Job Listings

The Massachusetts Food System Collaborative (mafoodsystem.org) supports collective action toward an equitable, sustainable, resilient, and connected local food system in Massachusetts. The Collaborative was created following the completion of the Massachusetts Local Food Action Plan in December 2015.   Our relationships with organizations, public sector agencies and policymakers, and other food system stakeholders around the state inform the Collaborative’s priorities. We work toward policy change that will contribute to a more equitable, sustainable, and resilient food system by building broad support for advocacy campaigns and providing training and other resources to allow partners to participate effectively. We bring together players throughout the food system in an effort to demonstrate the breadth of the food system, and facilitate opportunities for stakeholders to work collaboratively.   Through these networks, we lead advocacy campaigns around items in the Plan that emphasize cross-sectoral collaboration; support equity, sustainability, and resilience in the food system; and have the potential for significant impact through coordinated grassroots efforts. These efforts work toward systemic solutions to targeted problems, increase communication among key stakeholders, and highlight and promote the sharing of best practices.   The Massachusetts Food System Collaborative is fiscally sponsored by TSNE (tsne.org).  

The Institute for Social and Economic Development (ISED Solutions)(facebook.com/ISEDSolutions/) is a fiscally sponsored project of TSNE (tsne.org)in Boston, Massachusetts. For over 20 years, ISED has delivered training and technical assistance services (T&TA) to refugee-serving agencies nationwide that work with refugee small farmers. ISED hosts a national refugee farming listserv, sponsors national conferences, and provides a variety of T&TA services via USDA grants and other resources. ISED recently added a new T&TA service for Community Food Projects (CFP) – a USDA grant program focusing on community-based food and farming initiatives.    

A Way Home America (AWHA) (awayhomeamerica.org) is a national organization that seeks to transform public policy solutions to prevent and end homelessness for Black, Indigenous, youth of color, and LGBTQIA+ youth on a path to housing justice for all.  The following values drive our work. We are homeless youth providers, advocates, researchers, government agencies, philanthropists, and young people uniting behind a common goal: Prevent andend homelessness among all youth and young adults. Ensure that homelessness among youth andyoung adults is rare, and if it occurs, experiences of homelessness are brief and one-time. A Way Home America is a fiscally sponsored organization of TSNE (tsne.org).  

FRESH New London (freshnewlondon.org) is a small food justice non-profit located in New London, CT. Our mission is to build momentum for food system change through local agriculture and youth empowerment.  We use food to connect to the community, encourage leadership, inspire stewardship and incite change.  FRESH is focused on urban farming, community gardening and youth, as a way to build resiliency in our City and to inspire more people to take part in the community food system.    FRESH Core Values Environmental Stewardship Health and Wellness Racial and Social Justice Our Community: Our Culture, Our People, Our Place, Our Power Young People and the Future Sense of Humor and Fun!   FRESH New London is fiscally sponsored by TSNE (tsne.org).  

Over 13,000 unaccompanied young people are surviving homelessness on their own in Washington state at disproportionately higher rates for Black, Indigenous, and other youth of color and young people identifying as LGBTQ+. Lack of housing stability, supportive connections and necessary services significantly impacts a young person’s transition to adulthood leaving their economic, social, civil, and political rights unrealized. But what can be done? Is it possible to not just prevent but ultimately end youth and young adult homelessness in Washington?   A Way Home Washington answers that question with an unequivocal “yes.”   Who We Are   A Way Home Washington (“AWHWA”) is a statewide movement to prevent and end youth and young adult homelessness prioritizing the existing disproportionality of homelessness rates among young people of color and LGBTQ+ youth. We partner with communities, agencies, young people, and leaders across Washington state to realign local and state youth serving systems to meet the needs of young people in ways that matter most to them and result in safe and stable housing. By engaging on a local level and creating a statewide network, we connect communities and provide opportunities to discuss common barriers and solutions for ending youth and young adult homelessness. Throughout our history, we have focused on integrating evidence-based practices and applying Continuous Quality Improvement to test, learn from, and develop further innovative solutions. Ending youth homelessness won’t be achieved by maintaining the status quo; we think outside the box resulting in cutting-edge initiatives. We know that young people believe “nothing about us without us” and as a result, we have a duty to ensure that youth and young adults hold key roles in shaping and influencing effective systems change that leads to ending homelessness.   A Way Home Washington is a fiscally sponsored organization of TSNE (tsne.org).  

