Axis Talent is a boutique executive search and strategy firm, founded and led by women of color, that partners with social impact organizations and centers diversity and equity.
As a Minority and Women-owned Business Enterprise (MWBE), which partners with organizations dedicated to racial and social justice, Axis Talent Partners is deeply committed to diversity, equity and inclusivity. As we support our clients in their efforts to be truly diverse, inclusive, equitable environments, we too are actively committed to building a diverse, inclusive and equitable practice. We strongly welcome and encourage people of all backgrounds and identities to apply to opportunities with us.
About BPI:
Formed in 1999 to address the mass incarceration crisis, the Bard Prison Initiative (BPI) defies expectations of who college is for and where it might lead. For twenty years, BPI has reimagined and redefined questions of availability, affordability, and expectations typically associated with college in America. One of the most rigorous and effective college-in-prison programs in the country, BPI is now extending its radical intervention in educational inequity outside of prison through the Bard Microcollege. BPI currently enrolls 400 women and men across six New York State prisons and two microcollege campuses. To date, students have earned 550 Bard college degrees.
About the Opportunity:
Over the last twenty years, BPI has established an array of programs in and around New York City. As this community of students, alumni, and staff grows, there is increasing demand for BPI alumni in the workforce and a prime opportunity to meet this demand. With this momentum and the current national movement of investment and activism around criminal justice reform, BPI is building city-based infrastructure to support its work in areas such as housing, parole navigation, wellness, continuing education, professional and career development, and alumni affairs.
In addition, with this demand and momentum, BPI has increasingly complex management needs, requiring deeply seasoned programmatic leadership to bring together all of the disparate pieces of our work and ensuring program team members have the clarity, supports, structures and systems for cross-team collaboration which allow them to be optimized in their work.
The Director of NYC Programs brings the leadership, coherence and systems to support the development of this programmatic team, infrastructure and network. Ultimately, the Director is responsible for making sure that BPI NYC staff have the tools they need to be successful, in order to ensure that: NYC students and alumni are connected to BPI and one another; have resources and support to continue their education, advance their careers, and achieve in ways meaningful to them; and take on leadership roles in a diversity of fields within NYC.
Key Responsibilities & Outcomes:
Team Leadership:
Deeply learn BPI’s work on the ground and build relationships with alumni, staff and students, ensuring solutions and initiatives develop from the ground up and center the community
Develop the systems and structures across the NYC programmatic verticals to create role clarity and definition, cohesion and cross departmental collaboration, and link individual work to the overall organizational vision and priorities
Specifically ensure that all of the program moving parts cohere and that the program team functions as a synchronized team
Ensure clear processes for transparent communication and decision making
Serve as project lead for establishing a NYC headquarters and office space that is vibrant, welcoming, and useful for BPI alumni
Program Leadership & Partnerships:
Build the relationships and structures to create coherence and community among the entire community of staff, alumni and students
Collaborate with the BPI leadership team and staff to set and lead BPI strategic priorities
Leverage the NYC communities of reentry, social service, and housing providers to create inroads and connections for students and alumni
Develop the internal systems of support for program team members to advance the careers, housing, health, and civic lives of alumni
Develop a depth of knowledge about BPI’s existing NYC programs and begin to identify areas for development and improvement
Build relationships and partnerships with other relevant NYC organizations and allies
Collaborate on areas of overlap between BPI’s work with current microcollege students and its work with alumni, most notably in continuing education, career development, and community building
Mar 11, 2020
Full time
About BPI:
Formed in 1999 to address the mass incarceration crisis, the Bard Prison Initiative (BPI) defies expectations of who college is for and where it might lead. For twenty years, BPI has reimagined and redefined questions of availability, affordability, and expectations typically associated with college in America. One of the most rigorous and effective college-in-prison programs in the country, BPI is now extending its radical intervention in educational inequity outside of prison through the Bard Microcollege. BPI currently enrolls 400 women and men across six New York State prisons and two microcollege campuses. To date, students have earned 550 Bard college degrees.
About the Opportunity:
Over the last twenty years, BPI has established an array of programs in and around New York City. As this community of students, alumni, and staff grows, there is increasing demand for BPI alumni in the workforce and a prime opportunity to meet this demand. With this momentum and the current national movement of investment and activism around criminal justice reform, BPI is building city-based infrastructure to support its work in areas such as housing, parole navigation, wellness, continuing education, professional and career development, and alumni affairs.
In addition, with this demand and momentum, BPI has increasingly complex management needs, requiring deeply seasoned programmatic leadership to bring together all of the disparate pieces of our work and ensuring program team members have the clarity, supports, structures and systems for cross-team collaboration which allow them to be optimized in their work.
