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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).
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Founded in 2016, The Teacher Collaborative (www.theteachercollaborative.org) is a community built by teachers, for teachers that fosters collaboration, empowers innovation, and creates meaningful professional learning opportunities for all educators. We are a startup non-profit located in the Boston area with a statewide focus.
We offer programs that are designed to bring educators together, elevate teachers as experts, support collaboration across schools, and celebrate and share practices that benefit all students. All educators from any school across Massachusetts are invited to participate in our core programs:
- Educator Exchange: The Educator Exchange offers in-person and virtual spaces for educators to connect, share, and learn. At in-person networking events, educators learn about a new topic, share ideas and resources, and connect with other educators from different schools and districts around the state. Educators find like-minded educators and celebrate what's great about teaching. We are also building a vibrant online community that keeps teachers connected to their best resource: one another. Through online interactions, teachers access in-the-moment advice and resources.
- Co-Labs for Innovation: Co-Labs for Innovation reimagine professional learning into a personalized, yet collaborative experience driven by teachers’ needs and interests. Teachers from different schools collaborate on a problem of practice that's important to them and their students. Teachers learn to work smarter, not harder and gain leadership skills such as: entrepreneurship, design thinking, advocacy, and fundraising to support their ideas.
The Communications Manager will lead the development of the Teacher Collaborative community, through both the Educator Exchange in-person events and through opportunities for teachers to engage virtually, including outgoing communications including social media, newsletters, and a podcast. Our community has grown swiftly via word-of-mouth and we are seeking someone to help us take it to the next level by ensuring that the Educator Exchange opportunities we offer continue to be exciting, inclusive, and relevant to large numbers of educators, thereby growing the number of teachers who participate in the community. Because we work with educators, Educator Exchange in-person events occur in the evening (generally 1-2 times per month).
Compensation range for this role is $70,000 - $80,000 annually.
The Teacher Collaborative is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org), and awaiting designation as an independent nonprofit organization.
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The Children and Youth Cabinet of Rhode Island (CYCRI) (www.cycprovidence.org) was established in 2010 and focuses on three resident selected priorities: Improving social and emotional wellbeing, reducing chronic absence and ensuring positive school climate. As a nimble intermediary organization, CYCRI convenes partners, supports community priorities and takes action toward shared goals. Several key initiatives are led by the CYCRI including Building Trauma Sensitive Schools, Evidence2Success and School Based Mental Health Collaborative. CYCRI supports a portfolio of evidence based prevention strategies and programs including Cognitive Behavioral Intervention for Trauma in Schools, Familias Unidas, Strong African American Families, school based trauma groups, Positive Action and Trauma informed trainings. CYCRI also provides technical assistance and coaching to several cities and states nationally. CYCRI is a fiscally sponsored organization of TSNE MissionWorks (www.tsne.org).
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Location: Worcester, MA
Worcester Community Housing Resources, Inc. (WCHR) seeks a dynamic and experienced Executive Director to help take the vibrant nonprofit to its next level.
About WCHR
Founded in 1993, WCHR’s mission is to revitalize neighborhoods throughout Worcester County. As an affordable housing developer, WCHR creates and preserves quality, affordable home ownership and rental housing for diverse, low-income households, and rehabilitates abandoned property through Massachusetts’ Abandoned Housing Initiative Receivership program.
With other nonprofit partners, WCHR also develops affordable rental housing and specialized services for populations with complex housing needs. It operates a one-of-a kind $4 million Revolving Community Loan Fund that provides the necessary capital for emergency repairs and maintenance for low-income homeowners. As a landlord, WCHR owns a rental portfolio of over 100 apartments, lodging house rooms, and co-housing units, and manages and maintains its portfolio and the portfolios of other affordable housing for small private developers and faith-based organizations. WCHR owns a 78-unit state-of-the-art assisted living facility that it developed in Gardner MA. The $20 million project opened in 2011 and is managed by a state-certified management company that provides all the staffing needs and oversees the daily operations.
In recent years, a talented, long-standing and mission-oriented staff and board of directors has generated significant growth of the organization, expanding its lending, development and property ownership. WCHR also augmented its receivership lending to become one of the largest such programs in Massachusetts. WCHR helped court-appointed receivers across five counties finance the reconstruction of condemned and abandoned housing, working with the office of Massachusetts Attorney General Maura Healey, Regional Housing Courts and municipal Health/Code and Legal Departments.