Over 13,000 unaccompanied young people are surviving homelessness on their own in Washington State at disproportionately higher rates for Black, Indigenous, and other youth of color and young people identifying as LGBTQ+. Lack of housing stability, supportive connections and necessary services significantly impacts a young person’s transition to adulthood leaving their economic, social, civil, and political rights unrealized. But what can be done? Is it possible to not just prevent but ultimately end youth and young adult homelessness in Washington?   A Way Home Washington answers that question with an unequivocal “yes.”   Who We Are A Way Home Washington (“AWHWA”) is a statewide movement to prevent and end youth and young adult homelessness prioritizing the existing disproportionality of homelessness rates among young people of color and LGBTQ+ youth. We partner with communities, agencies, and leaders across Washington State to connect youth with stable housing and employment, education, and health services. By engaging on a local level and creating a statewide network, we connect communities and provide opportunities to discuss common barriers and solutions for ending youth and young adult homelessness.   Throughout our history, we have focused on integrating evidence-based practices and applying Continuous Quality Improvement to test, learn from, and develop further innovative solutions. Ending youth homelessness won’t be achieved by maintaining the status quo; we think outside the box resulting in cutting-edge initiatives. We know that young people believe “nothing about us without us” and as a result, we have a duty to ensure that youth and young adults hold key roles in shaping and influencing effective systems change that leads to ending homelessness.   A Way Home Washington is a fiscally sponsored organization of TSNE (tsne.org).  

Over 13,000 unaccompanied young people are surviving homelessness on their own in Washington state at disproportionately higher rates for Black, Indigenous, and other youth of color and young people identifying as LGBTQ+. Lack of housing stability, supportive connections and necessary services significantly impacts a young person’s transition to adulthood leaving their economic, social, civil, and political rights unrealized. But what can be done? Is it possible to not just prevent but ultimately end youth and young adult homelessness in Washington?   A Way Home Washington answers that question with an unequivocal “yes.”   Who We Are A Way Home Washington (“AWHWA”) is a statewide movement to prevent and end youth and young adult homelessness prioritizing the existing disproportionality of homelessness rates among young people of color and LGBTQ+ youth. We partner with communities, agencies, young people, and leaders across Washington state to realign local and state youth serving systems to meet the needs of young people in ways that matter most to them and result in safe and stable housing. By engaging on a local level and creating a statewide network, we connect communities and provide opportunities to discuss common barriers and solutions for ending youth and young adult homelessness.   The heartbeat of our mission is the Anchor Community Initiative (ACI). The ACI is an innovative, data-driven, and equity-focused campaign to house youth and young adults who are experiencing unaccompanied homelessness. With local leaders on the ground, AWHWA brings all parts of each community to the table and supports their efforts to functionally end and prevent homelessness. The ACI serves as proof of concept, using data to inform strategies, performance, and modifications to the ACI approach.   Throughout our history, we have focused on integrating evidence-based practices and applying Continuous Quality Improvement to test, learn from, and develop further innovative solutions. Ending youth homelessness won’t be achieved by maintaining the status quo; we think outside the box resulting in cutting-edge initiatives. We know that young people believe “nothing about us without us” and as a result, we have a duty to ensure that youth and young adults hold key roles in shaping and influencing effective systems change that leads to ending homelessness.   A Way Home Washington is a fiscally sponsored organization of TSNE (tsne.org).  