The Director of NYC Programs brings the leadership, coherence and systems to support the development of this programmatic team, infrastructure and network. Ultimately, the Director is responsible for making sure that BPI NYC staff have the tools they need to be successful, in order to ensure that: NYC students and alumni are connected to BPI and one another; have resources and support to continue their education, advance their careers, and achieve in ways meaningful to them; and take on leadership roles in a diversity of fields within NYC.
Key Responsibilities & Outcomes:
Team Leadership:
Deeply learn BPI’s work on the ground and build relationships with alumni, staff and students, ensuring solutions and initiatives develop from the ground up and center the community
Develop the systems and structures across the NYC programmatic verticals to create role clarity and definition, cohesion and cross departmental collaboration, and link individual work to the overall organizational vision and priorities
Specifically ensure that all of the program moving parts cohere and that the program team functions as a synchronized team
Ensure clear processes for transparent communication and decision making
Serve as project lead for establishing a NYC headquarters and office space that is vibrant, welcoming, and useful for BPI alumni
Program Leadership & Partnerships:
Build the relationships and structures to create coherence and community among the entire community of staff, alumni and students
Collaborate with the BPI leadership team and staff to set and lead BPI strategic priorities
Leverage the NYC communities of reentry, social service, and housing providers to create inroads and connections for students and alumni
Develop the internal systems of support for program team members to advance the careers, housing, health, and civic lives of alumni
Develop a depth of knowledge about BPI’s existing NYC programs and begin to identify areas for development and improvement
Build relationships and partnerships with other relevant NYC organizations and allies
Collaborate on areas of overlap between BPI’s work with current microcollege students and its work with alumni, most notably in continuing education, career development, and community building
About BPI:
Formed in 1999 to address the mass incarceration crisis, the Bard Prison Initiative (BPI) defies expectations of who college is for and where it might lead. For twenty years, BPI has reimagined and redefined questions of availability, affordability, and expectations typically associated with college in America. One of the most rigorous and effective college-in-prison programs in the country, BPI is now extending its radical intervention in educational inequity outside of prison through the Bard Microcollege. BPI currently enrolls 400 women and men across six New York State prisons and two microcollege campuses. To date, students have earned 550 Bard college degrees.
About the Opportunity :
The Director of Finance and Operations serves as the de facto chief financial and human resources officer of BPI and reports directly to the Executive Director. The Director’s main charge is in identifying and implementing the infrastructure and systems needed to support BPI’s growth. The Director ensures that BPI responsibly manages its finances and financial responsibilities; that it can enter into and maintain effective contractual relationships; that it can expand its infrastructure and staff size; and that staff can rely on consistent and equitable administrative policies and practices, as well as support opportunities for professional development.
Key Responsibilities & Outcomes:
BPI’s contractual and financial relationships are centralized, organized, and optimal
BPI employees recognize the fairness, logic, and transparency of employee policies
Develop comprehensive knowledge and communicate all BPI’s contractual obligations with colleagues to ensure that those contractual obligations are met
Establish new BPI office buildings or spaces in Annandale and NYC
Conduct financial reconciliations on a quarterly basis with appropriate record-keeping
BPI always satisfies financial reporting and auditing requirements
Develop a smooth and efficient process to communicate necessary budget information for grant proposals and reports with the BPI Development team
Handle invoices and payments in an efficient and organized manner
Effectively manage the negotiation of new contracts, including leases
Manage all new staff positions in an organized process from initial announcement and recruitment to appointment details and on-boarding
Oversee process and timeline of staff evaluations and reappointments, working with supervisors, ED, and the Bard College Human Resources office
Develop a BPI employee handbook to include established policies concerning reimbursement, time off, confidentiality, conduct, etc.
Supervisors follow consistent policies to create meaningful opportunities for staff professional development
Mar 10, 2020
Full time
About BPI:
Formed in 1999 to address the mass incarceration crisis, the Bard Prison Initiative (BPI) defies expectations of who college is for and where it might lead. For twenty years, BPI has reimagined and redefined questions of availability, affordability, and expectations typically associated with college in America. One of the most rigorous and effective college-in-prison programs in the country, BPI is now extending its radical intervention in educational inequity outside of prison through the Bard Microcollege. BPI currently enrolls 400 women and men across six New York State prisons and two microcollege campuses. To date, students have earned 550 Bard college degrees.
About the Opportunity :
The Director of Finance and Operations serves as the de facto chief financial and human resources officer of BPI and reports directly to the Executive Director. The Director’s main charge is in identifying and implementing the infrastructure and systems needed to support BPI’s growth. The Director ensures that BPI responsibly manages its finances and financial responsibilities; that it can enter into and maintain effective contractual relationships; that it can expand its infrastructure and staff size; and that staff can rely on consistent and equitable administrative policies and practices, as well as support opportunities for professional development.
