Jobs for the Future

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Jobs-for-the-future
Headquarters Location: Boston, MA
Founded: 1983


Mission: Jobs for the Future identifies, develops, and promotes new education and workforce strategies that help communities, states, and the nation COMPETE IN A GLOBAL ECONOMY.

Tags: national, workforce development, advocacy, education strategies, global economy, policy, college achievement, workforce strategies, resource services



Jobs-for-the-future
Story: Jobs for the Future started in 1983, when Arthur White, cofounder of the marketing/research firm Yankelovich, Skelly and White, teamed up with Hilary Pennington to improve the quality of America’s public education systems and the skills of our nation’s workforce.… Read the full story.

Expert Reviews: Evidence of Impact
Their research has had an impact on policymakers and practitioners alike in the workforce development field.
See the complete expert review.

Leadership
Jobs-for-the-future Marlene Seltzer. Marlene Seltzer is president and CEO of Jobs for the Future. With the goal of helping more Americans obtain the skills they need to succeed in today's economy, JFF has grown since its founding in 1984 to become one of the nation's leading research and policy development organizations focused on education and workforce strategies. Ms. Seltzer's mission to improve American… See full bio.


Financial Data
Overhead Ratio:
n/a
Total Revenue:
$27,488,432


From the Nonprofit
The nonprofit has not added any comments yet. If you are a representative of this nonprofit and would like to leave a comment, please email us at feedback@myphilanthropedia.org with your request.


Contact Info
E-Mail:
info AT jff.org
Phone:
617-728-4446
Facebook:
Follow_fb
Address:
88 Broad St Fl 8
 
Boston, MA 02110, USA
Twitter:
Follow_twitter


Jobs-for-the-future Story: Jobs for the Future started in 1983, when Arthur White, cofounder of the marketing/research firm Yankelovich, Skelly and White, teamed up with Hilary Pennington to improve the quality of America’s public education systems and the skills of our nation’s workforce. Their first initiative defined Connecticut’s workforce needs and detailed models that its education system can implement to produce qualified workers who meet those needs. Between 1984 to 1989 they expanded into six states. They launched initiatives based on their Connecticut project model in Arkansas, Colorado, Indiana, Mississippi, and Missouri. Some of their successes have been helping healthcare workers gain the training they need to enhance their careers, they promoted community college efforts to bring a high-quality, affordable, accessible education to low-literacy adults striving to earn an occupational or technical degree, and helped link employers with schools to improve pathways for young people to directly enter the workforce, and to encourage partners to link school-based and work-based learning so that one reinforces the other. Today, they continue their leadership role in creating educational and economic opportunity by managing and supporting more than a dozen programs and initiatives in 200+ communities nationwide. (Source: http://www.jff.org/index.php?select=world)

Expert Reviews of Jobs for the Future

Evidence of Impact Summary:

Their research has had an impact on policymakers and practitioners alike in the workforce development field.
See expert comments.

Organization Strengths Summary:

Leadership and staff are the main strengths of this organization according to experts.
See expert comments.

Areas for Improvement Summary:

Respondents seem to think Jobs for the Future could have a greater impact by serving more people, expanding capacity, and improving their outreach.
See expert comments.

Expert Comments: Evidence of Impact

Select the boxes to display the results according to expert type.

Show:
X
Foundation Professionals (F)
X
Researchers and Faculty (R)
X
Nonprofit Senior Staff (N)
X
Other (consultants, journalists, policy makers) (O)

