Job Listings

St. Stephen’s Youth Programs (SSYP) seeks a full-time Executive Director to lead the organization, fulfill the mission, and deepen impact in our communities.   Organization The mission of St. Stephen’s Youth Programs is to promote equity in education, employment, and opportunity through long-term relationships with young people and their families and communities.   SSYP accomplishes its mission through: - Out-of-school time programs that keep young people safe and healthy within a supportive community and strengthen critical thinking through academics and enrichment. - Teen and alumni programs that provide teens and young adults with the tools they need to achieve their own academic and career goals. - Intergenerational community organizing and family engagement programs that equip parents and young people with the tools to build power and make material changes in our neighborhoods and schools. The Vicar of St. Stephen’s Episcopal Church founded SSYP in the South End of Boston and served as the part-time Executive Director of the organization from 1999 to 2022. This deeply committed and highly respected Executive Director stepped down from his position this past winter. SSYP functions as an independent non-profit organization and remains wholly owned and operated by St. Stephen’s Episcopal Church overseen by the Executive Board of St. Stephen’s Church. Currently, SSYP employs 12 full-time staff, 7 part-time salaried employees, and more than 210 seasonal staff including teens, young adults, and parents. SSYP has an annual operating budget of $2.4M that covers a variety of youth program costs (60%), community organizing engagements (20%) as well as administration and development expenses (20%).   SSYP has a unique model of deep relationship-building with youth which includes restorative justice practices. Thanks to these relationships and connections in the community, SSYP has the ability to adapt programs rapidly to respond to community input and changes. SSYP uses nationally recognized evaluation and measurement tools to analyze the success and areas for improvement in all programs. In 2021-2022, SSYP’s out-of-school time programs engaged 400 young people ages 5-25 and 250 parents from across the City of Boston. SSYP seeks a leader who embodies the core organizational values and who brings a positive vibe to the team and organization. SSYP is a dynamic, supportive work environment where the team takes its crucial work to heart while also enjoying lots of laughs together.   SSYP values: - Welcoming: We welcome everyone who walks through our doors, and we continually reach out to engage with the communities around us. - Relational: Our work is rooted in healthy one-on-one relationships, thriving partnerships and a supportive and dynamic community. - Responsive: We pay careful attention to evolving youth, family, and community needs and respond as quickly and effectively as possible to what emerges. - Equitable: We actively work to create greater equity of opportunity for all people to participate in and benefit from the common good, public institutions, and democracy, especially those who have been systematically marginalized from these public goods due to race, gender, ethnicity, age, and other factors. - Resource Wise: We are attentive to the needs of our community and how to match effectively the resources of funds, people, and materials to meet those needs.   Opportunity The Executive Director will lead an organization dedicated to promoting equity and supporting youth, their families, and other parents in the vibrant and culturally diverse community of Boston. This is a unique opportunity to sharpen SSYP’s vision and to deepen its impact; the new leader will increase SSYP’s ability to achieve its mission and strategic goals. Priorities for the next Executive Director include:   Strategic planning to define SSYP’s vision for the future The Executive Director will play a strategic role in the direction and growth of the organization. They will continue to refine and sharpen the mission and vision to help drive and guide the work. The Executive Director will bring a clarity of understanding around mission and vision to staff, stakeholders and community partners.   Build relationships and strengthen community awareness Strengthen relationships with community partners and expand the network of SSYP supporters. The Executive Director must possess excellent verbal and written communication skills, be eager to be out in front as SSYP’s primary spokesperson and be a consummate networker, able to interact and communicate with staff, board members, community partners and funders to proactively build and sustain thoughtful, supportive, caring relationships and deepen the community’s knowledge of SSYP.   Develop a Diversity, Equity and Inclusion (DEI) strategy Embed a focus of Diversity, Equity and Inclusion within the framework of the organization to ensure those most affected by decisions have not only input but also decision making power; and that staff and board members reflect the race and experiences of the neighborhoods and communities of SSYP. Maintain the organization’s values and standards by continually inspiring a positive culture of empathy, inclusivity, and care for employees and develop leaders and professional opportunities.   Build and diversify funding to expand network of donors  The Executive Director will passionately convey the story of SSYP and take a strategic approach to determine fresh avenues of individual and corporate funding. SSYP has an experienced team of development staff who support the Executive Director in maintaining existing donor relationships and developing new relationships.