WCHR is financially stable and with its operating budget of $4.4 million has the capital and income to be selective in the projects in which it invests. It has both a strong balance sheet and profitable year-end revenue statements. WCHR employs seven full time staff, a part time accountant and continual support from interns from local colleges and universities.
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Founded in 2016, Prosecutor Impact (www.prosecutorimpact.com) is a not-for-profit organization and a fiscally sponsord project of TSNE MissionWorks (www.tsne.org) built around the mission of improving community safety in the United States through a better understanding of the most important actor in the criminal justice system: the criminal prosecutor. Our belief is that with access to a larger toolbox including training, technology, better data, and improved incentives, prosecutors will pursue outcomes that:
- Improve safety of the community;
- Repair harm of victims;
- Improve the long-term health of the community;
- Hold those who commit crimes accountable in ways that increase their chances for success in the community.
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Worker’s Justice Project (WJP) (www.workersjustice.org) was founded in 2010 to address the racial and economic injustices that day laborers face by building collective power to win institutional change. WJP runs a long-standing worker’s center in South Brooklyn and organizes female day laborers in Williamsburg through our Women’s Economic Justice Initiative. We promote justice and opportunity for low-wage immigrant workers in New York City by pushing for systematic enforcement and expansion of workplace protections, including labor and occupational health and safety standards; advocating for industry-specific efforts to improve working conditions; offer skills-building training to workers in health & safety and industry-specific areas; and educating immigrant communities about their rights in the workplace and how to exercise those rights. Workers Justice Project is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org).
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The Windsor Historical Society: Bridging Centuries. Bridging Cultures.
The Windsor Historical Society’s mission is to inspire public awareness and appreciation of the diverse people, places, and events that contribute to Windsor’s evolving history.
We preserve and interpret Windsor’s historical record through active collecting, research, exhibitions, programs, and communications in the belief that an understanding of history can provide individuals and communities with connections to the past, a sense of belonging in the present, and responsibility for the future.
The Opportunity
Founded in 1921, the Windsor Historical Society (the Society) has brought the rich and evolving history of Windsor to life for the community and its visitors for nearly 100 years. Its extensive museum campus, which includes two historic homes, exhibit galleries, a research and genealogy library and a museum shop, is a centerpiece of Windsor’s historic district, a town that is known for being the oldest in Connecticut. The Society is known for its wide breadth of collections, an extensive research library and its innovative, engaging and varied public programs that draw people from across town and state lines. Additionally, the Society recently gained national attention for the innovative restoration and re-interpretation of one of its historic homes. The organization rests on a foundation of financial stability and a staff team of five of both professional and support staff.
With the retirement of its long-term executive director, The Windsor Historical Society now seeks a dynamic leader and enthusiastic fundraiser who can build from the Society’s many strengths to grow it to the next level of its important mission. The successful candidate will be passionate about history and have significant experience and success in raising funds from diverse sources and advancing the strategic direction and operations of a not-for-profit organization.
About The Windsor Historical Society
In the field of historical societies across the nation, the Windsor Historical Society is looked on as a thought leader in its development of creative, diverse and responsive programming and exhibits. Its public programs include lectures, family events, a genealogy support group, writing contests and an oral history project currently underway in partnership with Windsor’s local TV station. It has a strong partnership with Windsor Public Schools and provides tours, student exhibitions, classroom presentations and student scholarships.
Its collection of approximately 11,000 items is extensive, varied and always growing. In 2015, the Society renovated the Strong-Howard House – supported by a $750,000 capital campaign – and, in a stroke of innovative genius, re-interpreted the home to appear as it looked in 1810, complete with all reproduction furnishings so that it could be a hands-on exhibit, which has since gained national recognition.
The Society has a strong presence on social media, with approximately 3,000 followers who enjoy the daily photo posts of items from their collection with commentary and links to related articles. In addition, staff members publish a quarterly newsletter that includes professional-quality articles on various aspects of Windsor’s history.
The organization is very involved in the broader Windsor community – staff members attend community events and often take an advocacy lead in community preservation efforts.
The Society stands out among many of its historical museum peers for the level of professionalism among its team of three full-time and three part-time staff: all uphold strong professional standards of practice excellence and customer service. It also has a committed corps of volunteers who perform daily supportive functions as docents, receptionists and researchers. The organization is governed by a 13-member board of directors comprised of community leaders from the fields of history, speech pathology, education, social services, finance, legal, information technology and website design.