Key Responsibilities & Outcomes:
BPI’s contractual and financial relationships are centralized, organized, and optimal
BPI employees recognize the fairness, logic, and transparency of employee policies
Develop comprehensive knowledge and communicate all BPI’s contractual obligations with colleagues to ensure that those contractual obligations are met
Establish new BPI office buildings or spaces in Annandale and NYC
Conduct financial reconciliations on a quarterly basis with appropriate record-keeping
BPI always satisfies financial reporting and auditing requirements
Develop a smooth and efficient process to communicate necessary budget information for grant proposals and reports with the BPI Development team
Handle invoices and payments in an efficient and organized manner
Effectively manage the negotiation of new contracts, including leases
Manage all new staff positions in an organized process from initial announcement and recruitment to appointment details and on-boarding
Oversee process and timeline of staff evaluations and reappointments, working with supervisors, ED, and the Bard College Human Resources office
Develop a BPI employee handbook to include established policies concerning reimbursement, time off, confidentiality, conduct, etc.
Supervisors follow consistent policies to create meaningful opportunities for staff professional development
About Common Justice:
Common Justice develops and advances solutions to violence that transform the lives of those harmed and foster racial equity without relying on incarceration. Locally, they operate the first alternative-to-incarceration and victim-service programs in the United States to focus on violent felonies in the adult courts. Nationally, they leverage the lessons from their direct service to transform the justice system through partnerships, advocacy, and elevating the experience and power of those most impacted. Rigorous and hopeful, they build practical strategies to hold people accountable for harm, break cycles of violence, and secure safety, healing, and justice for survivors and their communities.
Common Justice knows that communities impacted by crime and violence—and crime survivors in particular—have essential expertise about what produces safety, what constitutes accountability, and what facilitates healing. They believe that any social change platform—including a policy agenda, budgetary priorities, local social service needs, and community mobilizations—must be deeply rooted in the wisdom, power, and engagement of the people whose lives are at stake in these changes.
About the Opportunity:
There are a wide range of extraordinary advocacy groups in New York State, most of which are intently focused on winning critical, shorter-term victories in the various movements for criminal justice reforms. Common Justice’s policy work does not compete with these efforts, but rather builds a longer-term policy vision that transforms current ineffective responses to violence ranging from criminal justice and sentencing reform to increasing access to healing services to housing. To do this, they are beginning to lay the foundation for the long haul ahead, building the relationships and resources necessary to shift power and secure transformative change.
A newly created role, the Vice President for Organizing and Policy (VP) is responsible for developing and leading this healing equity movement-building dimension of Common Justice’s work. Through both on-the-ground organizing and strategy development that is deeply connected to the needs of people impacted by violence, the VP drives the effort to ensure that people of color have the power and capacity to ensure healing equity, and that systems and structures act in support of every community’s inherent right to heal.
Reporting to the Executive Director, the VP will play a key role on the executive leadership team, contributing to overall organizational health and strategy. The VP manages the National Director and Project Manager of United for Healing Equity, and has the opportunity to build a team, selecting the people and tools to effectively structure and deliver this work.
How The VP will be Measured:
Organizing & Healing Equity Leadership:
Lead Common Justice’s base-building strategy; develop membership and leaders among people impacted by violence.
Conduct foundational listening sessions with directly impacted people in New York City to co-develop a long-term advocacy and policy agenda to address violence in a way that ensures healing equity, reflects learnings from listening sessions, and directly connects to the needs of those impacted (i.e. does not rely on incarceration); secure those changes at state and municipal levels.
Expand and lead a national network of people and organizations committed to healing equity. Work collaboratively with the Director of Communications to elevate the voices of those impacted by violence.
Oversee the training and technical assistance efforts related to organizing for healing equity; support targeted allied efforts nationally.
Build out the organizing and policy healing equity team, providing the right resources, tools, support, and development for the team to optimally and accountably deliver the work.
Executive & Organizational Leadership:
Collaborate with the executive leadership team to determine organizational strategy, priorities, decisions, and initiatives.
Provide thought partnership and leadership on organizational health and culture matters (i.e. leadership development and manager capacity building; employee policy and practice, etc.).
Develop and manage departmental budget.
Feb 27, 2020
Full time
About Common Justice:
Common Justice develops and advances solutions to violence that transform the lives of those harmed and foster racial equity without relying on incarceration. Locally, they operate the first alternative-to-incarceration and victim-service programs in the United States to focus on violent felonies in the adult courts. Nationally, they leverage the lessons from their direct service to transform the justice system through partnerships, advocacy, and elevating the experience and power of those most impacted. Rigorous and hopeful, they build practical strategies to hold people accountable for harm, break cycles of violence, and secure safety, healing, and justice for survivors and their communities.