The Council of Churches of Greater Bridgeport is seeking a justice-focused and empathetic President and CEO to deepen the organization’s impact through staff leadership, community member partnership, and client service. Organization The Council of Churches of Greater Bridgeport (The Council) is a faith-based, non-sectarian social services agency dedicated to meeting the evolving needs of people at risk and breaking the cycle of poverty and crisis. Having served the community for 77 years, the Council’s mission is to create and sustain a more just, healthy, and vibrant society through a unique model that serves many populations with its holistic services and programs.  The Council is guided by its core values: - Collaboration– We are stronger together - Diversity– We embrace our differences - Equity– We strive for justice - Innovation– We develop creative approaches - Impact– We seek sustainable results The Council serves all those in need, without regard to race, religion, gender, sexual orientation or nationality.  The organization fulfills its mission in partnership with 70 local interfaith member congregations that provide a wide network of support with diverse resources and skills.  Together with their partners, The Council is able to offer the following programs and services dedicated to empowering people to lift themselves out of poverty: - FEED Center - free culinary courses for low income residents, incubator kitchens for new food-based businesses, and a network of 40 food pantries and community meals serving 20,000 people every month - JANUS Center for Youth in Crisis - supporting youth 11-17 yrs old through a 24 hr. hot line, respite care, mobile crisis services, and partnerships with 8 public schools - Proyecto Nueva Vida - for citizens returning from incarceration - Project Learn, after-school program for underserved elementary school students, - Bridge Building - ecumenical and interfaith services and events building respect, understanding and relationships across barriers of race, religion, and more In addition to offering social service programs, The Council is a regional leader in anti-racism work.  Raising the B.A.R. (Becoming Anti-Racist) is Council initiative that facilitates programs for faith communities and their members to understand, address, and dismantle racism, individually and institutionally. The Council's service area is concentrated on people from Bridgeport and its suburbs:  Fairfield, Easton, Trumbull, Shelton, Monroe and Stratford, with additional partners in Westport, Milford and other portions of Fairfield and New Haven counties.  Residents of Fairfield County span the spectrum of great poverty and great wealth and the Council is in a unique position to marry the needs and resources of the two. Staff are currently led by Interim President and CEO Tom Larson who enjoys the support and advisement of past President and CEO Rev. Cass Shaw.  The Council has an engaged, supportive board of 14 who come from a variety of faith-based and secular professional backgrounds; a diverse, passionate staff of 11; and many member congregation volunteers all with the unifying goal of affecting positive change in the community.  The Council’s annual operating budget is $1.8 million. Opportunity The next President and CEO of The Council of Churches of Greater Bridgeport will have the opportunity to lead a well-established organization with a solid public reputation and longstanding trust and partnerships within the community.  Priorities for the Council’s next President and CEO include: Bolster an Organizational Culture Rooted in Trust The Council’s next President and CEO will lead, empower, and nurture a dedicated staff, some of whom are new and highly energized and some of whom are long-tenured and highly effective.  Staff have a keen desire for a leader who will effectively continue the development of a culture that promotes inclusivity, respect and diversity.  Staff care focused in holistic support will be a priority for the next President and CEO.  Steer the Strategic Vision and Planning Process of the Council The next President and CEO of The Council will have the opportunity to sharpen the focus of the mission and lead a strategic planning process to optimize operations, adapt programmatic needs, and expand advocacy and organizing work integrated in programs.  Advance Diversity, Equity, and Inclusion Work Advancing the Council’s social justice agenda will provide an opportunity for the next President and CEO to continue the Council’s evolution from a charity to a social justice model.  The next President and CEO will continue to develop highly-valued DEI work both internally and externally.  The President and CEO will also be a conduit between the Council and communities of color, intentionally building relationships and partnerships. Optimize Operations The next President and CEO of the Council will increase operational effectiveness by capitalizing on the staff’s strong desire to increase synergy and communications between programs.  Increased engagement across congregations and community partners will also be a key factor in optimizing operations. Drive Fundraising and Resource Development A priority for the next President and CEO will be to align fundraising efforts with the Council’s next strategic plan.  They will develop a targeted funding plan to maintain the organization’s sustainability and financial security.  Strengthen Existing and Cultivate New Relationships and Partnerships The next President and CEO of the Council will prioritize stewarding the organization’s relationships and partnerships with the faith, nonprofit and civic communities in the Greater Bridgeport region.  They will build and enhance strong community awareness.  They will lead with compassion and empathy and will effectively and thoughtfully interact with clients, interfaith congregation partners and community members in both urban and suburban environments. 

