobs, just for MBN referrals, is needed.
• Place-based supports, where program services are co-located with housing or shelter,
are an ideal arrangement for homeless jobseekers.
• Early prioritization of work goals for homeless clients is ideal.
• Collaborations with a small group of job/education programs are best.
• Jobseekers need practice using skills for the “real world” workplace.
• There are a handful of key community assets that will be best for MBN jobseekers.
• Jobseekers with professional skills face greatest obstacles back to work.
• Entry-level job finding is easier than job retention.
• Regardless of how rich a local asset inventory may be, homeless clients will still
require job supports targeted to their circumstances.
• Assessment and evaluation of jobseekers’ interests is
often overlooked but essential.
• Job seekers, who secure work, need option to return
to service organizations for referrals and supports.
Literature Review
The MBN Action Plan Working Group collectively
reviewed national reports on best practices in the homeless workforce development and
education field. The reading list included:
“The so called “place-based
approach” is a good
arrangement for homeless
jobseekers. You co-locate
the person’s residence with
services. It is easier if
everything is in one place
and it is all the same team.”
- Work. Dev. Expert
• Corporation for Supportive Housing, Allies for Employment Initiative: Overview and
Achievements
• Corporation for Supportive Housing, Guiding Principles for High Quality Employment
Services
• Social Policy Research Associates, Serving the Homeless through One Stop System:
Case Study
• Center for Working Families, An Integration Approach to Fostering Family Economic
Success
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Goal, Strategies, Steps
Five Overarching Goals
The MBN Action Plan Working Group arrived at five
overarching goals for this plan. These are: “This (plan) is definitely needed.
So many of our people need that
pipeline, that direct link. They
can’t wait on a waiting list for a job
program – their chaotic lives just
take over. It would be great if we
could say to them that this training
or this job is here just for you.”
1. CULTIVATE new opportunities in MBN-based job
sectors and among community assets, in the higher
education and job training fields, that are highly
accessible to MBN jobseekers.
- MBN Case Manager2. BRIDGE MBN-based supports with key
community assets by establishing a direct pipeline
for MBN referrals.
3. AVOID false starts, lost time, and prematurely short job tenures through assessment, job
preparedness, soft skills development, cultural competence for work life, and long-term
job retention support.
4. FOSTER job-related self-confidence, problem solving, and resilience through peer-to-
peer support, volunteer mentors, and job-based coaches.
5. CONNECT those MBN jobseekers, with the highest
barriers to work, with “low threshold” (accessible)
community assets and work opportunities.
Strategies and Action Steps
The MBN Action Plan Working Group determined that
attaining the five overarching plan goals will involve seven
needed strategies. In turn, each of these seven strategies will require a set of sequential
action steps. Furthermore, each strategy will be correlated with specific milestones, intended
outcomes, and timeframes.
“Offering that support while
the person is being
employed is a huge thing.
When our people are just
thrown out there in the job
world, it usually does not
work out”
- MBN Case Manager
The Guide to MBN Strategies and Action Steps, which follows in Section V, provides
detailed snapshots of each strategy and its respective action steps, milestones, and outcomes.
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V. Guide: MBN Strategies and Action Steps
Action Strategy 1:
Infuse “work finding priority” into the approach taken by MBN’s frontline of support service providers – i.e. case managers and social
workers based in emergency shelters, transitional settings, supportive housing, addiction treatment, and other safety net resources.
Action Strategy 2:
Heighten “workforce development literacy” of MBN’s frontline of support service case managers – using tools to enhance their capacity to
facilitate MBN jobseekers’ education and job searches. Create a pipeline for referrals from this frontline to key community resources.
Action Strategy 3:
Pool MBN collective purchasing power in MBN-based industries as a catalyst for leveraging new transitional and long-term jobs to be set-
aside specifically for MBN jobseekers. Transitional jobs are short and medium terms entrées to workforce participation.
Action Strategy 4:
Campaign in MBN region for commitments of low-threshold jobs for the MBN’s jobseekers with high work barriers. Seek public contract
commitments to employ these MBN jobseekers in public works such as park maintenance, street cleaning, and sanitation.
Action Strategy 5:
Cultivate a network of private sector MBN champions who will commit to employing MBN jobseekers and on-the-job coaching - in
exchange for MBN commitments to job preparation and long term support. In turn, the champions will reap improved community
relations and federal tax credits that exist for employing special jobseeker populations.
Action Strategy 6:
Fill identified gaps, in the MBN service continuum, for supporting MBN jobseekers in preparing for and launching job searches/education
plans as well as sustaining work over the long term. This may be in form of a job specialist team, deployed regionally in the MBN, to
support all MBN organizations.
Action Strategy 7:
Facilitate formation of: (1) peer support groups of MBN jobseekers and (2) one-on-one mentorship relationships between community
volunteers and MBN jobseekers. These matches will foster resilience from the beginning of job quests into the period of job stabilization.
15