Over 13,000 unaccompanied young people are surviving homelessness on their own in Washington state at disproportionately higher rates for Black, Indigenous, and other youth of color and young people identifying as LGBTQ+. Lack of housing stability, supportive connections and necessary services significantly impacts a young person’s transition to adulthood leaving their economic, social, civil, and political rights unrealized. But what can be done? Is it possible to not just prevent but ultimately end youth and young adult homelessness in Washington?   A Way Home Washington answers that question with an unequivocal “yes.”   Who We Are A Way Home Washington (“AWHWA”) is a statewide movement to prevent and end youth and young adult homelessness prioritizing the existing disproportionality of homelessness rates among young people of color and LGBTQ+ youth. We partner with communities, agencies, young people, and leaders across Washington state to realign local and state youth serving systems to meet the needs of young people in ways that matter most to them and result in safe and stable housing. By engaging on a local level and creating a statewide network, we connect communities and provide opportunities to discuss common barriers and solutions for ending youth and young adult homelessness.   The heartbeat of our mission is the Anchor Community Initiative (ACI). The ACI is an innovative, data-driven, and equity-focused campaign to house youth and young adults who are experiencing unaccompanied homelessness. With local leaders on the ground, AWHWA brings all parts of each community to the table and supports their efforts to functionally end and prevent homelessness.  The ACI serves as proof of concept, using data to inform strategies, performance, and modifications to the ACI approach.   Throughout our history, we have focused on integrating evidence-based practices and applying Continuous Quality Improvement to test, learn from, and develop further innovative solutions. Ending youth homelessness won’t be achieved by maintaining the status quo; we think outside the box resulting in cutting-edge initiatives. We know that young people believe “nothing about us without us” and as a result, we have a duty to ensure that youth and young adults hold key roles in shaping and influencing effective systems change that leads to ending homelessness.   A Way Home Washington is a fiscally sponsored organization of TSNE (tsne.org).  

Future Chefs (futurechefs.net) prepares Boston high school students to complete high school ready for quality employment and post-secondary education. With a focus on positive youth development, Future Chefs provides authentic work-based learning in a kitchen setting to prepare teens with the basic cooking skills needed to enter the culinary industry and most importantly the job readiness and essential skills to succeed in any field. Future Chefs believes that every young person is unique and flourishes in respectful, safe, stimulating settings that provide opportunities for growth, and relationships with caring, supportive adults who honor students’ lived experiences. Future Chefs occupies 5770 square feet of meeting, kitchen and office space on the first floor of The Clarion in Roxbury. Our youth-centered programming also includes community-based collaborations that directly and indirectly support our mission. Future Chefs is a fiscally sponsored organization of Third Sector New England (tsne.org).

FRESH New London (freshnewlondon.org) is a small food justice non-profit located in New London, CT. Our mission is to build momentum for food system change through local agriculture and youth empowerment.  We use food to connect to the community, encourage leadership, inspire stewardship and incite change.  FRESH is focused on urban farming, community gardening and youth, as a way to build resiliency in our City and to inspire more people to take part in the community food system.    FRESH Core Values Environmental Stewardship Health and Wellness Racial and Social Justice Our Community: Our Culture, Our People, Our Place, Our Power Young People and the Future Sense of Humor and Fun!   FRESH New London is fiscally sponsored by TSNE (tsne.org).  

  Executive Director Opportunity The Executive Director of Save The Bay – Narragansett Bay (Rhode Island) will lead a strong, established and growing organization with a passion for the mission to protect and improve Narragansett Bay. The new leader will serve as the fifth Executive Director to lead the 53-year-old environmental advocacy organization in its exciting new chapter. With recently expanded education programs, increased habitat restoration capacity, a strengthened board structure, a highly sustainable financial position, and an exceptionally strong leadership team, the Executive Director will take the reins of this highly functioning organization at a time of major expansion. This is a unique opportunity with a leading environmental organization offering a highly competitive compensation and benefits package.   Organization Save The Bay is a member-supported, volunteer-powered nonprofit organization with a mission dedicated to protecting and improving Narragansett Bay and Little Narragansett Bay, and all of the waters that flow into them, from Rhode Island, and Massachusetts, and Connecticut. Save The Bay works to fulfill its mission and vision of a fully swimmable, fishable, healthy Narragansett Bay, accessible to all through activities that improve water quality, marine and aquatic ecosystems, and coastal habitat while training the next generation of Bay stewards. The organization focuses on three areas of work: advocacy and public policy, education and community outreach, and habitat restoration and adaptation.   Save The Bay is headquartered in Providence, Rhode Island with additional locations in Newport and Westerly. The organization is led by a growing and professional staff of 40, supplemented by hourly staff, interns and volunteers, and with an annual operating budget of approximately $3.5M. Governed by a 20-member Board with guidance from a board of trustees, committee members, and a President’s Leadership Council, Save The Bay thrives on the community support from thousands of volunteers, members, and students.   Priorities The next Executive Director will champion the care and stewardship of Narragansett Bay to ensure that it is healthy, protected, and treated with respect for the benefit of all. Key priorities for the Executive Director include:   Immediate - Program Expansion: Expand Save The Bay’s presence and engagement with the opening of the new aquarium in the heart of Newport. Raise the visibility and impact of Save The Bay to reach communities that previously have not been involved with an environmental organization or issues. - Funding and Resource Development: Increase focus and cultivation of donors for expanding the education program and Save The Bay’s reach in Southeast New England. Continue to build the endowment, the new aquarium and Newport County fundraising. Maintain and build upon the organization’s strong financial foundation. - Staff Growth and Development: Explore opportunities for expanding operational areas; continue recruiting and building an exceptionally strong workforce. Long-range     - Implementing the DEI Goals Outlined in the Strategic Plan: Look across sector issues and diversity within the environmental sector to enact tangible ways to engage more diverse staff and Board leadership; cultivate the Board, staff and donor base to include a more diverse and representative population. - Staying True to the Advocacy Centered Mission: Manage and grow the Education programs leveraging the new aquarium and related funding without diluting Save The Bay’s primary function as an advocacy organization; ensure the success and self-sustainability of the aquarium in a way that retains a focus on advocacy. - Staff Retention: Support staff and the challenges associated with transition and growth. Retain and document the institutional knowledge of long-term staff.