Massachusetts Advocates for Children (MAC), a highly respected state leader in essential child advocacy and education reform, is seeking a mission driven, strategic and collaborative leader.  The next Executive Director of MAC will have the opportunity to join a dynamic organization with a creative, family-friendly culture and make a significant impact on the lives of some of the Commonwealth’s most vulnerable children and families.   The Organization   MAC’s mission is to remove barriers to educational and life opportunities for children and youth. MAC’s core values shape the work it does, from its internal policies and practices to its advocacy with children and families:  Equity, Inclusion, Racial Justice, Systemic Impact, Self-Advocacy, Independence and Accountability, Whole Child Approach, Collaboration.   In 1969, MAC founder Hubie Jones, started noticing some inequities in Boston schools. An increasing number of parents were being told that their children should not return to school. Hubie created the Task Force on Children Out of School and released a report revealing 10,000 or more children were systematically excluded from Boston’s public education system, warehoused in classrooms or placed in schools that provided inferior or custodial care. The report led to the nation’s first bilingual and first special education laws and to the creation of MAC.   MAC’s current strategic directions include the following:   - Protect and expand educational rights of all students with disabilities, particularly those with autism;    - Transform school cultures to be inclusive, safe and supportive, and trauma-sensitive for all students;  - Keep children in school and out of the “school-to-prison pipeline”;   - Advocate for the educational rights of immigrant and Latinx children with disabilities;  - Eliminate opportunity and achievement gaps by advocating for racial equity in education;  - Promote self-advocacy for families and youth;  - Expand inclusive pathways to higher education and employment for older youth with disabilities; - Address the educational challenges faced by children and youth with behavioral health needs and / or those impacted by traumatic experiences Through our Children’s Law Support Project, MAC operates a statewide Helpline and leads the Education Law Task Force. MAC’s major programs include: - Disability Education Justice Initiative - The Racial Equity and Access Project  - Advancing the Education Rights of Immigrant Children - Disrupting the School to Prison Pipeline MAC was launched in response to the widespread and systemic exclusion of disabled children and children of color from school and MAC remains committed to racial equity today.  Since 2016, MAC has been engaged in an organization-wide Racial Equity Initiative designed to make it better equipped to identify, name and respond to the effects of structural and other forms of racism in the Commonwealth’s educational systems. This has required an ongoing and deep transformation in the organization’s external programs and internal policies and practices, as well as in the composition of its board and staff leadership. Some concrete ways MAC uses a racial equity lens to guide its work include:  - Building a team that reflects the diversity of constituents and supporting a culture that reflects the values of equity, inclusion and belonging - Providing frequent learning opportunities focused directly on structural and institutional racism and racial bias - Strengthening relationships with partners working toward racial justice and organizations led by and primarily made up of people of color - Using disaggregated data to uncover and address racial disparities - Prioritizing client cases that address racial inequities - Advocating with and on behalf of students of color with equity and belonging as guiding principles The COVID-19 pandemic and subsequent school closures required major changes in how MAC does its work, but the organization’s mission has remained unchanged. The organization has adopted a hybrid structure with staff able to work from its Boston-based office or virtually from home.    MAC has a diverse, 10-member board of directors and an impassioned, committed staff of 14 with a flexible culture that values and promotes creativity.  MAC is a financially solvent organization with an annual operating budget of approximately $1.6M.  