Action Strategy 1:
Infuse “work finding priority” into the approach taken by MBN’s frontline of support service providers – i.e. case managers and social
workers based in emergency shelters, transitional settings, supportive housing, addiction treatment, and other safety net resources.
Strategy Elements:
1. Training of MBN’s service frontline in supporting jobseekers with readiness for work.
2. Education of MBN service frontline on how to talk effectively with jobseekers.
3. Training of MBN frontline in counseling skills for coaching jobseekers.
4. Assessment for MBN jobseekers of personal interests, aptitudes, assets, and job sector proclivity.
5. Matching of MBN jobseekers, with high barriers to work (criminal records), to low-threshold training, education, and jobs.
Milestones:
1. Dissemination the MBN video: “Getting to Work: the Why and the How.”
2. Peer trainings at MBN organizations using video: “Getting to Work: the Why and the How.”
3. Workshop series on nuts and bolts of vocationalizing case management practice for MBN frontline.
4. Training and technical assistance to MBN service frontline on opportunities suitable to high barrier jobseekers.
Intended Outcomes:
1. Culture shift in the MBN towards “work finding” as a priority.
2. Improved frontline staff’s capacity to assist job-seeking clientele.
3. Improved jobseeker’s self-sufficiency by bolstering work-readiness.
Step Sequence Action Step
Action Step 1.1 Develop training and evaluation materials.
Action Step 1.2 Conduct marketing in MBN and schedule trainings.
Action Step 1.3 Execute trainings and gather feedback though an evaluation process.
Action Step 1.4 Study evaluation responses and retool training approaches
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Action Strategy 2:
Heighten the “workforce development literacy” of MBN’s frontline of case managers – using tools to enhance their capacity to
facilitate MBN jobseekers’ education and job searches. Create pipeline for referrals from this frontline to key community resources
(see profiles in appendix of this plan).
Strategy Elements:
1. Dissemination of MBN Community Asset Inventory throughout MBN network.
2. Dissemination of MBN Key Asset Profiles throughout MBN network.
3. Establishment of a direct pipeline for referrals from MBN frontline to key community resources
4. Training of MBN service frontline on use of the asset inventory and profiles.
5. Cross-training to key community assets re. unique needs of MBN jobseekers.
6. Education of MBN service frontline using MBN Flowchart of Pathway to Living Wage.
7. Establishment of matching process for high barrier MBN jobseekers and low-threshold community assets.
Milestones
1. Agreements established for pipeline for MBN referrals to key community assets.
2. Dissemination of MBN Community Asset Inventory.
3. Dissemination of MBN Key Asset Profiles.
4. Commencement of matching process for MBN jobseekers and key community assets.
.
Intended Outcomes:
1. Improved access for MBN referrals to the key community assets.
2. More MBN jobseekers participating in key community asset programs.
3. Practice shift towards case management that prioritizes “work finding.”
4. Thought leadership shared throughout MBN partners conducting similar work on behalf of homeless jobseekers.
Step Sequence Action Steps
Action Step 2.1 Package materials for MBN based training.
Action Step 2.2 Meet with key community assets re. establishing referral pipeline.
Action Step 2.3 Execute MBN based trainings and gather feedback though an evaluation process.
Action Step 2.4 Study evaluation responses and retool training approaches.
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Action Strategy 3:
Pool MBN collective purchasing power in the private marketplace as a catalyst for leveraging new transitional and long-term jobs to be
set-aside for MBN jobseekers.
Strategy Elements:
1. Capitalization on the economy of scale, inherent to the regional network collective buying power, to set up partnerships.
2. Partnerships to be forged with private employers in the MBN in job sectors where MBN organizations have buying power:
• Rental apartment flipping (cleaning, painting, small maintenance)
• Office cleaning and snow removal
• Mattress sales
• Kitchen appliance sales
• Furniture sales
• Hardware retail and office supply retail
Milestones:
1. Completion and analysis of the MBN Survey of MBN Buying Power in Private Market.
2. Feasibility of key private sectors partnerships assessed and compared.
3. Memorandums of Agreement signed with partners.
4. MBN meeting of identified private sector partners convened.
Intended Outcomes:
1. An entrée back into the workforce for MBN jobseekers.
2. A first job for jobseekers with no work experience.
3. Job opportunity without having to compete with higher skilled candidates.
4. Opportunity to perform well, lay down a track record of work, and make job connections.
5. Increased self-esteem, predictable schedule, and engagement with community that comes from work.
Step Sequence Action
Action Step 3.1 Complete MBN inventory of non-profit use of services. Draft MOU model.
Action Step 3.2 Select 1-2 business to prioritize and organize MBN to roll out project with these partners.
Action Step 3.3 Create report on impact of pilot. Recruit business consultant to write business plan.
Action Step 3.4 Begin wider marketing campaign in MBN using materials developed: MOU, report on pilot, and business plan.
18

Action Strategy 4:
Campaign in MBN region for commitments of low-threshold jobs for the MBN’s jobseekers with high work barriers. Seek public
contract commitments to employ these MBN jobseekers in public works such as park maintenance, street cleaning, and sanitation.
Strategy Elements:
1. Collaboration with MBN based public works contracting for parks services, sanitation, etc.
2. New group of set-aside transitional jobs and job tracks for MBN jobseekers in public works.
3. Recruitment to the MBN of a non-profit organization with experience contracting for public works (such as Project Place).
Milestones:
1. Successful recruitment of experienced homeless services non-profit in public works job arena.
2. Plan for replication of experienced vendor models within the MBN (if recruitment is unsuccessful).
3. Memorandums of Agreement established with MBN municipalities to launch this campaign.
Intended Outcomes:
1. An entrée back into the workforce for MBN jobseekers.
2. A first job for jobseekers with no work experience.
3. Job opportunity without having to compete with higher skilled candidates.
4. Opportunity to perform well, lay down a track record of work, and make job connections.
5. Increased self-esteem, predictable schedule, and engagement with community that comes from work.
Action Step 4.1 Recruit experienced agency to MBN.
Action Step 4.2 Assess feasibility of recruited agency to expand in MBN.
Action Step 4.2 Conduct business planning.
Action Step 4.3 Write business plan.
Action Step 4.4 Outreach to MBN municipalities.
Action Step 4.5 Pilot with one MBN municipality.
19

Action Strategy 5:
Cultivate a network of private sector MBN champions who will commit to employing MBN jobseekers and on-the-job coaching - in
exchange for MBN commitments to job preparation and long term support. In turn, the champions will reap improved community
relations and federal tax credits that exist for employing special jobseeker populations.
Strategy Elements:
1. Private employer-to-employer campaign to recruit local champions.
2. Formation of network of private sector champions.
3. Partnerships formed to match jobseekers with employment from champions.
4. Job-site based coaching by champions to promote job stability.
5. Best practice sharing within champion network on stabilization of new workers.
Milestones:
1. Marketing campaign to recruit private sector champions launched.
2. Network of champions established
3. Partnership with MBN established and related systems.
4. First jobseekers placed in jobs.
5. First new workers stabilized in jobs.
Intended Outcomes:
1. Jobseekers overcome obstacles to employment.
2. New workers maintain jobs for longer than would otherwise.
3. Jobseekers benefit from new opportunities.
Step Sequence Action – would not begin until the program is in place
Action Step 5.1 Pilot with one MBN private sector employer.
Action Step 5.2 Invite other MBN private sector leaders to meeting to learn about success of the pilot.
Action Step 5.3 Market the approach to potential employers and provide education on MBN jobseekers.
Action Step 5.4 Devise a system for connecting jobseekers with champions.
Action Step 5.5 Coordinate with champions to stabilize workers on jobs.
20

Action Strategy 6:
Fill identified gaps, in the MBN service continuum, for supporting MBN jobseekers in preparing for and launching job
searches/education plans as well as sustaining work over the long term. This may be in form of a job specialist team, deployed
regionally in the MBN, to support all MBN organizations. This strategy will require new funding and program development.
Strategy Elements:
1. Program of assessment of jobseekers’ skills, assets, and job sector interests.
2. Program of work readiness training in soft skill, problem solving, job readiness, and communication skills.
3. Program of consumer skill education related to long-term mental health treatment and empowered consumer choice making.
4. Matching system for directing jobseekers onto pathways to work and towards greatest opportunities.
5. Program of job-based coaching and mentoring to ensure long-term job stabilization and retention for new workers.
Milestones:
1. Funding secured to support new these new programs.
2. Sponsor identified.
3. Program start-up launched.
4. Program implementation begun.
Intended Outcomes:
1. Jobseekers obtain work more quickly and readily.
2. New workers maintain jobs for longer than would otherwise.
3. Workers are on an employment path with opportunity to advance.
Action Step 6.1 Create program budget.
Action Step 6.2 Secure funding and choose sponsor.
Action Step 6.3 Write job descriptions.
Action Step 6.4 Establish six month planning.
Action Step 6.5 Conduct hiring.
Action Step 6.6 Carry out six-month program start-up.
Action Step 6.7 Begin service delivery.
21