  Organization   The Common School’s mission is to engage students in a transformative, progressive education that cultivates a love of learning, critical thinking, compassion for others, and a deep commitment to social justice and the environment.   A progressive, independent elementary school for children ages 3 to 12, The Common School is known for its emphasis on social justice and creating globally aware citizens.  Through its focus on social-emotional development, an encouragement of creative thinking, and experiential learning, The Common School instills a love of learning in children.   From its inception, the School has been dedicated to and motivated by a deep commitment to equity, inclusion, and social justice, in its philosophy, professional development of staff, and in practice. Through in-depth studies, open discussion, and the introduction of guest speakers and place-based field experiences, these values are embedded in The Common School’s mission and in its curriculum.   The Common School creates a safe and stimulating environment that encourages children to trust in themselves and others.  They learn to honor differences, question, take risks, collaborate, assume responsibility, and discover individual areas of strength and interest. Classes are taught by teams of teachers who are guided by the philosophy that meaningful education must cultivate the imagination and instill an appreciation for learning as an engaging, joyful pursuit. The Common School’s faculty members are committed to authenticity in the activities that shape children’s learning.   Currently, The Common School employs 22 faculty members and 11 staff, serves 108 students, and has an operating budget of approximately $2.4 million.  A 13-member Board of Trustees includes current caregivers, alumni of The Common School, parents of alumni, and faculty members. The Board is intentionally diverse with regard to background, education, race, age, gender, and sexual orientation.   The Common School’s families come from Amherst and more than a dozen communities across the Connecticut River Valley. Children of color represent about 46% of the student body.    The Common School is located in Amherst, in the Connecticut River Valley of western Massachusetts, a culturally and educationally rich area, home to the Five Colleges and in close proximity to numerous museums; music, theater, and dance venues; and a range of sports, camping, and outdoor recreation sites.   Administrators, staff, and faculty at The Common School have forged fruitful, supportive relationships with the University of Massachusetts, local colleges, community leaders, the business community, and the area’s nonprofit organizations. For students, meaningful connections with the local Survival Center have helped underscore The Common School’s focus on social justice.  The Common School has also partnered with Embrace Race to pilot lessons in P1, E1, and E2 based on Embrace Race Curriculum, Drawing Differences.   The Common School’s students are grouped in 6 mixed-age classes: - Two Nurseries (age 3-5) - Primary 1 (age 5-7) - Primary 2 (age 6-8) - Elementary 1 (age 8-10) - Elementary 2 (age 10-12) Students typically spend two years with the same team teachers in a class of 18 to 22 students.   An afterschool program and a summer program offer expanded learning and play opportunities for students and for the wider community.