The Welcome Project (TWP) seeks a collaborative leader who can organize fierce advocacy to deepen its impact in empowering the local immigrant communities to become active leaders in civic engagement.   Organization The Welcome Project is a community-based organization that began in the Mystic Public Housing Development in Somerville, Massachusetts in 1987, following the Development’s state mandated racial integration.  Initially founded to address the reality of underlying violence that occurred as a result of the integration, TWP has since that time expanded its mission throughout Somerville and to other local communities to holistically address the needs of immigrants of local communities.   For over 35 years, TWP has collaborated with people, partner organizations and government agencies to create equitable access to communities’ social and economic resources. The mission of TWP is to build the collective power of immigrants to participate in and shape community decisions and TWP accomplishes this through programming that strengthens the capacity of immigrant youth, adults and families to advocate for themselves and influence schools, government, and other institutions.   Today, TWP is Somerville's leading immigrant organization; well reputed for its year- round youth and adultculturally affirming, language-accessible, and strengths-based programs.  TWP’s programs integrate youth development and cultural programs, English for Speakers of Other Languages (ESOL) education, youth interpretation training, leadership training, college and career readiness, immigrant and worker rights education and advocacy through our Somerville Worker Center, and organizing around policy issues through civic engagement and community partnerships. The overarching goal of all programs is to enhance the leadership and personal development of immigrant and lower-income families.   TWP is guided by the following organizational values: - Constituent Driven TWP values a bottom-up approach to dialogue and decision-making that actively respects, encourages and listens to the voices of the immigrant community in issues that are important to them. - Collaboration TWP believes in working together with constituents and other stakeholders to maximize its impact and accomplish more than what the organization can do alone to achieve its mission. - Empowerment and Leadership TWP believes in helping immigrants to empower themselves to more effectively navigate their own lives and participate in the decisions that promote change in schools, city government, and other institutions. - Transparency TWP values open, two-way communication that promotes trust and accountability, supports well-informed stakeholders, and respects diversity in language and culture. - Diversity and Inclusion TWP supports diverse, inclusive, and equitable representation in decision-making. TWP benefits from the leadership and contributions of people of diverse backgrounds, experiences, and identities. TWP has nine engaged board members, a passionate staff that has ranged from four to seven FTEs, and over 30 committed volunteers and interns.  The organization’s annual operating budget is approximately $750k.   Opportunity The Executive Director of TWP will collaboratively lead a small and dedicated staff in fulfilling its mission. TWP is a leader in advocating for and uplifting the voices of immigrants and holds a unique position in its ability to organize immigrants to participate more fully in civic life. Priorities for TWP that the Executive Director will champion include:   Provide opportunities for civic engagement to promote equitable immigrant participation that transforms local community institutions and culture and improves the lives of immigrants - Advocate for policies that improve the lives of immigrants - Raise awareness of the immigrant experience with the entire community - Build organizing capacity by teaching civic engagement skills to immigrants Respond to and meet emergent needs through innovative services and programming that are rooted in a community-driven process - Create pathways for economic mobility for immigrants, through technical assistance, workers’ rights, and new business opportunities - Use constituent driven processes to develop programs that meet the needs of the immigrant community - Build TWP family by hosting events that bring the community together - Provide channels of access for immediate financial assistance to immigrants, as needed Develop an organizational infrastructure that promotes sustainability and growth and supports the immigrant community - Diversify revenue streams by increasing individual donations, seek large grant funding, and develop fee-for-service programs - Ensure staff and volunteer roles reflect the needs of the organization and are equipped with professional development opportunities that develop their skills - Continue the expansion of programs past Somerville into Medford and other surrounding areas  