Action Strategy 7:
Facilitate formation of: (1) peer support groups of MBN jobseekers and (2) one-on-one mentorship relationships between community
volunteers and MBN jobseekers. These matches will foster resilience from the beginning of job quests into the period of job
stabilization.
Strategy Elements:
1. Formation of peer support cadres among groups of jobseekers.
2. Formation of mentor program for matching community volunteers with jobseekers.
3. Volunteer and peer mentor training and organizational system.
Milestones:
1. Development of model for peer support cadres.
2. Development of model for volunteer mentors.
3. System and capacity for building peer support cadres developed.
4. Marketing campaign to attract community volunteers to serve as mentors.
Intended Outcomes:
1. Increased resilience for jobseekers and new workers.
2. Improved and changed problem solving strategies that enhance job longevity.
Funding Options:
Action Step 7.1 Survey the existing models.
Action Step 7.2 Inventory existing resources in MBN that could be capitalized upon.
Action Step 7.3 Develop criteria for MBN mentors.
Action Step 7.4 Conduct recruitment and establish pilot mentorships.
22

VI. Flowchart: MBN Pathway to a Living Wage

MBN Pathway to Work for an MBN HeadofHousehold Jobseeker
23
23

Support to be Developed by this Action Plan
MBN Pathway to Work for an MBN Head-of-Household Job Seeker
Assess short term
and long term
income/work needs.
Set out to meet
education gaps: GED,
ESL, computer.
Make educated
choices re. weaving.
SSI with work goal..
Assess childcare
benefit and transport
needs for work.
Self-assess work
related interests and
personal assets.
Connect interests
with job types, paths,
and “hot job” sectors..
Make constructive
self-evaluation of
past crisis.
Evaluate and treat
mental health, S.A.,
and trauma history.
Empower self with
consumer skills for
stable mental health.
Apply to training/ed.
w/”best fit” match to
interests and goals.
Apply for financial
aid for training and
education programs.
Transition to “entry
level” via temporary
or transitional work.
Build real world skills/
and cultural
competency for work
Elevate skills in
communication and
problem solving.
Train/study for work
via school or job
training program.
Practice soft skills
and hard skills for
real world contexts.
Practice problem
solving skills for
work context.
Build resume. Learn
interviewing and
cultivate wardrobe.
Apply mental health
treatment consumer
skills as prevention.
Enter internship or
entry-level job of
intended job sector
k
Track and research
job listings/
postings. Network.
Apply for a secure,
“hot jobs” in an
intended sector.
Apply mental health
consumer skills to
work stability goals.
Recalibrate
childcare and
transportation plans.
Meet employment
expectations and
increase income.
Set horizons on better
job in future with
higher wage.
Consolidate coping skills
and supports to
maintain job.
Employ practiced
communication and
problem solving.
Work at stable
employment, w/potential
to advance.
Resolve
immediate crisis..
Secure
an address.
MBN menu of job readiness assistance: soft skill development,
personal goal setting, personal aptitude inventory, job sectors
education, job search skills, and culture of work competence.
MBN job and education
resources/ tools/updates
for MBN frontline.
MBN marketing campaign to recruit private
sector and government based champions for
setting aside jobs for MBN jobseekers,
MBN set-aside jobs with tracks towards living
wage - created via municipal, public works
contracts that get dedicated to the MBN.
MBN flowing pipeline to key
community assets with set aside of
openings for MBN referrals.
MBN on-the-job coaching and
stabilization support.
MBN pipeline to
identified MBN
key community
assets
MBN orientation to
front line workers re.
key community assets.
MBN one-to-one mentoring by community volunteers to support job quests and job retention.
MBN peer support groups organized to promote networking and peer-to-peer problem solving.
MBN training of
frontline in skilled
counseling re. job quests..
MBN transitional job opportunity, in targeted
industries, to build qualifications for higher
waged, long term jobs.
MBN financial literacy and
income goal setting.
MBN set-aside jobs with tracks towards living wage -
created via partnerships between private sector champions
MBN services to develop
mental health consumer skills.
MBN individualized
assessments of job related
interests and aptitudes.
Bricks of Gap-filling New MBN Support Capacity and Catalysts to Opportunity – All Proposed in this Action Plan
24

VII. Inventory: Community Assets
Gateway Resources
Job Training with Job Sector Placements
Accessible Higher Education
Job Search and Job Placement
25

Gateway Resources
Program Name/ Location/ Website Eligibility Highlights
re. MBN Jobseekers
Match Highlights
for MBN Jobseekers
For
High
or Low
Barrier
Career Source at Cambridge
Cambridge,
www2.cambridgema.gov
No eligibility restrictions
Special assistance for veterans and
extremely low income jobseekers
Resource center requires independence and self-direction
to use resources. If categorically eligible, some MBN
jobseekers may secure Individual Training Accounts to
participate in designated job training programs.
Low
Career Source at Everett
Everett
http://www.yourcareersource.com/
No eligibility restrictions
Special assistance for veterans and
extremely low income jobseekers
Resource center requires independence and self-direction
to use resources. If categorically eligible, some MBN
jobseekers may secure Individual Training Accounts to
participate in designated job training programs.
Low
MA Rehab Commission (MRC)
Assembly Square, Somerville
http://www.mass.gov/eohhs/gov/departments/mrc/
Jobseekers with disabilities
Must first qualify as a MRC client
before receiving job related
assistance.
Once qualified as MA Rehab clients, MBN jobseekers
with disabilities can get a rich array of job preparedness
and job placement support.
High
MA Department of Mental Health
Rehabilitation Services/Metro Southeast Area
http://www.mass.gov/eohhs/gov/departments/dmh/
Persons with serious mental illness Once qualified as DMH clients, MBN jobseekers with
serious mental illness can get a rich array of job
preparedness and job placement support.
High
CASPAR Inc.Employment Navigator
Cambridge/ Somerville
http://www.casparinc.org/
Homeless adults and older youth
with alcoholism and/or substance
use histories.
One-on-one employment counseling, workshops, cover
letter and résumé critique, networking groups, program
internships, placement assistance, and job-readiness.
High
Chelsea NDC CONNECT
Chelsea
www.chelseand.org
Low-income families – homeless
are good fit with program.
New program to assist unemployed or underemployed
heads-of-households launch job search, increase income,
gain financial literacy, and develop financial assets.
High
SCC Financial Opportunity Center
Somerville
www.somervillecdc.org
Somerville residents – homeless are
good fit with program.
Training, coaching, and individualized support for
unemployed and underemployed jobseekers. Financial
literacy and asset building.
High
InsidetheMBN
Heading Home Inc.
Employment Navigator for Homeless Jobseekers
Cambridge
http://www.headinghomeinc.org/
Homeless clients of Heading Home Specialized employment system navigation for Heading
Home’s homeless heads-of-household.
High
26