      Executive Director   Are you a thoughtful, experienced non-profit leader interested in promoting open-mindedcivil dialogue? The Connecticut Forum seeks dynamic and accomplished leaders to be considered for the position of Executive Director.   OPPORTUNITY   The Connecticut Forum (The CT Forum) is a dynamic, one-of-a-kind nonprofit organization serving Connecticut and beyond with live, unscripted panel discussions highlighting renowned experts, thought leaders, and personalities since 1992. The CT Forum has presented topics ranging from politics to food, technology to music, global affairs to social justice featuring panelists like Michelle Obama, Yo-Yo Ma, Justice Sonia Sotomayor, Ronan Farrow, Malcolm Gladwell, Justice Stephen Breyer, David Chang, Toni Morrison, Seth Meyers, Patti Smith, Neil deGrasse Tyson, Anita Hill, Fareed Zakaria, Doris Kearns Goodwin, Karl Rove, John Legend, Martina Navratilova, David McCullough and SO many more!   The next Executive Director of The CT Forum will have the unique opportunity to lead and be part of a provocative organization full of potential and energy. The Executive Director will grow and advance programs that inspire community and individual participation, attract corporate and foundation partnerships, and build strong board and volunteer support. The Executive Director will foster an organization that provides thoughtful and entertaining programs, dynamic forum discussions, and unique opportunities to learn and experience open dialogue with high-profile speakers. The Executive Director will engage the community and be committed to promoting the values of diversity, equity, and inclusion. The Executive Director will cultivate an organization that promotes open, honest, civil dialogue - the free and active exchange of ideas that allows us to question our assumptions, consider new points of view, entertain our souls and connect with each other.   ORGANIZATION   The CT Forum is a nationally recognized, one-of-a-kind nonprofit organization serving Connecticut and beyond. Co-founded in 1992 by Doris and Richard Sugarman, The CT Forum’s mission is to encourage the free and active exchange of ideas in forums that inform, challenge, entertain, inspire, and build bridges among all people and organizations in our community.   The CT Forum fulfills its mission by presenting large scale, high profile, issue-focused in-person panel discussions and events among renowned experts and celebrities, and through outreach programs serving youth and the community. In addition to its core programming, The CT Forum shares its expertise with the community by providing leadership, resources, and consultation services to community organizations, nonprofits, corporations, schools, and others. The 2023-2024 season has been announced and will feature: An Evening with Ken Burns in Conversation with Audie Cornish;Liz Cheney & Ezra Klein: On Defending Democracy and a Path Forward; Being Human in an Age of AI: Debating Advances and Ethics Featuring Kate Crawford; and Chefs! Top Chefs Dish on Food, Flavor and Culture Featuring Marcus Samuelsson.   The CT Forum is led by an effective Board of Directors of 25 and staff of seven, and with an annual operating budget of approximately $1.4M. The CT Forum has a current strategic plan, working succession plan, clean annual audits, a formal Board DE&I Work Group, and a history of successful partnerships and programs. During this leadership transition, The CT Forum has retained the support of an interim executive and formed a Transition Work Group led by the current and incoming Chairs.                                            The CT Forum engages a wide range of people and organizations as sponsors, donors, subscribers, and volunteers in support of its programming and initiatives. The CT Forum enjoys a strong brand presence and positive reputation from its 30-year history of presenting unique and powerful programming that connects the community and adds to the cultural and economic vitality of Connecticut’s capital city.   For more information about The Connecticut Forum, please visit www.ctforum.org.   PRIORITIES   The Executive Director provides leadership and direction in successfully establishing and implementing organizational goals and objectives and maintaining excellence in advancing The CT Forum’s mission. Working with The CT Forum Board of Directors, staff, and others, the Executive Director is responsible for fulfilling the organization’s mission and vision, managing the budget, financial reporting, staff development, and overall organization health. Key organizational priorities for the Executive Director include: - Strategy and Vision: Continue to advance a sustainable model that engages large and diverse audiences and attracts highly popular speakers. Explore strategies to migrate programs to the next generation, create experiences that people talk about, hone measurements for impact and direction, create operational efficiencies, and build upon the vision of the founders. - Finances and Funding: Assess the current revenue model and funding sources, including corporate and grant funding; explore and realize alternate funding models, broadened geographic support, and cost efficiencies. Build upon current funding streams, think creatively on how to secure more funders/donors, and engage organizations to work collaboratively with the CT Forum on new initiatives and funding. Achieve financial sustainability through expansion of supporters, new programs and fee for service offerings. - Audience Growth and Community Engagement: Expand community access to CT Forum content. Increase community outreach to target broader audience participation and reach untapped audiences. With the board and staff, define community and audience, develop more community partnerships, and identify new and different ways to reach audiences. Develop and manage external relationships to connect to the community, corporations and CT Forum attendees.