New Ecology, Inc. (NEI) seeks a Chief Operating Officer (COO) with strong operational and management skills and a commitment to sustainable development, particularly as it relates to underserved populations.  As a member of the NEI team, the COO will have the opportunity to act locally to address global environmental and equity issues.   Organization   New Ecology is a nationally recognized 23-year-old nonprofit with a mission to catalyze community-based sustainable development, bringing benefits to underserved populations. NEI does this by providing technical and programmatic services that make affordable housing and community facilities efficient, durable, resilient, and healthy. By providing green building technical assistance for 80-100 new construction and rehabilitation projects annually, they have now greened over 170,000 units of affordable housing while also assisting other community and public facilities with energy efficiency and green building services.   With a stable senior management team, NEI has grown from 2 to 50 employees within the last 17 years and has current annual revenues of over $7M. 60% of NEI’s expenses are funded by fee-for-service while the remainder is predominantly covered through grants.  NEI’s staff is passionate and driven to provide practical efficiency and carbon emission reduction solutions that result in performance improvements in the built environment.  They are known for their cross-disciplinary approach, allowing for delivery of one-stop services to clients. Staff turnover is low, and they pride themselves on their collaborative and supportive work environment.   Opportunity   With steady year-after-year growth, NEI has expanded programmatic offerings while increasing revenue from fee-for-service.  The newly created position of Chief Operating Officer will focus on ramping up internal functions to support existing and new programs.  Most functions the Chief Operating Officer will take on are currently being done by the Chief Executive Officer.  This position is hybrid with the expectation that the COO will be in-office in Boston two days per week.   Oversee operations by managing HR, IT, Finance and Communications departments.   Create and update best practices to support a rapidly growing company, involving an analysis of internal operations with identification and implementation of needs for process enhancement.   Support a high-performance senior leadership team by developing practices that nurture an inclusive, collaborative and productive culture.  

The Northeast Recycling Council (NERC) seeks an experienced leader with well-developed management and facilitation skills who can broaden NERC’s impact on minimizing waste, conserving natural resources, and advancing a sustainable economy through facilitated collaboration and action.   Organization   NERC‘s programs are the result of an 11-state collaboration (Connecticut, Delaware, Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, and Vermont) that emphasizes source reduction, reuse, recycling, composting, environmentally preferable purchasing and decreasing the solid waste stream. Their projects and staff often impact national dialogues, contributing solutions to strategies for sustainable materials management.   A 35-year-old, $750K 501(c)3 organization, NERC acts as a facilitator to member states, the private sector, and other organizations, providing varied vehicles for collaboration, information sharing and direct support. NERC’s Board of Directors is comprised of a representative from each member state recycling agency and authorities, along with four ex officio members. The Board meets regularly with NERC staff to prioritize projects and directions. There are also 100 Advisory Members consisting of representatives from trade associations, all aspects of the recycling industry, local government, and environmental groups, providing input to committees, conferences and directly to the Board.   The NERC office is currently located in Brattleboro, Vermont, though much of the three staff members’ work is done remotely.  This position has the potential to be in-office, hybrid or remote.