The Society is a membership organization and currently has approximately 550 members, some of whom live in other states. It has a budget of just under $500,000. Its operations are also supported by a sizeable endowment, thanks to generous bequests in 1959 and 1985 and more recent times, which contributes between 60% and 70% of the annual budget. The organization is in the process of implementing a thoughtful strategic plan that re-positioned the mission and vision and set a clear path for the organization 2017-2020.
Strategic Opportunities and Challenges
The Windsor Historical Society is at an important juncture as it transitions from a long-term executive director who built a firm base of financial stability and strong and professional operations to a new leader empowered to maintain and strengthen the Society’s legacy of bringing Windsor’s history to life through innovative programs and exhibits and extensive library collections.
The next Executive Director of the Windsor Historical Society will inherit a tremendous opportunity to further leverage the Society’s many strengths to take its innovative programming to a new level, broaden its reach and engage more diverse segments of the community in learning about the rich history of Windsor.
Opportunities
- There is across the country a renewed interest in history, perhaps stoked by the increasing number of people exploring their genealogy. The Society has an opportunity to leverage this interest to attract more people to its programs, exhibits, extensive library collections and its already active genealogy program.
- Trends in the historical museum arena have made history more accessible. Historical museums across the country are reimagining their exhibits to create experiences that place the person in another time and “personalize” or tailor, their programs to specific segments of the population. These trends give the individual a more direct experience of the historical moment and thus make the historical museum experience more attractive. The Society is already doing some innovative programming along these lines, but has an opportunity to further enhance this aspect of its work.
- An increasing number of young families in Windsor: the Society has the opportunity to engage younger residents in new and creative ways.
- Increase in the use of digital platforms for accessing information: the Society has already leveraged this in bringing its collections and historical content to people on Facebook and Instagram, and can continue to stay on the forefront of digital platforms through the use of video and on-line fundraising methods.
- Windsor’s population has been growing each year by around 1% - housing is relatively affordable and thus attractive to young families; median household income is in the mid-80s, with a high level of giving potential.
Challenges
- Outreach and Community Engagement:
A number of factors pose challenges to engaging all segments of Windsor’s diverse community:
- With busy lives and an ever-expanding range of entertainment and information at their digital fingertips, residents under 40 are an audience whose attention is difficult to capture and who may be unlikely to attend the Society’s events.
- Many people may perceive the Society as focusing on white colonial history; the organization is challenged in its attempt to reach out and engage all segments of Windsor’s diverse population.
- Windsor has a fairly high turnover of residents and those who are more transient feel less connection to the history of the town.
- Resource Development:
Many nonprofits in town are tapping the same funding sources; those passionate about history are aging out, leading to a decline in funders, membership, and volunteers; and corporate funding priorities have shifted toward education or youth programming. Most of the larger corporations in Windsor are located in the outskirts of town and don’t feel connected to the community.
- The Historical Museum Market:
Competition for attention is stiff – nearly every town has its own historical society, and some of the more substantial ones – with large budgets and varied and attractive programs – are within an hour or so of driving distance from Windsor. Additionally, Connecticut’s historical organizations tend toward independence and there’s little/no interest in collaborating or partnering in ways that could increase visitor-ship and revenues for all involved. On top of this, Windsor has an unusually high number of civic and nonprofit organizations who are all competing for residents’ time and attention.
- Space for Collections:
As the Historical Society’s profile has grown, so have its collections. Despite the Society’s cautious criteria for accepting pieces that align with the mission, items continue to stream in, thus placing more strain on its storage capacity.
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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
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Station1 (www.station1.org) is an exciting startup nonprofit higher educational institution,, that is building a foundation for the university of the future through a new integrated approach to inclusive and socially-directed science and technology education, research, and entrepreneurship. The mission of Station1 is to expand educational opportunity and develop equitable, ethical, and sustainable science and technologies. Station1 partners with leading startup companies and university research laboratories within the greater Boston entrepreneurial ecosystem in emerging fields such as computational biotechnology, biomanufacturing, agricultural technology, civic technology, inclusive social media, advanced manufacturing and digital automation, autonomous aeronautics, and nanoscale materials design.