Cambridge Employment Program
Cambridge
http://www2.cambridgema.gov/dhsp2/cep.cfm
Any jobseeker but overlap with
homeless populations
Career counseling, resume development, job search
assistance (writing cover letters, using the Internet,
interviewing skills), help locating training resources.
Referrals preferred.
Low
Community Action Agency of Somerville
Somerville
www.caasomerville.org
Low-income residents of Somerville
and Cambridge*
Referrals to other services High
Tri-CAP Cyber Café Services /Workshops
Malden
http://tri-cap.org/
Drop in to use computers and
internet for any person experiencing
homelessness
Career workshops offered on site in the cyber café where
MBN jobseekers can
High
Centro Latino, Inc.
Chelsea
http://centrolatino.org/
Serves Latinos and immigrants in
Eastern Massachusetts
Adults who need English language
skills and/or adults with academic
skill levels below 12th
grade
Classes offered include GED in English, GED in Spanish,
College Transitions, and Family Literacy Computer
Technology Program offers hands-on classes to improve
workplace skills (open registration policy
High
Centro Presente
Somerville
http://www.cpresente.org/
Serves the Latin American
immigrant community in
Massachusetts
Classes and extra-curricular activities include: ESOL,
Spanish Basic Literacy, Spanish, US History and Civics,
Computer Literacy. Classes offered in 9-week cycles,
High
Charles River Public Internet Center
Waltham
http://www.crpic.org/
Primary service area is the Metro
west, but also works with many
organizations throughout Greater
Boston and the New England region
Provides free computer access to adults and youth to
develop technical skills necessary for success in today’s
workforce. Tutoring and classes offered on more specific
topics/skills
Low
Greater Boston Employment Collaborative
http://www.gbecollab.org/
People with disabilities – including
interest in serving homeless.
Creates opportunities and provides resources related for
jobseekers – good place to look for job openings.
High
Asian American Civic Association
http://aaca-boston.org/
Targets low-come,
immigrant/bilingual, unemployed
and underemployed residents of
Metro Boston,
Free workshops offered include basic computer
skills/Internet search, resume development/job search,
financial literacy workshops, and small business
workshops. Energy Efficiency Technician Apprenticeship
Program (EETAP) apprenticeship program, participants
will be working at partner employers
High
Asian Taskforce Against Domestic Violence
http://www.atask.org/site/
Primarily serves Asian families and
individuals in Massachusetts and
New England who suffer from, or
are at risk of, suffering from
domestic violence
Life Skills/English for Speakers of Other Languages
(ESOL) Program tailored to meet the needs of Asian
immigrant domestic violence survivors
High
InBoston
College Bound Dorchester
http://www.fdnh.org/
Works with diverse populations,
including youth and adults
Adult Basic Education program –GED prep, resources to
access further education . ESOL classes. Adolescent
Development program –college prep and readiness
courses for high-risk youth. College Prep program
High
27

East Boston Ecumenical Community Council
http://www.ebecc.org/english/programs.htm
Works with Latino immigrants* Immigration assistance – helps immigrants obtain work
permits, obtain green cards, become U.S. citizens
Latina ESL program. ASPIRE – homework help,
computer access, English classes, workshops, and
counseling
High
Project Hope
http://www.prohope.org/
Homeless/formerly homeless and
low-income women whose average
education level is 6th grade
Adult Educational Services include: basic literacy, GED
preparation, career advising, transition to college support,
ESOL classes
High
Travelers Aid Family Services
http://www.taboston.org/Home.htm
Underemployed/unemployed
parents in Travelers Aid Family
Services’ programs*
Services offered: job placement assistance, developing
professional skills (resume writing, interviewing)
High
Urban League of Eastern Massachusetts
http://www.ulem.org/
Serves African Americans and
people of color in ULEM’s service
area
Employment Resource Center – walk-in service offering
job coaching, case management, and professional skills
development (resume writing, interview skills and
structured job searches)
Access to up-to-date online employment search databases
Low
YMCA of Greater Boston
http://www.ymcaboston.org/
Unemployed/underemployed adults YMCA Training, Inc. offers access to employment that
offers family supporting wages and benefits
Offers training in computer and office skills, providing a
simulated office environment to practice skills and
develop confidence
Low
Catholic Charities of Boston
http://www.ccab.org/
Pregnant or parenting adolescents
who have dropped out of school
40-50 students served per year
Education and Parenting Skills Center offers GED prep,
life skills and career development groups
High
Morgan Memorial Goodwill – Boston Career
Link
www.goodwillmass.org
Universal access for Boston Career
Link. To access Clothing
Collaborative must participated in
Boston-based job training and
placement programs.
Variety of career counseling services, resources,
workshops, job fairs, and to connect jobseekers with
employers. On-site recruitment sessions with employers.
Computer training for employment program
Clothing Collaborative offers business clothing for
jobseekers. Vocational programs for people w/ disabilities
High
JVS - The Workplace
www.theworkplace.org
Members (membership is free) Access to career resource library, workshops, occupational
and skills training, and recruitment sessions
28

Job Training with Job Placements
Program Name/ Location/ Website Eligibility Highlights
re. MBN Jobseekers
Match Highlights
for MBN Jobseekers
For
High
or Low
Barrie
rs
Just-A-Start Corporation
Cambridge
www.justastart.org
18 years, GED or high school
diploma, reading and math
skills, and Massachusetts
residency.
Biotech training Low
American Red Cross Nurse Aide Training
Cambridge
www.redcross.org
High school or GED is NOT
required, but must have basic
math and English proficiency
skills,
Assessment test for training courses is free of charge; CORI is
checked at no cost; Employment Specialist assists students
with employment preparation one-on-one counseling on
topics such as resume, cover letter & reference preparation,
interview etiquette, and other employment-related questions
and concerns; health care recruiters and job fairs .
High
InMBN
Triangle
Malden
http://www.triangle-inc.org/
Individuals with disabilities Medical manufacturing training. Employment placement. High
Pine Street Inn
http://www.pinestreetinn.org/
Priority to Pine Street residents
but open to all homeless
Clean and sober
Food services training provides 3 months of paid, full-day
hands-on and classroom training preparing
students for entry level kitchen jobs in restaurants/cafeterias.
Clothing and food program graduates receive job placement
assistance.
High
The Bakery and Cafe at Haley House
http://www.haleyhouse.org/pg/show/id/4
Homeless Training and placement in baking and food services High
InBoston
Project Hope
http://www.prohope.org/
Low-income women – primarily
from Roxbury but may accept
MBN referrals
Free Health Care training programs for entry-level positions
with select Boston Healthcare Providers.. Family Child Care
Business Enterprise – training for careers in childcare
Workforce Development & Employer Partnerships – job
readiness training, access to career ladder job opportunities,
on-going case management support during the program.
29