Impact

F
Their work on the Annie Casey Jobs Initiative represents their impact.
F
I find their reports to be very useful in identifying best practices and workforce strategies to pursue at the local level.
F
They provide general workforce development and have had a significant impact on school-to-work. They have had federal, state and local policy impact in sector strategies.
F
Multi-site demonstration projects have had a great impact.
R
They work with multiple states and various government and other organizations on policy, and share best practices in the field. They are advocates for federal and state support.
R
This organization does first-rate, cutting-edge research, and effectively advances its recommendations on all fronts. It is on par in quality and range with CLASP.
R
They have been a catalyst at the state and national level for better attention to adult education and ESL, in particular.
N
Their work on workforce development policy and research is excellent; they can be seen as a bellwether for the future trends in the industry.
N
Jobs for the Future serves as the program office for the Jobs to Careers: Promoting Work Based Learning for Quality Care Initiative, which is helping to advance and reward the skill and career development of low-wage direct-care incumbent health care workers. They do an excellent job in this area and they also focused on developing and promoting education and workforce strategies that help stakeholders on the local, state, and national level compete in the global economy.
N
They are focused on program development and policy development that is well researched, well-conceived, and well implemented.
N
I believe that their leadership and "on the ground" contributions to the entire arena of this nation's workforce development effort have been exemplary and profound. Their focused policy work has engaged a highly diverse group of funders as well as key industry stakeholders. Their "peer learning" activities have fostered a sense of community among workforce practitioners. The organization's widely published, researched-based "best practices" serve as "tool kits" which provide practical assistance to both practitioners and intermediaries.
N
A consolidated approach to technical assistance to investments from donors signifies impact.
N
They do groundbreaking work in providing policy and program development guidance, with particular focus on connections between work and learning.
N
They do tremendous research on workforce issues. Their impact resides in the quality of that research and the many workforce organizations that utilize it to positively impact state and national policy makers.
N
Jobs for the Future provides a large amount of research on education and workforce throughout the country. They partner with a variety of state and local nonprofits, governments, employers, and community colleges.
N
Their research and publishing has made an impact on both policy and practice.
O
They have been integral in helping to articulate core components of effective programs around the country. They have also had strong impact in the policy arena as well.


Expert Comments: Organization Strengths

Select the boxes to display the results according to expert type.

Show:
X
Foundation Professionals (F)
X
Researchers and Faculty (R)
X
Nonprofit Senior Staff (N)
X
Other (consultants, journalists, policy makers) (O)

Leadership & Staff

F
The leadership staff and communication of JFF are all strong.

Leadership & Partnerships

F
They have strong senior leadership in workforce development and school to work field. They are good at working in partnership with foundations, local governments, and school systems.
N
I believe that JFF's impact is largely due to the organization's leadership/commitment to systemic change through effective partnerships. The initiative's they have designed, staffed, collaborated, or served as funding intermediaries can be characterized by their flexible approach, collaborative nature, and goal to build and further sustainable practices.

Leadership

F
Their leadership , the president in particular, and advocacy work for the entire workforce field are strengths.
N
Jobs for the Future has strong leadership with a clear vision and staff with a high level of expertise.
N
They have a strong set of leaders and good advocacy impact.
N
Strong leadership and a lot of experience
O
They have a very strong senior leadership team.

Staff

R
They have a very capable staff and well functioning organization.
R
Their senior staff, with which I interact, is absolutely first-rate.
N
Staff are exemplary, very effective. Their staff can be seen as a "who's who" in latest trends in public policy as it relates to workforce and economic and education development.
N
They have a highly-talented staff with deep experience in the field. They have great knowledge and insights regarding postsecondary access/completion as well as alternative paths to high school graduation.
N
Their research is great and very helpful in my own work. All of the staff that I have worked with have been friendly, engaged, and motivated to improve workforce development nationally.

Reputation

R
They have credibility in various states for adult education, postsecondary education, and workforce development.

Staff & Research

N
They have a very professional and committed staff and a long history of providing great research, education, and consulting services.

Marketing & Staff

N
They have great marketing of their research and publications; they also have strong staff with expertise and are influential in DC.


Expert Comments: Areas for Improvement

Select the boxes to display the results according to expert type.

Show:
X
Foundation Professionals (F)
X
Researchers and Faculty (R)
X
Nonprofit Senior Staff (N)
X
Other (consultants, journalists, policy makers) (O)

Expand Programming

F
They should have more national and less east coast reach.

