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Opportunity
The Board of Directors of Opportunities For Inclusion is excited to announce the search for its next executive leader. Reporting to the Board of Directors, the CEO will lead a Waltham, Massachusetts CARF (Commission of Accreditation of Rehabilitation Facilities) certified nonprofit that provides community-based services to children, adolescents and adults with intellectual development disabilities. This is an opportunity for a seasoned professional to bring skills to strategize and grow the agency, celebrating 62 years of providing vital quality services to the greater Waltham area.
The CEO is responsible for the fulfillment of the agency’s mission and the overall management of the organization including 30 staff and seven directors who manage administration, marketing, development, programs and services. Under the leadership of the CEO, managers and direct care staff are responsible for enhancing participants’ independence, dignity, safety, and personal self-care activities. This is done with a core principal of person-centered input and choice. In all programs, human rights and responsibilities are a foundation of the agency.
Ideal candidates will have significant experience leading and managing within a human/social services organization providing direct care programs. Qualified candidates must be knowledgeable about Massachusetts funding sources for persons with disabilities as well as the federal and state legal environment governing social service nonprofits and medical expense compensation; and have relationships with the Department of Developmental Services, MassHealth and other funding agencies. The successful candidate will be a strategic thinker and proven change agent with the ability to engage and mobilize various stakeholders around an expanded vision for services and internal operations. For more information about OFI organization and programs visit the website: https://www.oppsforinclusion.org/
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The Connecticut Alliance to End Sexual Violence (The Alliance) is a 501 (c)(3) statewide coalition of nine individual sexual assault crisis programs – or “member centers”– that encompass all corners of the state with headquarters in East Hartford, Connecticut. Since its founding in 1982, The Alliance has grown to be a pivotal organization in the movement to end sexual violence and expand high-quality trauma-informed services to sexual violence survivors throughout the state of Connecticut.
The Alliance is proud of the many strengths it has built over the nearly 40 years of its work: a strong reputation as the go-to expert on issues related to sexual violence, a solid funding base of government support that increased even during the recent years of government cutbacks, a victim-centered focus throughout its work, a consistent track record of legislative wins, robust community partnerships and alliances, a new prevention-focused brand, outreach to and engagement of men and marginalized communities, high-quality and active training and education efforts, significant work in the Latinx community and on college campuses, significant investments in task forces and collaborations with the justice and health care systems and a nationally-recognized post-conviction victim advocate program.
The Board of Directors of The Alliance now seeks a new executive to build on its considerable strengths, successfully address its challenges, work toward securing an even more resilient future and lead the effort to realize its mission to end sexual violence. The new leader of this flagship organization will take the reins at an exciting time and has the opportunity to lead The Alliance to a new level of leadership in the movement to end sexual violence.
Overview of Programs and Operations
The mission of the Connecticut Alliance to End Sexual Violence is to create communities free of sexual violence and to provide culturally affirming, trauma-informed advocacy, prevention, and intervention services centered on the voices of survivors.
The Alliance works to fulfill its mission through the following core activities:
Support of nine member centers
The Alliance supports its nine member centers by providing them with pass-through funding, training, and coaching and advising. It also designs and promotes standards for member centers and key stakeholders. Each member center provides intervention and advocacy services to people of all ages through 24-hour crisis hotlines in English and Spanish, crisis counseling, safety planning and accompaniment, advocacy and emotional support through the criminal justice and health care systems. These services operate free of charge 365 days per year.
Public policy advocacy
A keen focus of The Alliance is on impacting state policy related to sexual violence. To that end, a full-time policy director, with strategic support from the executive director, is very active in advocating for system change through legislative action.
Post-Conviction Victim Services Program
The Alliance has developed a statewide Post-Conviction Victim Advocate Program that provides support to victims after their offenders return to the community. This program is nationally recognized for its highly collaborative model that brings together probation and parole officers, sex offender treatment providers and victim advocates.
Prevention through education, training and outreach programs
The Alliance is the state’s leading provider of sexual violence prevention education and training programs with specialized campaigns and programs for men and youth that have reached over 50,000 people throughout the state each year. The Alliance’s new Training and Advocacy Center focuses on professional skills and best practice for certified sexual assault crisis counselors and advocates, first responders and allies.
Legal Services Program
The Alliance recently acquired the Victim Rights Center of Connecticut, or VRCCT, which brought legal services of four attorneys in-house to survivors and capacity building to member centers to help assess the legal needs of the victims they serve.