Low income Career Pathways program – support adult and youth programs
through next-step career options, including career exploration,
internships, job shadowing, and employment
Case management can be included
Morgan Memorial Goodwill Ind.
www.goodwillmass.org
Individuals often referred
through government agencies,
others referred through one-stop
career centers, churches,
community groups
Individuals work with case manager to develop individual
training and employment plan and choose training and
supports. First Step Job Readiness training course, 3 weeks,
offered numerous times per year
Human Service Employment Ladder Program, 8 weeks,
offered quarterly. Placement services, post-placement support
STRIVE
www.massresources.org/strive-boston
Youth ages 16-24 who are out-
of-school, meet income limits,
and do not have a high school
diploma or GED
YouthBuild – education and job training program, work
towards high school diploma or GED while learning carpentry
or other construction skills
High
Training Inc.
www.traininginc.org
Hands-on occupational job skills training in a variety of skills
that are in high demand
Employer internships
Job search skills training and assistance
Job retention counseling and support
The Workplace
www.theworkplace.org
Homeless or at risk of
homelessness, low-income,
dislocated and laid off workers
or workers
Vocational exploration, transportation assistance related to
employment, interview attire assistance, job searching
techniques, employment and job readiness skills
Workforce Investment Act - federally funded skills training
program
High
Crittenton Women’s Union
www.liveworkthrive.org
Low-income women, 18 years or
older, residing in Greater Boston
Curriculum tailored to students’ needs, interests, and goals
Woman to Woman program offers computer training, career
development, financial management, and life skills training
St. Mary’s Center for Women and
Children
http://www.smwcc.org/
Serves young single mothers Women @ Work Plus - education combined with short-term
employment
JFY
Boston
www.jfynet.org
High school drop outs Green job training. Good fit for young parents
JVS - Healthcare Training Institute
www.jvs-boston.org
Low-income Healthcare Training Institute (HTI)- help low-income workers
and community residents improve their skills, enter college,
and fill vacancies in high-demand occupations offering
family-sustaining wages; and 2) institutionalize relationships
with colleges that will enable continued skill development and
career advancement
High
30

Project Place
Boston
http://www.projectplace.org/
Homeless
Clean and sober
3 different six-month employment program incorporating
skills training, career coaching, and up to 30 hours/week
employment at $8/hour: (a) "Clean Corners" is a in outdoor
and facilities maintenance and landscaping program; (b)
"Project Pepsi" (c) "Home Plate" is a six-month employment
program in food services.
High
Boston Education Skills and Training
(BEST)
www.best-corp.org
Training for hotel industry jobs- Hotel Training Center (HTC)
- provides skills training and job placement services for under
employed and unemployed individuals seeking entry to the
hospitality industry and incumbent workers seeking skills
upgrades or advancement within the industry.
Community Work Services
Boston
www.cwsbos.com/
Homeless or recently homeless Vocational assessment, work readiness and competitive
employment training (janitorial, mailroom, clerical skills,
business applications, light assembly) and placement
assistance
ABCD Career Development
Boston
http://www.bostonabcd.org/career-
explorations.aspx
Low income for Boston
residents
ABCD job training programs to build the skills needed to land
and keep living-wage jobs that will support their families.
Boston Education Skills and Training
(BEST)
Boston
www.best-corp.org
Training for hotel industry jobs
31

Accessible Higher Education/ Community College
Program Name/ Location Eligibility Highlights
re. MBN Jobseekers
Match Highlights
for MBN Jobseekers
For High
or Low
Barriers
Somerville Center for Adult
Learning Experiences (SCALE)
Somerville
www.somervillendc.org
Anyone without high school diploma. Most classes are free; can obtain GED here. High
Cambridge Community
Learning Center
Cambridge
Cambridge residents Helps adults learn ESOL; improve basic skills in reading, writing,
or math; prepare for GED exams, prepare for college or training
program, prepare for U.S. Citizenship test, learn to use a computer
Cambridge College
Cambridge
www.cambridgecollege.edu
High School Diploma Free info sessions in Cambridge, Waltham, and Stoneham;
undergraduate programs, can enroll in noncredit courses and
certificate programs.
Low
InsidetheMBN
Middlesex Community College
Bedford
www.middlesex.mass.edu
Expected to have high school diploma
or GED; in some cases life experience
demonstrated through testing may be
basis for acceptance (depending on
program)
Associate degrees and certificate programs; free adult learning
center at Bedford campus; Work Readiness/Retention Programs
combine classroom education in several areas (human services,
customer service, certified nursing assistant, and office skills) with
internships at local agencies or companies, as well as many
workshops centered on job search, computer, and life skills.
Low
Bunker Hill Community
College
www.bhcc.mass.edu
Expected to have high school diploma,
GED, associate degree or higher.
P/ship with IBA program (Pathway to Technology Campus);
Workforce Development Center and ACT center for training
programs .
Low
Roxbury Community College
www.rcc.mass.edu
Expected to have high school diploma
but also provides GED test preparation;
noncredit courses are available to those
who are not high school graduates
One-year certificate program or 2-year associate program; GED
program and testing; access for veterans, CORI/SORI checks do
apply for specific programs
Low
TERI College Planning
www.tericollegeplanning.org
Boston Public Library
Service is available free to all nonprofit
community agencies.
Help with finding scholarships for higher education. Higher
Education Information Center (HEIC) at the Copley Branch of the
Boston Public Library.
Low
InBoston
Boston University Metropolitan
College
High school diploma or GED required. Undergraduate, graduate, certificate, and noncredit programs. Low
32

X-CEL Adult Education
Services, Inc.
http://www.x-celeducation.org/
18 years. College prep and mentoring
require a GED, mentoring also requires
a student completed the prep course and
is ready to begin college. Some
programs limited to clients of agency
where the program is offered (STRIVE)
Pre-GED classes, GRE prep classes, college prep classes, college
mentoring program offered at various sites –
STRIVE/Ruggles/Codman Square, Log School/Dorchester, Mission
Works/Roxbury
United South End Settlements
http://www.uses.org/
Free to Massachusetts residents without
a high school diploma or GED
certificate. Priority to residents of South
End and Lower Roxbury
Adult Basic Education Program – GED and EDP classes
Technology education – computer classes and workshops
Year Up
http://www.yearup.org/locations/
boston.htm
Student must be between 18-24 years
Serves Boston, NYC, Providence, DC
Students recruited from urban high
schools and community-based
organizations*
Classes help students develop technical and professional skills to
aid in academic success and career development
Dorchester
Out-of-school and high-risk youth,
generally ages 14-21.
GED program. High
33