The Basics (thebasics.org)mission is to pursue both equity and excellence, by building community capacity to engage and support parents and other caregivers of young children in their roles as the most important influences in their children's lives. The Basics is a community-level public health strategy, working within and across organizations to embed The Basics Principles–five evidence-based practices for promoting early childhood development–into routine family engagement efforts.   The Basics Boston is a member of a national Basics Learning Network of communities, led by The Basics, Inc., a nonprofit organization based in Boston, where the movement began. The Basics is a fiscally sponsored organization of TSNE (tsne.org).  

The BUILD Initiative (buildinitiative.org) envisions a time when all children reach their full potential; race, place, and income are no longer predictors of outcomes. The BUILD Initiative partners with state leaders to promote equitable child- and family-serving systems that result in young children thriving and learning. BUILD is a national effort that advances state work on behalf of young children (prenatal-five), their families, and communities. BUILD staff partners with early childhood state leaders focused on early learning, health, mental health, and nutrition, child welfare, and family support and engagement to create the policies, infrastructure, and cross-sector connections necessary for quality and equity. BUILD provides consultation, planning, and tailored implementation assistance, learning opportunities, resources, and cross-state peer exchanges. These efforts help state leaders improve and expand access to opportunities and promote equitable outcomes for our youngest children. BUILD is a virtual organization. Staff members work from home offices. BUILD is a fiscally sponsored project of TSNE (tsne.org) in Boston, MA.

A Way Home America (AWHA) (awayhomeamerica.org) is a national organization ending homelessness for Black, Indigenous, youth of color, and LGBTQ+ youth, on a path to ending it for all. Our work is driven by the following values.  We are homeless youth providers, advocates, researchers, government agencies, philanthropists and young people uniting behind a common goal: Prevent and end homelessness among all youth and young adults. Ensure that homelessness among youth and young adults is rare, and if it occurs, experiences of homelessness are brief and one-time.    A Way Home America is a fiscally sponsored organization of TSNE (tsne.org).  

At the Network for Public Health Law (networkforphl.org), with the support of its fiscal sponsor, TSNE (tsne.org), we believe in the power of public health law and policy to improve lives and make our communities safer, healthier, stronger and more equitable. We know that understanding, navigating, and using law and policy can transform our communities so we work to help public health leaders, policymakers, researchers, educators, advocates, and health care providers do just that.  

