This search is being conducted with assistance from Carolyn Ho, Catherine Seneviratne, and Chris Cannon of NPAG. Application instructions can be found at the end of this document.
Early Roots: 100 Day Challenges
The 100-Day Challenges model, pioneered by the Rapid Results Institute, rallies relevant stakeholders around a shared objective and intends to disrupt conventional ways of thinking and encourage innovative approaches to long-standing problems. On April 18 and 19 of 2017, AWHWA in collaboration with teams from Spokane, Pierce, and King counties launched their first 100-Day Challenges to accelerate progress toward the ultimate goal: to prevent and end youth and young adult homelessness in Washington state. The teams included young people with lived experience of homelessness, service providers local government agencies, and other stakeholders from the three regions. The Challenges concluded on July 29, with 615 young people stably housed. The three communities continue to apply the lessons learned during the challenges.
Anchor Community Initiative
In late 2018, leaders from across the state launched a cross-sector, coordinated effort, the Anchor Community Initiative (ACI), to prevent and end youth and young adult homelessness. The ACI is an innovative, data-driven, and equity-focused campaign to house youth and young adults who are experiencing unaccompanied homelessness. The initial four communities of the ACI are Pierce, Spokane, Yakima, and Walla Walla Counties, with hopes to eventually expand across the state. With local leaders on the ground, AWHWA brings all parts of each community to the table and develops a unique plan that covers prevention, long-term housing, treatment services, employment, and educational attainment. The ACI serves as proof of concept, using data to inform strategies, performance, and modifications to the ACI approach. The ACI is based on the Built for Zero model. The goal is a “Yes to Yes” system where communities have the capacity to support every young person who needs help and achieve equitable outcomes for young people of color and LGBTQ+ young people.
Policy & Advocacy
AWHWA, in collaboration with partners, has advocated for state legislation that positively impacts the lives of youth and young adults experiencing homelessness in Washington, including $4 million in funding for the ACI through the Office of Homeless Youth in 2019. In the last legislative session, AWHWA and partners celebrated major victories in the movement to end youth and young adult homelessness, including:
Building on a strong regional and national reputation of innovation and outcomes, AWHWA’s next Executive Director will join a dynamic and growing team committed to preventing and ending youth and young adult homelessness in Washington state. The new Executive Director will face the following opportunities and challenges:
Vision and Leadership
The new Executive Director will work collaboratively with staff, board, and community partners to chart the next evolution of the organization and its vision. Through an inclusive and comprehensive planning process, they will develop a unified strategy for AWHWA that fuses evidence and learnings from ACI with the policy, advocacy, and programmatic strengths of the organization.
External Partnerships & Fundraising
The Executive Director will work in partnership with staff and board to sustain and deepen strong relationships built on trust and collaboration between AWHWA and its community partners across the state. They will expand AWHWA’s diverse network of partner organizations, philanthropic supporters, and policy champions to advance the organization’s ambitious goals and will embrace AWHWA’s role as convener, advocate, and leader in advancing collective impact around youth and young adult homelessness.
Working in partnership with a strong and dedicated staff, and informed by programmatic experience, the ED will build cross-team collaboration and an internal culture centered in equity. They will strengthen internal communications and collaboration to further align staff with clearly articulated future priorities and direction of AWHWA. They will leverage the opportunity to co-design Jim Theofelis’s potential future role to tap his deep connections and expertise in community and service provider relationships, state policy development, and fundraising. Finally, the ED in partnership with the Deputy Director will assess the financial and organizational structures, processes, and relationship to its fiscal sponsor to ensure AWAHA’s current and future initiatives, key programs, policy and advocacy agendas are supported by the most effective organizational infrastructure.
The new Executive Director will work closely with the current board to design the next phase of governance, including assessing the potential shift from a funder board to a community-led board. They will support the engagement, recruitment, and onboarding of new board members as thought partners and key advisors, effectively leveraging their diverse backgrounds, perspectives, and experiences to inform the strategic direction and growth of AWHWA. As a trusted partner to the board, the ED will support effective governance practices and opportunities to elevate the board’s collective capacity to influence systematic change to prevent and end youth and young adult homelessness.
We will consider exceptional candidates who demonstrate a strong combination of the specific qualifications and skills described below.
While the ideal candidate will embody many of the following abilities, attributes, skills, and experiences, AWHWA anticipates that no one candidate will possess all the qualifications listed below.
Connection to Mission
Management & Leadership
External Relations & Policy
Compensation: AWHWA strives to hold pay equity as a core value of the organization. As such, the salary range for the Executive Director position is $130,000 -145,000 per year, commensurate with experience.
This search is being conducted with assistance from Carolyn Ho, Catherine Seneviratne, and Chris Cannon of NPAG. Due to the pace of this search, candidates are strongly encouraged to apply as soon as possible. Applications including a cover letter describing your interest and qualifications, your resume (in Word format), and where you learned of the position should be sent to: AWHW-ED@nonprofitprofessionals.com. In order to expedite the internal sorting and reviewing process, please type your name (Last, First) as the only contents in the subject line of your e-mail. Applicants are also asked to complete the TSNE MissionWorks application found here.
A Way Home Washington is an equal opportunity employer and proudly values diversity. Candidates of all backgrounds are encouraged to apply.
TSNE/A Way Home Washington envisions a society grounded in the principles of social and economic justice. As such, we strive to achieve excellence through a diverse and inclusive workplace that honors the unique talents and lived experiences of each person. Our vision and values are reflected in all our employment-related decisions, including hiring practices. Accordingly, TSNE actively seeks people who bring diverse backgrounds and perspectives to join us in our work.
As an EOE/AA employer, TSNE/A Way Home Washington will not discriminate in its employment practices due to an applicant’s race, color, religion, sex, national origin or ancestry, age, sexual orientation, gender identification, genetic information, veteran or disability status or any other factor prohibited by law.