Movement building
The Alliance spearheads caucuses and councils where sexual assault victim advocates and allied professionals can discuss and learn from their unique perspectives, identify emerging trends and make recommendations on policy and community issues: Queer Caucus Against Sexual Assault, Women of Color Caucus Against Sexual Assault, Men’s Advisory Council, Member Advisory Committee and Victim Survivor Advisory Council. The Alliance also continues to coordinate the Connecticut College Consortium to End Sexual Violence, a partnership between private and public universities and The Alliance and its member centers.
Approximately two thirds of The Alliance’s 6.7 million-dollar budget is passed through to support front line member center services. The additional funds support statewide operations and programs. The majority of The Alliance’s revenue is from state and federal government grants including Department of Justice and Office for Victims of Crime funds.
The Alliance is governed by a 12-member board of directors. Board composition includes ethnic, gender, age and racial diversity, as well as expertise in communications, marketing, higher education, sexual assault and trauma-informed interventions, psychotherapy, government relations, workforce development and risk assessment. The Alliance employs 31 staff that include a team of 14 post-conviction victim services advocates.
Executive Transition
The Alliance’s executive director of seven years is exiting the organization to pursue a new professional opportunity. An eight-member search committee comprised of both board and staff members have assumed the responsibility of managing the search.
In order to support this important transition in leadership, The Alliance’s board engaged the services of TSNE MissionWorks to facilitate an executive transition process that would be thoughtful and inclusive. Participants in the process include the entire Alliance staff and board, as well as directors and managers from the member centers, and a number of community partners/stakeholders. The Alliance’s strengths, challenges, priorities and more were identified through this process, and this information will inform the organization’s next leader, with the goal of ensuring a successful executive transition and success of The Alliance well into the future.
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Every year, thousands of people canoe, kayak and fish the waters of the Farmington River, as well as visit the state parks, forests and historic mills that dot the river's edge. Recreational value, rare wildlife, outstanding fisheries and a rich history are some of the outstanding features of the Farmington. In August 1994, Congress added 14 miles of the Farmington River's West Branch to the National Wild and Scenic Rivers System. This exciting milestone in the river's history recognizes the Farmington's beauty and character, and ensures that it will be enjoyed by generations to come.
Founded in 1953 by concerned local residents to address the critical water quality problems of that era, the Farmington River Watershed Association (“FRWA”), is a 501c(3) nonprofit that works with federal, state and local governments, business and industry, and with people in the watershed’s 33 communities to protect this beautiful river and its surrounding landscape. Although led by professional staff, FRWA relies on members, volunteers, other nonprofits, government agencies and business, all of who offer expertise, funds, time, and other assistance to protect the watershed. Areas of focus for FRWA include water quality, water allocation, habitat restoration, recreation, open space, and wetland and floodplain protection
Overview of Programs
FRWA is dedicated to preserving, protecting, and restoring the Farmington River and its watershed — for you, for all, forever. FRWA accomplishes this mission through the following activities:
- Research and Stewardship– FRWA’s research and mapping projects assist planners, policymakers, watershed residents and river users. Its ongoing water quality monitoring provides information that complements the work of other agencies. FRWA also engages in hands-on stewardship such as fish habitat restoration, reduction of storm water runoff, and re-vegetating streambanks with native plants.
- Education – FRWA offers tailored school programs; online lesson plans that complement the state standards; river guides with up-to-date information on boating, fish and wildlife, historic features and geologic structures; a quarterly newsletter reporting on current river issues and opportunities to get involved in the work; canoe trips with archaeologists, botanists, ecologists, historians, and ornithologists; and river cleanups, when hundreds of volunteers collect and recycle trash found along the river and its tributaries.
- Advocacy– FRWA proactively advocates on behalf of the river and the watershed. Over the years, FRWA played a pivotal role in securing a Wild & Scenic Designation for 14 miles of the Upper Farmington and is now advocating the same for the Lower Farmington River and Salmon Brook. FRWA has served on Science & Technical Subcommittee of the Connecticut State Water Planning Council as well as on the Board of Rivers Alliance of Connecticut to be actively engaged on ways to better manage freshwater supplies. FRWA also proactively advocates for issues that arise and encourages the development and implementation of well thought-out local land use regulations.
FRWA’s operating budget has averaged approximately $400,000 over the last three years, and the organization employs five staff members, including the executive director, at its Simsbury, CT headquarters. The executive director reports to a volunteer board of directors currently comprised of 13 members who are community, environmental, and business leaders from communities of the watershed.