Job Searching/ Sources for Finding Job Listings
Program Name/ Location Eligibility Highlights
re. MBN Jobseekers
Match Highlights
for MBN Jobseekers
For
High or
Low
Barriers
Career Source at Cambridge
Cambridge,
Open to all jobseekers in
Massachusetts
Job search and networking opportunities
Career direction and exploration workshops
High
Career Source at Everett
Everett
http://www.yourcareersource.com/
Open to all jobseekers in
Massachusetts
Job search and networking opportunities
Career direction and exploration workshops
High
Community Action Agency of Somerville
Somerville
www.caasomerville.org
Anyone Job listings on the CAAS Inc. facebook page. High
LIFT
Somerville
http://www.liftcommunities.org/boston
Low-income individuals and
families
College students provide individualized help with job search
(resume development, interviewing, using the Internet and
newspapers to locate leads) by appointment, or subject to
availability, on drop-in basis.
High
The Career Place (Woburn)
http://careerplacejobs.com/
Free access to resources Helps jobseekers assess their skill levels and interests, enter
education and training programs, and find jobs. Career
counseling, employment workshops, and access to job-
related research.
High
InsidetheMBN
Cambridge Employment Program
Cambridge
http://www2.cambridgema.gov/dhsp2/cep.cfm
Work ready jobseekers Services include job search assistance; help identifying job
leads and researching employers; and free Internet access.
Low
JVS
www.jvs-boston.org
JVS clients looking for professional
level jobs
Career Moves Advisory Network – Boston-area
professionals in a variety of industries who serve as
networking resources for JVS clients. Advisors offer job
search advice and leads on openings
JobNet Boston
www.jobnetboston.org
Must have basic computer skills Assistance with finding jobs online
InBoston
Boston Career Link
www.bostoncareerlink.org
Boston Career Link Members Career resource room, job search and computer training
workshops, recruitment events, career fairs, labor market
information, referrals to training
34

International Institute of Boston
http://iine.us/
Immigrants
Refugees
Job readiness - teach job search strategies.
Greater Boston Employment Collaboration
www.gbecollab.org
Boston Career Link members Available services: career resource room, job search and
computer training workshops, recruitment events, career
fairs, labor market information, referrals to training
High
35

VIII. Profiles: Key Community Assets
1. Middlesex Community College Academy of Health Professions
2. Bunker Hill Community College Allied Health Certificate Programs
3. Community Work Services
4. JVS – Culinary Training
5. JVS – Nurse’s Aide Training
6. JVS – Adult Education
7. Action for Boston Community Development
8. Career Collaborative
9. Training Inc.
36
36

Middlesex Community College Academy of Health Professions Certificate
Programs
What makes an applicant eligible to participate in this program?
• High school transcript or copy of GED if available.
• Take college placement test – focus on reading comprehension scores.
• For nursing assistant and medical receptionist programs (Level 1) need a basic entry level score.
• To be eligible for phlebotomy and medical office administration (Level 2) must finish Level 1.
What is involved in the application process? Cost/fees?
• No application fee - one time testing fee of $50 included in tuition bill.
• Each program has an application package they must complete.
• Before applying, applicants connect to college and attend information sessions, held 2 x month.
How would a case manager follow announcements of new openings?
• Programs have multiple start times throughout the year that can be found on the college’s website.
Can a participant obtain GED through this program?
• No
Is financial aid needed or applicable in this program? How obtained?
• Participants are eligible for financial aid – to obtain they must fill out and submit a FAFSA.
• Costs for the certificate programs are the same as regular tuition - $170/credit.
How challenging is it to secure an opening at this program?
• Depends on student’s ability – each level has about 30 openings.
• There are multiple start times throughout the year, if a student doesn’t meet the score requirements
the first time the school will provide support and work with them to get them to the level needed.
What interests, personal assets, and skills should an ideal candidate have?
• Interest working in health care – open to anyone.
What are the required hours of participation? Can one participate at reduced hours?
• Classes are offered on evenings two days a week and during the day on Saturday. 27 week program.
Are evening hours offered?
• Yes, classes are offered on two evenings during the week.
How are participants helped who do not yet have clear job direction?
• Career counseling is built into the coursework.
What is the accessibility via public transportation? Closes T station?
• Located in Lowell – accessible by Commuter line and by bus from the station.
What are the workforce “sectoral partnerships” with employers?
• The nursing assistant program has observation hours with nursing homes, long-term care facilities,
• An externship is required for the phlebotomy program.
What percent of those who complete this program secure work?
• The program is still relatively new (started in February 2010) – data on graduates is incomplete.
What kinds of employers offer jobs to graduates?
• Employment in entry level in nursing homes, long-term care, medical offices, and hospitals.
What is the program’s experience with single heads-of-household in homelessness?
• Has experience – offers wraparound services and support, referrals if necessary.
What is the program’s experience with applicants lacking work experience?
• Career counseling offer to participants.
What services are available to support participants in crisis?
• Personal counseling services are offered on each campus.
37

What else should MBN job seekers and their case managers know?
• Reach out directly to the college, access the website for more information.
38

Bunker Hill Community College Allied Health Certificate Programs
• Copy of high school diploma or GED certification.
• Proof of in-state residency.
• Transcripts from other schools attended.
• Several require test scores at a certain level in English and math.
• Health insurance.
• All full-time students as well as part-time undergraduate students in a health science program and
who may be in contact with patients required to have the following vaccinations:
• Hepatitis B: 3 doses
• Td (Tetanus/Diptheria): 1 Td booster in last 10 years
• Measles: 2 doses
• Mumps: 1 dose
• Rubella: 1 dose
• Exemptions made for part-time students not enrolled in a health program, those with a signed
statement from a physician stating that physical condition will be endangered by required
immunizations, or those whose religious beliefs conflict with immunizations.
• Attend information session, offered Monthly on a Wednesday at 10am on the Chelsea campus
• Complete individual program application.
• Interview with program staff – brief, discuss a series of questions involving existing knowledge and
motivation.
• Complete college placement tests in reading, math, and English (different certificate programs
require different scores for entry).
• Medical Interpreting requires native language literacy and English fluency.
• Complete health form.
• CORI check.
• Registration/enrollment dates can be found on the college’s website.
• No
• Applicable, complete FAFSA form online.
• Aid available through grants, and subsidized and unsubsidized loans.
• It isn’t challenging – potential barrier includes testing at a certain level in English and limited
number of seats available (this year there were 52 seats).
• It is important to note that it is a rolling admissions process – students need to attend information
sessions, complete all required applications, and submit supporting documents – if they fall behind
or don’t complete these requirements they lose access to a seat.
• Motivation key.
• Minimal level of skills for the program they are interested in helpful.
• Focused, committed.
39

• Academic track that shows they are capable of academic success helpful.
• Effective communication skills – able to communicate long and short-term goals.
• Hours vary, students are expected to be available anywhere from 8:30 am – 2:15pm (not the whole
day) – average time in class is 20 hours/week.
• Participation at reduced hours is an option, however, it prolongs the program.
• Evening hours only offered for the medical interpretation program because it is done through a
satellite campus in East Boston that offers class times at these hours.
• Most have a sense of direction in terms of goals.
• Often redirected to career center.
• Located near Orange Line Community College stop.
• Participants take part in internships with various hospitals throughout Boston.
• About 1 out of 3 internships typically results in employment.
• Healthcare providers.
• In the past mothers residing in shelters participated in the Welfare to Work program.
• Most have some work experience – more likely to have minimal work experience than none.
• Counselor is available through the program, school psychologist also available.
• Make referrals.
Does the program publish a graduation/completion rate?
• Yes, not sure where it is located – graduation rate is 72% .
• Important to know about rolling admission, be aware of start and end dates.
40