The Massachusetts Food System Collaborative seeks an Executive Director who is a visionary leader and systems thinker with deep knowledge of and passion for food system issues and of racial inequities to lead this impactful and highly regarded organization toward its vision of a local food system where everyone has access to healthy food, to land to grow food, to good jobs, and to the systems where policy decisions are made.   About Massachusetts Food System Collaborative   The Massachusetts Food System Collaborative (MAFSC or the Collaborative) was created in 2016 to promote, monitor, and facilitate implementation of the Massachusetts Local Food Action Plan. Hundreds of people and organizations throughout the state contributed their voices to the Plan, and the Collaborative continues to facilitate cross-sectoral collaboration by bringing together players throughout the food system – organizations, public sector agencies, policymakers, and diverse food system stakeholders – to implement the goals laid out in the Plan. Since the plan’s development, the Collaborative has worked to understand the deep racial inequities baked into the food system and worked across sectors to promote reparative policy change while supporting initiatives that advance racially-just systems and environmental changes. It has functioned as a backbone organization, working to build coalitions, networks, and other organizations' capacity to engage in policy changes at the local and state level that lead to a sustainable, equitable, resilient food system. Its work focuses on - Understanding and dismantling the systemically racist framework that has constructed the food system, - Educating the public and policy makers about food system issues, - Providing resources, training, and technical assistance that empowers stakeholders at the grassroots level to engage in policy advocacy, - Building the capacity of stakeholders to tell the stories of their work and their communities to inform the policy-setting process; and - Facilitating connections among stakeholders and between stakeholders and policy makers.   The Collaborative’s work over the last seven years has led to tangible and transformational results: it has played a key role in shifting attitudes toward seeing food system issues as central to health, equity, economics, and environment; it has established strong relationships with legislators and was instrumental in the establishment of the legislative Food System Caucus, a bicameral, bipartisan body that has become the second-largest caucus in the Massachusetts state house; and its policy campaigns have contributed to the passage of significant legislation and state investments of tens of millions of dollars in the local food system. The Campaign for Food Literacy has raised awareness among legislators, state agencies, and the public of the importance of students learning about the food system in schools across the state; the Campaign for Healthy Initiatives Program (HIP) Funding leads a coalition of 300 members to advocate for continued and expanded funding for HIP, with $64 million in funding secured since 2017; the Food Waste Reduction Campaign has increased coordination between food rescue, gleaning, compost and anaerobic digestion facilities and has advocated for regulations to reduce food waste statewide. The Collaborative also leads or facilitates the Agricultural Equity Network, the Food Policy Council Network, and the Urban Agriculture Coalition. Other core activities include: - Advocacy Trainings – cover the basics of how policy is made in Massachusetts, how to build relationships with decision makers, updates on food system bills, power-mapping, and more. - Farming support – connecting agricultural organizations with food system policy and advocacy efforts designed to create a more secure and sustainable local food system. - Communications – a monthly e-newsletter, an active social media presence, publications on various topics, guides to policy advocacy, and reports on progress toward the goals of the Food Plan.   MAFSC has an annual operating budget of $455,000 and operates through a fiscal sponsor, TSNE that provides accounting, contracts, human resources, and other administrative support. It has a staff of four and is led by a six-member Steering Committee comprised of leaders who bring skills and perspectives in farming/agriculture, food policy, environment, academia, and research. Its founding Executive Director, Winton Pitcoff, is moving on to an appointment as Deputy Commissioner/Legislative and Policy Director at the Massachusetts Department of Agricultural Resources and a well-respected and proven leader in Massachusetts’ food system has stepped in as acting interim Executive Director.   MAFSC is a fiscally sponsored project of TSNE (tsne.org).  

For nearly two decades, the Building Movement Project (BMP) (buildingmovement.org)has cultivated the potential for nonprofit organizations to effectively partner with movements for progressive social change. We learn by listening to groups and leaders about what it takes for organizations to align their social justice principles with their operating practices. Our research and practical resources help organizations innovate to meet the needs of the communities they serve and face the challenges of the external environment.   BMP concentrates on the following three main areas to accomplish our goals and advance social change: - Leadership: Analyzing how organizations can do their best work, encourage diverse leaders at every level, and promote the most effective and inclusive practices; - Organizational Change: Developing the capacity of organizations to both engage constituents in addressing systems barriers that impact their lives and make nonprofit workplaces more equitable and inclusive; - Movement Building: Acknowledging and building on the distinct role of organizations and networks in advancing movements for social change.  The Building Movement Project is fiscally sponsored by TSNE (tsne.org) and based in New York City.  

The School and State Finance Project (schoolstatefinance.org) is a nonpartisan, nonprofit policy organization that works collaboratively with policymakers, communities, and other key stakeholders to develop data-driven solutions that ensure all public school students receive equitable education funding that supports their learning needs.   Our Mission: To eliminate racial and economic disparities in Connecticut education funding.   Our Vision: All Connecticut students have equitable funding, access, and opportunities — no matter their race, socio-economic status, learning needs, or zip code.   Since our founding in 2015, we have secured additional need-based funding for over 400,000 Connecticut students, directly engaged nearly 15,000 community members, and led the effort to implement a comprehensive, student-centered funding formula.   We are an independent and trustworthy source of high-quality research and accessible analysis, and serve as a bridge between those who demand equity for all students and the elected leaders who are charged with making policy.   Our work includes conducting front-line community engagement work with families, students, and schools; building public knowledge about how Connecticut funds K-12 education; and increasing transparency around education funding and district spending by providing greater public access to timely, accurate, and easy-to-understand data and information.   The School and State Finance Project is a fiscally sponsored organization of TSNE (tsne.org).     Community Engagement Team Overview The Community Engagement Team for the School and State Finance Project is active in approximately 60 communities across Connecticut. We simultaneously build knowledge and equip people to add their voice in the civic process. We work across both grassroots and grasstops, and are rooted in longitudinal relationship building. We strive to approach our work through a trauma-informed lens, ensuring that we meet people where they are, and respect the challenges and struggles they face every day.