The Network for Public Health Law seeks an experienced nonprofit leader with deep knowledge of the public health field to increase the reach and impact of public health law.   Organization   The Network for Public Health Law (the Network) knows that understanding, navigating, and using law and policy can transform the health of our communities.  By providing legal guidance, the Network assists public health professionals, policymakers, researchers, and community organizations with taking strategic action to protect, promote, and improve health.   Since its launch in 2010, the Network has provided high-quality guidance and assistance to the public health community on myriad issues, including support around reducing drug-related harm, expanding public health data sharing, preserving broad public health authority, addressing food insecurity, and enacting response measures to mitigate harm from the COVID-19 pandemic, among many others. All this work centers health equity and reducing the negative impact of systemic racism.    The Network is comprised of the National Office and five Regional Offices; the National Director provides overall organizational leadership. The National Office is comprised of five staff members based in Edina, Minnesota, including the Managing Director who oversees organizational development, operations, finance, and marketing communications. The National Director may join the Edina office or work remotely. The five Regional Offices (Eastern, Mid-States, Northern, Southeastern, and Western) employ an additional 25 staff members, including Region Directors who provide direct staff supervision in their regions.  The Network’s Advisory Board consists of 10 leaders in public health and other sectors. The Network has an annual operating budget of $5M.   Opportunity   With its nonpartisan focus on public health law and prioritization of health equity, the Network is at the forefront of the national dialogue on the importance of public health. The National Director will lead the Network by:   Serving as a Leader to the National Public Health Community by solidifying the Network’s position as a convener and connector for public health and public health law organizations, providing collective learning and collaboration opportunities, and facilitating the use of law and policy in public health practice.   Developing and Overseeing a Strategic Plan to elevate the critical role of the Network as it continues to address public health and health equity issues, refining organizational structure to ensure that the efforts of the five Region Offices are cohesive and support the strategic plan.   Diversifying Funding Sources by developing relationships that will generate new revenue streams and by identifying and pursuing funding opportunities that support the Network’s goals and sustainability.

Haverhill Promise mobilizes the work of more than 20 organizations throughout the city in a collective effort to dramatically increase the percentage of Haverhill children reading on grade level by 3rd grade.  The initiative believes that through collective action and channeling the city’s broad-based resources and assets, students can achieve greater reading proficiency across all socioeconomic and learning backgrounds.  Haverhill Promise’s work to envision, create, and nurture a culture of reading throughout the city, starting in the early years, is focused on three areas:  School Readiness, School Attendance, and Summer Learning.  A proud member of the national Campaign for Grade Level-Reading, Haverhill Promise was recognized as a “Bright Spot” Community in 2021 for its response to the pandemic.    Haverhill Promise is governed by a Steering Committee, currently comprised of nine members from various sectors throughout the Haverhill community.  Haverhill Public Schools (HPS) has served as the backbone agency for Haverhill Promise since its founding in 2018; the Director of Haverhill Promise is therefore an employee of HPS who reports to the leadership of the Steering Committee, which includes the Superintendent of HPS.   Funding for Haverhill Promise operations is currently provided through private funding.  While HPS provides the fiscal structure for this position and is an essential partner in this work, the Director is centered in the community and has significant flexibility to bring together the many components that support the goals of Haverhill Promise.   THE OPPORTUNITY   The Director of Haverhill Promise will lead a community-focused effort to ensure that all of Haverhill students are reading proficiently by the end of third grade. This is a unique opportunity to sharpen the initiative’s vision and deepen its impact by working collaboratively and strategically with partners throughout the city around a common goal.  

Launching Summer 2022! Executive Director, Friends of Keney Park   The mission of Friends of Keney Park(FOKP) is to preserve and improve Keney Park’s natural features; to encourage passive and active uses of the Park; to work for greater public and private support, and; to encourage special community events and celebrations in the Park.   FOKP’s goal is to develop, maintain and enhance one of the nation’s oldest Parks as an Urban Nature Center in the City of Hartford, and to provide students and residents within urban communities with a safe and nurturing learning environment that will help achieve their full potential in the environmental education field.   Comprised of 693 acres and designed by the landscape architectural firm of Frederick Law Olmsted, Keney Park is one of the largest designed landscapes in the United States.   Early interest candidates can submit a resume via the 'Apply for this job online' blue button located at the top right of this post. Please also check back for the full position description and requirements for submission this summer 2022.