Station1 is a fiscally sponsored organization of TSNE MissionWorks (www.tsne.org)
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Future Chefs (www.futurechefs.net) prepares Boston teens to leave high school ready for quality employment and post-secondary education. With a focus on youth development, Future Chefs provides culinary training and authentic work-based learning to prepare teens with the hard skills they will need to succeed in the culinary industry, and the job readiness skills to succeed in any industry. Future Chefs’ model is based on the belief that every student is unique and flourishes in settings that provide high expectations, opportunities for growth, and positive interactions with adults. Future Chefs is a fiscally-sponsored project of TSNE MissionWorks (www.tsne.org).
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The BUILD Initiative (www.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 MissionWorks (www.tsne.org).
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Lawrence Dream Network (www.tsne.org/lawrence-dream-network) is a network of individuals, the goal of which is to provide culturally competent training, mentoring, and coaching to youth and young adults, parents and professionals in Lawrence. Currently the leadership of most city institutions are not led by community reflective leaders or residents, despite their being a pool of educated, qualified individuals residing in the city. Lawrence Dream Network is challenging this structure by focusing on coalition building and allyship to foster empowerment among individuals impacted by social inequities. Lawrence Dream Network is a fiscally sponsored organziation of TSNE MissionWorks (www.tsne.org).
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Lawrence Dream Network (www.tsne.org/lawrence-dream-network) is a network of individuals, the goal of which is to provide culturally competent training, mentoring, and coaching to youth and young adults, parents and professionals in Lawrence. Currently the leadership of most city institutions are not led by community reflective leaders or residents, despite their being a pool of educated, qualified individuals residing in the city. Lawrence Dream Network is challenging this structure by focusing on coalition building and allyship to foster empowerment among individuals impacted by social inequities. Lawrence Dream Network is a fiscally sponsored organization of TSNE MissionWorks (www.tsne.org).
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Community Boat Building’s (CBB) (www.communityboatbuilding.org) mission is to bring real world experience and academic skills together to stimulate an excitement for learning among low-income students in Boston Public Schools through boat building and coastal experiences.
Our programs help underserved students connect in-classroom learning with a tangible project, making learning real and relevant. The skills they develop have a transformative impact that is transferable to school, future employment, and throughout life. Taking students out of their classroom and engaging them in hands-on learning makes their world bigger and brings learning to life.
CBB is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org).
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The BUILD Initiative (BUILD) (www.buildinitiative.org) is supporting leaders and teams to promote optimal health and wellbeing for children prenatal to five; shift or realign systems to increase access to opportunities for young children and families; and engage community members with lived experience in the definition, design and development of solutions. BUILD is a fiscally sponsored project of TSNE MissionWorks (www.tsne.org).
The Brazelton Touchpoints Center, Boston Children’s Hospital is seeking a Senior Training and Technical Assistance Specialist to support training and technical assistance for a National Center on Parent, Family and Community Engagement (NCPFCE) awarded by the Office of Head Start and Office of Child Care. NCPFCE will identify and disseminate evidence-based and exemplary practices to early childhood programs related to parent, family and community engagement practices that are positively associated with the development of and learning for children from birth-to-five.
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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
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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
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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
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The BUILD Initiative (BUILD) is supporting leaders and teams to promote optimal health and wellbeing for children prenatal to five; shift or realign systems to increase access to opportunities for young children and families; and engage community members with lived experience in the definition, design and development of solutions. BUILD is a fiscally sponsored project of TSNE MissionWorks.
Project HOPE is supported by the Robert Wood Johnson Foundation that seeks to support states and communities to increase access to opportunities for young children and their families. Project HOPE Consortium is one of RWJF’s strategies to advance health equity and child wellbeing; by leveraging the knowledge, tools, and resources of the BUILD Initiative, Nemours, and BMC Vital Village Network.
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Ada Developers Academy (www.adadevelopersacademy.org), a fiscally sponsored project of TSNE MissionWorks (www.tsne.org), is an intensive software developer training program for women and gender diverse people. In one year, students are taught programming techniques and best practices to enable them to become junior developers. The program consists of two distinct parts, six months in the classroom, and five months of internship, where students refine their skills working on real-world code.
At Ada, teachers lead by example, demonstrating their passion for learning and their commitment to a high standard of excellence. In addition to excellent instruction on the core concepts of web development, teachers lead discussions, guide inquiry, support students in their projects and challenges, and provide feedback to students and each other.