Operations

F
Their cost structure could be lower; they have a high overhead rate.

Advocacy

R
They could use better focus on policy change as well as advocacy.

Outreach

N
This segment could reach out more effectively to engage various multi-state groups in research and focus group work.
O
They could improve capacity around outreach and marketing. They produce excellent materials but do not always get them out as much as possible.

Capacity

N
The organization's successes with its "peer learning" model and demands for its expertise have led to the need for additional staffing with "practitioner" backgrounds. To optimize their efforts and internal expertise, additional staffing is also badly needed in areas related to day-to-day project management of the organization's host of high stake initiatives.
N
They are stretched too thin right now and not as integrated across programs as they should be.

Collaboration

N
They should give more credit to the partners they work with.


Leadership


Marlene Seltzer
President and CEO
Marlene Seltzer is president and CEO of Jobs for the Future. With the goal of helping more Americans obtain the skills they need to succeed in today's economy, JFF has grown since its founding in 1984 to become one of the nation's leading research and policy development organizations focused on education and workforce strategies. Ms. Seltzer's mission to improve American public education and the skills of our workforce is reflected in the ambitious goal she has set for Jobs for the Future: By 2020, collaborating with its partners, JFF is committed to doubling the number of low-income youth and adults who earn postsecondary credentials or get training that helps them advance to family-sustaining careers. Strengthening JFF's capacity to achieve that goal, Ms. Seltzer launched JFF's Washington, DC, office, significantly augmenting the organization's capacity to affect federal policy. She also has enhanced JFF's research activities to give new ideas and practices room to grow, at the same time focusing the organization and its partners on results that lead to measurable outcomes. A nationally recognized thought leader, Ms. Seltzer is a frequent consultant and speaker on systemic reforms in secondary and postsecondary education and the ability of the labor market to serve low-income workers, employers, and local and state economies. Her commentaries and other writing help the nation think in new ways about policy and program delivery at all levels of government. Ms. Seltzer's expertise is sought after not only in the United States but abroad as well. In directing JFF's U.K./U.S. Welfare-to-Work project, she drew on the U.S. experience in welfare reform to help the British government's New Deal Task Force consider ways to improve the performance of its workforce development and welfare systems. She also led JFF's work on Employer-Led Efforts that Produce Results for Ethnic Minorities, commissioned by the National Employment Panel. This employer-led body, which advises ministers on the design, delivery, and performance of U.K. welfare-to-work policies and programs, asked for input on strategies for increasing job opportunities for ethnic minorities through employer action. For the U.S./E.U. Roundtable, Gender Issues from an Employment Perspective, Ms. Seltzer spoke on "Challenges of Career Advancement for Entry-level Workers." Before joining JFF in 1996, Ms. Seltzer held a number of prominent positions in nonprofit management, government, and the field of workforce development. From 1987 to 1989, she was commissioner of the Massachusetts Department of Employment and Training, after serving as deputy commissioner for four years. She administered the Commonwealth's $1 billion federal- and state-funded employment and training programs, including ET Choices--a $40 million comprehensive state welfare-to-work effort. As president of Seltzer Associates, a for-profit consulting firm, Ms. Seltzer provided policy development assistance to the U.S. Department of Labor on its workforce development initiatives. She also served as co-founder and president of Employment Resources, Inc., a nonprofit, community-based workforce development organization. Ms. Seltzer serves on the boards of the Boston Children's Museum; WomenWork!, a national policy and advocacy organization working for the economic equity and advancement of women; and the Rural Policy Research Institute, which provides unbiased analysis and information on the challenges, needs, and opportunities facing rural America. Ms. Seltzer holds a B.A. in urban economics and American history from American University, an M.A. in labor economics from Northeastern University, and a certificate from the Harvard University Employment and Training Institute.

From the Nonprofit

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