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Location: Raleigh, North Carolina                           Overview of the Organization Population Health Improvement Partners (Improvement Partners) was founded in 2009 in North Carolina with a simple purpose: help public health organizations and communities build their capacity to continuously improve and ensure measurably better health. Improvement Partners has expanded statewide and nationally and grown its reputation as sought after experts in improvement science, who are knowledgeable and easy to work with thought-partners, coaches and expert advisors. The organization seeks to improve health on a massive scale, and enhance the ability of health organizations to address health equity, ultimately changing the world. Improvement Partners is problem solving together for a healthier tomorrow and delivers expertise that is adaptable and gets population health results. Improvement Partners has evolved into a nonprofit consulting practice with deep improvement science and project management expertise, addressing systems-level change in the public/population health space, and partnering with groups with specific domain expertise in key sub-sectors of public/population health that have the infrastructure to manage work with very large clients and complex multi-stakeholder collaborations. Most Improvement Partners staff function as consultants and coaches.   Improvement Partners currently has nine staff members and has experienced strong national expansion in the last five years, including work that has broadened to include hospitals, health systems, federal government-based projects and a greater share of new work emerging outside of North Carolina. Improvement Partners has the benefit of 501c3 charitable status through its fiscal sponsor agency TSNE MissionWorks. The organization operates as an independently directed nonprofit led by an executive director and advisory board under a mutual agreement with TSNE MissionWorks. For more information about Population Health Improvement Partners, visit https://improvepartners.org/.   The Opportunity Never before in our lifetimes has the United States and the world been as intensively focused on the issues at the heart of Improvement Partners mission - population health and health equity. Improvement Partners, through its support to partners and clients, targets an impact over the next three years on ten million lives and over $500 million in health savings.   Improvement Partners has had phenomenal success generating repeat clients and word of mouth referrals in a rapidly evolving healthcare and public health market context and is actively building the platforms its next leader will need to undertake more active and intentional business development activity.   The new leader will devote significant focus to growing Improvement Partners impact through external relationship building and business development in targeted domains within population health, identified through a recently completed strategic planning process.   The Advisory Board of Population Health Improvement Partners seeks a visionary, systems thinker capable of broadly building and maintaining business partner, funder and stakeholder relationships to grow the organization’s impact, while rapidly building trust in its collaborative internal team environment that is marked by both excellence and accountability.   Projects and Services Population Health Improvement Partners work is exciting, important and high impact. Recent projects have been engaged with: - Helping entire communities across North and South Carolina eat healthier and be more physically active; - Supporting hospitals across the US to ensure more mothers and babies enjoy the countless benefits from breastfeeding; - Assisting families and clinicians in 10 states improve care for the most medically fragile children so they can survive and thrive; - Helping clinics across the US develop systems to screen and refer families to get help addressing important social determinants impacting their children’s health; - Empowering the Maternal and Child Healthcare workforce across the US to tackle the most vexing challenges in their states with the latest quality improvement, systems science and evidence-based tools; - Providing Sexually Transmitted Infection Prevention Training Centers, and states across the US, with the skill sets needed to apply Quality Improvement and innovation tools to improve screening and treatment; - Supporting 23 states in their bold actions to reduce infant mortality and disparities statewide. All the work of Improvement Partners includes purposeful attention to addressing health equity, and social determinants.   Sample Improvement Partners projects include: - Healthy People Healthy Carolinas (HPHC): Project partners The Duke Endowment, North Carolina Healthcare Association, South Carolina Hospital Association, and Improvement Partners undertook a bold, community-based initiative aimed at reducing unhealthy weight, diabetes, and heart disease by addressing the social determinants of health which contribute to these conditions. This program uses a coalition-building approach to help engage residents to improve their health and create sustainable, grassroots change. Between January 1 and June 30, 2019 HPHC coalitions implemented 61 evidence-based interventions in eleven North Carolina counties, impacting 550,000 individuals. - Collaborative Improvement & Innovation Network (CoIIN) to Reduce Infant Mortality (IM). To help lower the U.S. infant mortality rate, Improvement Partners has joined the Health Resources and Services Administration (HRSA) and Abt Associates to implement and support the project. (IM CoIIN) focuses on six strategic areas that are aimed at reducing infant mortality and eliminating health inequalities in birth outcomes in communities across the United States. The key role of Improvement Partners in the collaborative is to provide technical assistance on quality improvement methods and innovation as well as data collection and measurement via one-on-one coaching and collaborative-wide webinars and resource materials.