Community Work Services
• Primarily serves homeless or disabled populations.
• Always pursuing new funding opportunities, which impacts eligibility (ex. low-income).
• State contracts DTA, mass rehab commission, dep dev services.
• No cost to participant.
• Starting point is a tour of the agency, held every Wednesday at 1pm, during which potential
participants learn more about program eligibility and services.
• Come to tour.
• Outreach through partner agencies in the community.
• No
• Not applicable.
• Not challenging if eligibility criteria is met.
• Desire to find employment.
• Hours vary by program and eligibility.
• Program hours are typically from 8-3.
• Reduced hours vary by individual case.
• No
• Program holds an evaluation and assessment process – can explore different options.
• Accessible by the Green and Orange Lines, as well as the Commuter Rail, at North Station.
• Commercial cleaners, food service, culinary arts, hotel and hospitality, commercial production.
• About 70%.
• Service industries – hotels, catering companies, cleaning services, colleges and universities, etc.
• Has experience.
• Has experience.
• Makes referrals or out sources cases to other agencies .
• Yes, can be found online.
41

JVS – Culinary Training
• Enjoys cooking, wants a full-time job, can follow instructions in English.
• Authorized to work in the U.S. and pass CORI check.
• Pass assessment – able to follow instruction in English.
• Course will teach language of the kitchen but applicants must fill out a basic application.
• Fill out simple application.
• Most participants get funding, if eligible.
• Most low-income or dislocated participants get funding through career centers.
• Information posted on website.
• Career centers and community-based organizations aware.
• Not through this program, offered through different programs at JVS.
• Not applicable.
• There are a lot of steps – meetings, information session, intake, get career center funding.
• Get along with others, are interested in cooking and baking, want a fulltime position.
• No reduced hours offered. Hours change for each cycle.
• 360 hours of training at 20 hours for 18 weeks (later cycles are 15 or 16 weeks)
• No
• Half of the trainings are in the JVS office and are accessible by the Red and Orange Lines.
• Other trainings accessible by the Orange Line Roxbury Crossing stop and numerous buses.
• No partnerships, but familiar with many employers. High placement rates - over 80%.
• 80% or more.
• Colleges, universities, restaurants, sandwich shops, hotels – any place that sells food.
• Have in the past – not a good fit, participants need to be flexible and adaptable for changes .
• Applicants still accepted if they demonstrate motivation and availability during assessment.
• JVS has case managers who can offer services and make referrals as needed.
• Not published.
42

• Jobs in this field are never 9-5 and can present problems for parents in terms of child care.
JVS – Nurse’s Aide Training Program
• Non-native English speakers need to have intermediate English language ability.
• Must have documentation to work and pass CORI check – must have clean criminal record.
• Must want a full-time job and needs to be 18 years and older.
• Attend an information session, held weekly on Wednesdays at 12pm.
• Orientation, first interview, basic math and English test, second interview.
• Applicants are first assessed to see if they are a good fit for the program.
• Funding based on income or unemployment – send referral first to career center for funding.
• Private funding (scholarships, grants) available at JVS.
• Flyers are posted in career centers and other community-based organizations .
• Intake is on-going – 4 cycles with 16 slots offered per year.
• Tend to fill up fast, 16 students per cycle, 4 cycle for year.
• No, but this can be obtained through other programs at JVS.
• It is competitive, but it is possible to get in if one is dedicated.
• If a participant does not pass the test they are given the opportunity to improve and re-apply.
• Desire to become a nurse’s aide, drive, motivation to learn
• Intermediate English speaker and computer skills helpful (computer component to program)
• 9am-4:15pm, 5 days a week (Monday-Friday) for 14 weeks
• No reduced hours available, only 5 absences permitted over the course of 14 weeks
• No
• Program focuses on a specific sector
• Near the Red/Orange Line at Downtown Crossing and the Red, Green, Orange Lines at Park St.
• Red Cross – participants placed at the Red Cross in Cambridge for 3 weeks.
• Also works with various other providers in health care, such as home health providers.
• Placement rate is high.
• About 75%
• Employers in the health care field.
• Have worked with single parents living in shelters – may have had more personal struggles.
43

• Tends to be difficult for those who don’t have any work experience at all.
• Career coach provides case management and provides addition resources to access if needed.
JVS – Adult Education High School Diploma/GED program
• For the GED program participants need to be at least 16 years old
• Participants must be 23 years and older to participate in the Adult Diploma program
• Those interested can go to the agency at any time and fill out an application for the waiting list
• Go to agency, get on waiting list, fill out application, take a placement test (Fridays from 10-2)
• Call the agency. Information on website, flyers distributed throughout the community
• Yes
• Funded through the Massachusetts Department of Elementary and Secondary Education.
• Not challenging to get into the GED program – currently no waiting list.
• 18 month waiting list for the ESOL program.
• Committed to attending class regularly, being punctual, and maintaining good attendance.
• Need dedication – diploma required to put together a portfolio of work that an assessor looks.
• No open entry – students have a choice of evening or morning classes.
• Depends on the number of classes one is taking.
• Classes Monday-Friday 9-2 and during the evenings 5-9 Monday, Tuesday, and Thursday.
• Yes, see above.
• Huge initiative state-wide on preparing students for the “next step.”
• Seeks to make curriculum rigorous enough that students are prepared to take college courses.
• Close to the Red and Orange Lines at Downtown Crossing and Park St.
• Relationships with community colleges, especially Bunker Hill.
• Work with workforce institute - arranges tours of colleges fill out FAFSA.
• Unsure, many have positions and are looking to advance.
• Students that have jobs often have positions in kitchens, hotels, housekeeping, retail.
• Dunkin Donuts is a major employer .
• Many students are homeless – this is a question on the intake form.
44

• A lot “Stopping out” interruptions occur in education for various reasons.
• It’s a challenge when one’s life is disorganized – coming to school is a real struggle for some.
45

Action for Boston Community Development
• Boston residency, Proof of income, Birth certificate, Social Security Card.
• GED or high school diploma, CORI.
• Free.
• Complete assessment (basic math test).
• Information sessions help every Wednesday at 1pm.
• Referrals.
• Flyers are posted throughout the community in health centers, grocery stores, hospitals, etc.
• Postings on jobnet.com.
• Participants cannot obtain a GED through this program, but they can apply to a separate program
within the organization to do so.
• Not applicable
• No, participants just need to meet the qualifications and attend an information session
• Staff will work with participants to develop skills – hold mock interviews, teach job search
strategies, conflict resolution, professionalism strategies, stress management, resume development,
and how to write cover letters and thank you letters.
• The program runs Monday – Friday from 8-5:30 – no reduced hours.
• Additional 2 week certification portion mandatory.
• Hours are 8-5:30.
• After participants complete the 7 week training, staff work with them on job placement.
• Downtown Crossing on the Red/Orange Lines as well as Park Street on the Red/ Green Lines.
• Construction contractors.
• 50%
• Construction contractors.
• Accommodations offered and help in applying for health insurance, housing, food stamps, etc.
• Case management and referrals to different organizations if unable to meet participant’s needs.
46