Executive Transition
For the last six years, FRWA has been very well-led by its executive director who recently resigned to pursue a new professional opportunity. A four-member search committee of the board has assumed the responsibility of managing the search.
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Urban League of Greater Hartford, Inc. (ULGH) is a community-based, not-for-profit 501(c) (3) offering direct social services to more than 3,000 individuals and families annually. The organization’s mission is to: reduce economic disparities in our communities through programs, services and educational opportunities. ULGH’s core value states: Our focus is on empowering people in need to change their lives. The organization will be:
- The PROVIDER of choice by serving the comprehensive needs of Greater Hartford residents;
- The EMPLOYER of choice by providing training that enables our employees to be successful in their jobs;
- The INVESTMENT of choice by offering programs and services that provide a sustained impact in the Greater Hartford Region; and
- A MODEL of integrity and excellence.
Hartford, the capital city of the wealthiest state in the nation, with a population of about 125,000, is ranked among the poorest cities of its size in the country. Unacceptable disparities in Hartford and the surrounding communities result from inadequacies in four critical areas: education, employment, health, and financial stability. The Greater Hartford Region has a total population of 1.2 million.
ULGH, founded in 1964, is an affiliate of the National Urban League (NUL). The organization’s programs and services prepare youth and adults to be educated, trained and equipped to confidently enter the workforce and lead successful and healthy lives. Programs and initiative are in: Adult Education; Youth Development; Workforce Development and Training; Economic Enrichment; and Health and Wellness. In addition, Urban League of Greater Hartford Young Professionals (ULGH-YP) is designed to provide young professionals (ages 21-40) with a forum to foster professional development, community service, social awareness, equal access to opportunities, and self-reliance. ULGH-YP is one of 42 chapters of the NUL-YP, which serves to support the League’s three pronged agenda: financial literacy, real world education, and political education.
As in any good planning process, the ULGH board and senior leadership team explored whether or not the organization is still relevant. And, if so, was there a change in focus or ‘marketplace’ niche. A Sustainability Plan was developed with the assistance of a widely recognized nonprofit/fundraising consulting firm, and the plan was approved by the ULGH board earlier in 2018. The resulting strategic focus for this plan as stated is: strengthening our infrastructure to achieve sustainability. And, as we pursue sustainability, we will build an innovation fund for program enhancement, and future new initiatives.
The organization’s total revenue and support is approximately $2.0 Million. Its funding includes government grants, contributions, United Way allocation, special events and rental revenue. ULGH is governed by a committed 14-member Board of Directors. The board collaborated effectively with the previous President and CEO during her eight plus years of leadership, and the Board is currently very engaged in the leadership transition process. Board composition includes ethnic, gender and generational differences, as well as corporate diversity and inclusion, medical, academia, manufacturing, distribution, finance, government, community engagement, and nonprofit expertise. Day to day operations are managed by a strong and committed staff of 15+, and the culture is caring, helpful, hard-working, dedicated and service-oriented, transparent and collaborative, and described as a family atmosphere.
To learn more please visit the Urban League of Greater Hartford at http://www.ulgh.org/Home.aspx and the National Urban League at http://nul.iamempowered.com/
Hartford is centrally located between Boston and New York City and 20 minutes from Bradley International Airport. Cultural sites include: Harriet Beecher Stowe Center; Amistad Center for Art & Culture; Mark Twain Museum; a new minor league baseball stadium; riverfront activities; and the UCONN basketball teams and tournaments. Area educational institutions include: Trinity College, St. Joseph’s University, University of Connecticut, University of Hartford, Capital Community College and Manchester Community College.
Leadership Transition: Assessment and Opportunities
The previous President/CEO was recently appointed as the new CEO of the YWCA of Greater Hartford, effective May 2018, after nearly nine years leading ULGH. The board seeks a new leader who can leverage the organization’s passion, well-executed programs and services, assets, and young professionals to further align the organization’s mission with contemporary societal issues.
To support this important leadership transition, the board has engaged TSNE MissionWorks to facilitate a thoughtful and inclusive executive transition process. Participants in the process (via meetings, emails and online surveys) included staff, board and nearly 25 community partners/stakeholders. The organizational assessment and survey feedback, describing ULGH’s strengths, challenges and priorities, were used in the development of the position profile, and will inform the next leader of ULGH.