A Way Home Washington (AWHWA) (www.awayhomewa.org) is a mission-driven, movement-building organization dedicated to preventing and ending youth and young adult homelessness across Washington state. A group of funders, service providers, youth, advocates, and government partners came together to form A Way Home Washington – a coalition committed to advancing the vision of a state where homelessness among youth and young adults is rare and, if it occurs, brief in duration and never repeated.As a public/private partnership that seeks systemic change through policy, advocacy, and collective impact, AWHWA partners with local communities, state government, and philanthropy to create lasting, community driven change that builds capacity for services and advocacy to support youth and young adults experiencing homelessness across Washington. Originally developed as a campaign, AWHWA remains deeply committed to its ambitious goals and building the community capacity to carry this work forward now and into the future.   AWHWA now seeks a new Executive Director who will play an important role in leading the organization into a bold and impactful future. Working in partnership with communities, staff, and board, the Executive Director (ED) will chart the next phase of work by leveraging learnings from the initial four Anchor Community Initiative (ACI) communities and statewide policy and advocacy initiatives. The ED will work collaboratively to define a comprehensive strategic plan that sets forth bold goals and aligns resources, policies, and organizational structures to most effectively fulfill AWHWA’s mission. They will bring vision and leadership to AWHWA’s efforts to center equity and intersectionality, expand policy and advocacy influence, and to advance a movement to functionally end youth and young adult homelessness.   The new Executive Director will be a natural collaborator who is dedicated to a collective impact strategy and integrating the voices of communities and those with lived experience in shaping the strategy and organizational goals. They will be seasoned in anti-racism and equity work, with a track record of leading equity initiatives both within organizations and externally through programs. The Executive Director will be a proven manager who is committed to nurturing and developing a team, a design thinker who connects strategy to organizational structure, and a trusted partner to the board in stewarding the organization. This is an exciting opportunity for a passionate and experienced leader with sophisticated analytical and interpersonal skills who is deeply committed to using political engagement, data driven evidence, and a collective impact approach to end youth and young adult homelessness.   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.   Organizational Overview AWHWA is a statewide movement that centers on supporting the unaccompanied 13,000 – 15,000 young people in Washington state who are surviving homelessness. AWHWA partners 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, AWHWA connects communities and provides opportunities to discuss common barriers and solutions for ending youth and young adult homelessness. Founded by a core group of funders who sought a common goal, AWHWA has grown in size and influence, from a team of 2 staff members to 10 and a budget of approximately $3M. With a goal of centering equity in its work, AWHWA seeks to change the systems that result in a disproportionate representation of LGTBQ+ and young people of color in the homeless youth population and bring that equity analysis to its own programs, partnerships, operations, and governance.   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.   Throughout AWHWA’s history, the organization has focused on integrating evidence-based practice and the voices of youth and young adults to inform and influence policy and bring about change that leads to ending homelessness. AWHWA uses Continuous Quality Improvement to test, learn from, and develop further innovative solutions. Reliable, person-centered, data allows ACI communities to quickly identify, house and support youth and young adults experiencing homelessness. With real-time information, communities can measure the effectiveness of their reduction strategies and know whether these strategies are reducing disproportionality for populations overrepresented in the data. AWHWA supports the collection of real-time data by training and assisting data collectors, outlining a system for identifying focus areas, monitoring data to identify trends, and using learnings to develop and sustain a system that is ready to respond anytime a young person needs help.   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: - $500,000 towards the Centralized Diversion Fund, a pool of flexible funds communities can access to help young people cover expenses that lead to securing housing. - Re-establishing the family reconciliation services (FRS) program that ensures families have access to culturally relevant early intervention and supports in their communities. - $1 million to provide 15 transitional shelter beds for youth 16-17 who are not dependents of the state. AWHWA’s Founding Executive Director, Jim Theofelis, recently announced his plans to step down and make way for new leadership. Jim is committed to supporting AWHWA through the end of 2020, and the new Executive Director will have the opportunity to leverage Jim’s strengths in policy, advocacy, and fundraising and co-design with Jim his potential future role beyond 2020.   A Way Home Washington enjoys strong financial support from multiple foundation partners and is administered through a fiscal sponsorship by TSNE MissionWorks (www.tsne.org). The organization is governed by TSNE and led by an advisory board comprised of current funding partners and a representative of the State Office of Homeless Youth.