Career Collaborative
• Between ages of 22-55, in the low-income bracket – highest acceptable income is $40,000.
• Highest education limited to an Associate Degree unless applicant is from outside USA.
• Seeking full-time employment and have legal work status.
• Must have stable child care if applicable.
• Must be willing to accept entry level positions making between $20,000-$30000/year.
• All services are free.
• Prior to orientation, interested participants call to do a pre-screening.
• If the pre-screen is okayed, participants are invited to orientation, held every Thursday at 1pm.
• Bring resume to the orientation – or can fill out a work history form at orientation.
• Application, assessment test, meet one-on-one with a staff, receive explanation of the program.
• They do not post openings – they hold 4 week-long workshops that run throughout the year.
• One calls the agency to refer a client to the program.
• Not challenging.
• Motivation is key.
• Workshops run for 4 weeks from 9am until about 3pm at the latest.
• One can not participate at reduced hours.
• Workshops are held at set times – no exceptions.
• Career coaching is offered.
• Located on the red and orange lines at Downtown Crossing.
• Healthcare, business, nonprofit, insurance companies, staffing agencies, finance companies.
• Current rate is about 70%. Retention services are offered – participants assigned a career coach.
• Referrals are made on client’s behalf (emphasizes motivation as key trait).
• Works with a multitude of single parents, but housing stability is a requirement .
• Gear clients towards a target job where they may have transferable skills.
• This information can be found on their website, http://careercollaborative.org.
47

Triangle, Inc.
• Clients thru Mass Rehab, Dep. of Developmental Services, or Dep. of Transitional Services.
• Once a client is referred the agency is faxed information regarding their disability.
• Intake process, CORI, paperwork, information put into database.
• Only way into program is through a referral by one the entities mentioned above.
• No
• No
• No, there are waiting lists for assessments.
• Waiting list for placement services is about 2 months.
• For placement program must have some level of job/vocational history, desire to find a job.
• Traditional hours are from 9am-3pm.
• Placement clients meet once per week.
• Clients referred through the DTA are required to work 20-30 hours/week to receive benefits.
• Reduced hours are offered if the client has no job experience – they start at part-time hours.
• Job placement clients meet weekly and follow through with the activities related to placement
• No
• Part of the placement components entails helping participants develop realistic vocational goals.
• Malden commuter rail station is a mile away.
• Also accessible by bus from Wellington.
• Yes, one of the biggest is with Clark companies –internships and jobs available.
• 50% - rate much lower than past years due to the state of the economy.
• Clarks.
• Cashier, customer service representative, stock clerks, etc.
• Services not provided – referred just to find jobs.
• Not uncommon – work on identifying realistic vocational goals.
• None.
48

Training Inc.
• High school diploma or GED – doesn’t need to be from the U.S.
• 18 years or older.
• Has to have a certain level of stability to attend the program full-time for 20 weeks.
• Program has resources to recommend if needed.
• Must have achieve a basic level of math and reading on assessment.
• Needs to have a fairly high level of spoken English.
• About 60% of trainees are immigrants –ESOL classes are available.
• Call agency, attend orientation, learn about the program, fill out application, take assessment,
interview with intake coordinator who then guides applicant to the next step.
• No cost to applicant – most trainees are guided to the program from career centers.
• Given a grant from Microsoft to target those do not receive vouchers but greatly need training.
• Program has contacted just about all shelters, especially domestic violence shelters, in the greater
Boston area.
• Post flyers, advertise in their banner, distribute materials to career centers.
• Not applicable.
• Not applicable.
• About 10% of applicants make it in, primarily because there are many hoops to jump through with
career centers because of the federal money involved (if receiving a voucher one needs to attend
meetings and communicate with counselors – life reasons sometimes make it difficult to commit to
the program).
• Program is flexible with life challenges – has resources to help and refer to if unable to assist.
• Stability in life – enough to have a back-up system of support.
• Interest and dedication to own goals.
• Committed to attending the program every day.
• 9am-4pm Monday – Friday – able to come at 12:30 on Wednesdays for the first 12 weeks of the 22
week program.
• Reduced hours offered for extraordinary circumstances, difficult to modify very much because it aims
to prepare trainees for full-time employment.
• Will work to accommodate clients’ needs (therapy, appointments, etc.).
• Used to, but found the participants who attended these hours were not having luck obtaining jobs – the
success rate was very low and led to eliminating evening trainings.
• There are three career paths in the program that trainees are made very clear about from the start:
medical office support, administrative support, and financial services.
49

• Trainees attend workshops and also work with staff one-on-one to determine where they fill find the
greatest success in regard to their interests and skills.
• Located in downtown Boston within 30 seconds of the Blue and Green Lines at Government Center.
Also close to the Orange Line State stop and the Red Line Park St. stop.
• Major hospitals, administration, finance, major universities, government agencies, the City of Boston
(including the HR Director for the city), staffing agencies, business, banks, law firms.
• Internships often turn into jobs.
• Business development manager always trying to develop more partnerships.
• Approximately 75-80%.
• Typically those mentioned above.
• Recent graduate obtained a position with the Salvadorian embassy.
• Many positions not acquired through the Internet as it has not proven to be the most effective method
of obtaining employment – still used as a job finding tool though.
• About 20 homeless individuals have participated in the program total in about 30 years.
• Last summer they experienced their first big group and built in the ability for them to be away
from the program to fulfill obligations they had (searching for housing, etc.) – looking to build
more partnerships and understand needs more.
• Require shelter to identify a case manager to work with and communicate with on a weekly
basis to support trainee – additional support offered.
• Single heads-of-household comprise a large percentage of trainees.
• Most trainees have some experience.
• Build education and skills – develop resume and other job/professional skills.
• A group of retired executives act as mentors to demonstrate and teach necessary skills.
• Every trainee has a single staff supervisor – those experiencing life challenges turn to them first.
• Trainees meet with their supervisor weekly – often communication occurs on a daily basis.
• Weekly staff meetings occur to discuss any challenges on an immediate level – intervene sooner if
necessary.
• Trainees guided to additional resources as needed.
• If trainees need to leave for any reason they are able to come back – Training, Inc. is a lifetime
program, once accepted, resources are always available.
• Not sure.
• Not sure – completion rate very high because of the incredible dedication from trainees and the
remarkable support they receive.
• 2 graduations occur per year.
• Networking events offered to graduates.
50

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