Organization   Now in its 42nd year, the Hispanic Health Council was formed to improve the health of Hartford’s Latino population by addressing issues of health equity and access to care. Compelled by widespread barriers between the Latino community and the healthcare system, a small, highly motivated group of health researchers, healthcare providers and community activists came together to establish an organization that would address these concerns. Thus, the Hispanic Health Council was founded in 1978. Today, the Hispanic Health Council is a large, multi-faceted Latino-community based organization employing 85 staff members using four core strategies to improve the health and social well-being of Latinos and other diverse communities. In addition to its reputation for excellence in delivery of a wide range of community health, clinical and other services directly to community members, the Hispanic Health Council is distinguished by its use of community-based research, policy and system advocacy and provider training. In addition to its downtown Hartford site, there are offices in Meriden, Hartford, Bridgeport and New Haven. Services are provided at sites throughout Connecticut and in Springfield, Massachusetts.   The organization’s mission, vision and values have shaped every aspect of the Hispanic Health Council since its founding. These include: - Forging relationships of trust and respect with the community; - Establishing and maintaining strong partnerships; - Ensuring a social justice perspective; - Adhering to a standard of excellence; and - Providing services to all populations regardless of culture, race, ethnicity, legal status, sexual orientation, or other dimensions of diversity. To expand its programs and services, the Hispanic Health Council merged with Mi Casa Family Services and Educational Center and Hispanos Unidos of Meriden and New Haven in 2013. By joining with these two community-based organizations, the Hispanic Health Council further developed critical programs targeting youth, focusing on behavioral health, and strengthening its HIV prevention and support services. Achieving health equity for Latinos and other diverse communities requires intentional policy and advocacy work, which are major commitments of the Hispanic Health Council. To develop a higher level of cross-cultural and diversity awareness and communication skills among local and regional healthcare and human service providers, students and faculty, the Hispanic Health Council offers participatory training modules that develop new skills, knowledge and insight. With its multi-strategy approach, evidence-based service programs, robust partnerships, strong community network and highly skilled, dedicated staff, the Hispanic Health Council is poised to take advantage of the opportunities that lie ahead. Among the most compelling of these opportunities are: - To strengthen organizational infrastructure that supports current and new programs; - To develop and diversify the revenue stream to draw upon new sources of income; - To increase the organization’s visibility and national profile; and - To create a plan to expand and replicate programs across a broader geographic area. The Hispanic Health Council is a powerful and effective agency with a diverse and dedicated staff. With its many productive affiliations throughout Connecticut and beyond, there is significant potential for additional collaborations, both with current and new partners.   Programs and Services   The wide range of programs and services offered by the Hispanic Health Council in prevention/health promotion and chronic disease management currently serve diverse populations across the life span. Current programs and services include: - Nutrition education - Behavioral health services - Breastfeeding education and support - Parenting support - Prenatal case management - Youth development and academic enrichment - HIV/AIDS management and risk reduction - Cancer early detection and longevity support - Violence prevention - Employment - Community-based participatory research - Policy and system advocacy - Provider training - Immunizations outreach program

Future Chefs (www.futurechefs.net) prepares high-school aged teens for quality employment and postsecondary opportunities in the culinary field and elsewhere and supports them in developing broad-based transferable skills necessary for career success. With a primary focus on youth development, Future Chefs provides culinary and soft skills training and authentic hands-on experience, working with food professionals in some of Boston’s high performing restaurants and food businesses. Aspiring cooks learn in an environment that promotes a growth mindset, personal responsibility and well-being. Future Chefs’ model is based on the belief that every student is unique, flourishes in settings that provide high expectations, opportunities to grow, and caring supportive relationships.   Future Chefs is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org).

The Massachusetts Organization for Addiction Recovery (MOAR) (www.moar-recovery.org) is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org), which organizes recovering individuals, families, and friends into a collective voice to educate the public about the value of recovery from alcohol and other addictions.   MOAR Values: Faces and Voices of Recovery – Visible, Vocal, Valuable  

The Massachusetts Organization for Addiction Recovery (MOAR) (www.moar-recovery.org) project is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org), which organizes recovering individuals, families, and friends into a collective voice to educate the public about the value of recovery from alcohol and other addictions.   MOAR Values: Faces and Voices of Recovery – Visible, Vocal, Valuable

The Massachusetts Organization for Addiction Recovery (MOAR) (www.moar-recovery.org) is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org), which organizes recovering individuals, families, and friends into a collective voice to educate the public about the value of recovery from alcohol and other addictions.   MOAR Values: Faces and Voices of Recovery – Visible, Vocal, Valuable