Common Justice knows that communities impacted by crime and violence—and crime survivors in particular—have essential expertise about what produces safety, what constitutes accountability, and what facilitates healing. They believe that any social change platform—including a policy agenda, budgetary priorities, local social service needs, and community mobilizations—must be deeply rooted in the wisdom, power, and engagement of the people whose lives are at stake in these changes.
About the Opportunity:
There are a wide range of extraordinary advocacy groups in New York State, most of which are intently focused on winning critical, shorter-term victories in the various movements for criminal justice reforms. Common Justice’s policy work does not compete with these efforts, but rather builds a longer-term policy vision that transforms current ineffective responses to violence ranging from criminal justice and sentencing reform to increasing access to healing services to housing. To do this, they are beginning to lay the foundation for the long haul ahead, building the relationships and resources necessary to shift power and secure transformative change.
A newly created role, the Vice President for Organizing and Policy (VP) is responsible for developing and leading this healing equity movement-building dimension of Common Justice’s work. Through both on-the-ground organizing and strategy development that is deeply connected to the needs of people impacted by violence, the VP drives the effort to ensure that people of color have the power and capacity to ensure healing equity, and that systems and structures act in support of every community’s inherent right to heal.
Reporting to the Executive Director, the VP will play a key role on the executive leadership team, contributing to overall organizational health and strategy. The VP manages the National Director and Project Manager of United for Healing Equity, and has the opportunity to build a team, selecting the people and tools to effectively structure and deliver this work.
How The VP will be Measured:
Organizing & Healing Equity Leadership:
Lead Common Justice’s base-building strategy; develop membership and leaders among people impacted by violence.
Conduct foundational listening sessions with directly impacted people in New York City to co-develop a long-term advocacy and policy agenda to address violence in a way that ensures healing equity, reflects learnings from listening sessions, and directly connects to the needs of those impacted (i.e. does not rely on incarceration); secure those changes at state and municipal levels.
Expand and lead a national network of people and organizations committed to healing equity. Work collaboratively with the Director of Communications to elevate the voices of those impacted by violence.
Oversee the training and technical assistance efforts related to organizing for healing equity; support targeted allied efforts nationally.
Build out the organizing and policy healing equity team, providing the right resources, tools, support, and development for the team to optimally and accountably deliver the work.
Executive & Organizational Leadership:
Collaborate with the executive leadership team to determine organizational strategy, priorities, decisions, and initiatives.
Provide thought partnership and leadership on organizational health and culture matters (i.e. leadership development and manager capacity building; employee policy and practice, etc.).
Develop and manage departmental budget.
About The Center:
The Lesbian, Gay, Bisexual, & Transgender Community Center (The Center) has been a comprehensive resource and refuge for LGBTQ individuals and communities in New York City since 1983. With their doors open 365 days a year, they welcome 6,000 unique visitors weekly, providing: health and wellness programs; career development; family and parenthood support services; and arts and cultural events.
With a long history of advocacy and advancing the rights of LGBTQ New Yorkers, The Center is deeply connected to the community and held as a premier, historically significant institution. They continue to evolve their program offerings and impact in the community, having doubled their budget over the past six years. They are also a leader in developing cutting-edge, community-responsive programming that is widely replicable. Learn more about their history and work at gaycenter.org .
The Opportunity:
The Center operates from its 35,000 sq. ft. landmarked building in the heart of the West Village. It provides space to over 400 community groups each year and houses a wide variety of cultural activities, in addition to a library, bookstore, outpatient treatment clinic, coffee shop, offices, and meeting and event spaces. This dynamic building draws a diverse array of visitors while also housing a full time program-focused staff. Every year, The Center hosts thousands of activities—from their own weekly programing or annual fundraisers, to performance and celebrations hosted by external individuals and organizations.
As a member of the senior leadership team, the mission of the Senior Director of Operations (SDO) is to ensure The Center’s physical space remains a welcoming, clean, and safe place for all staff and visitors. Emphasizing collaboration, relationship building, and communication, the SDO will manage and set the strategic vision for three departments of approximately 25 people, including Events, Production and Reservations, Facilities, and Information and Referral. The SDO will manage the visitor experience by ensuring The Center’s operational systems and policies are well codified, implemented, and communicated. Finally, the SDO will be a people-centered leader who understands and appreciates the complex identities and experiences of the people entering the space and ensures that everyone is celebrated for who they are.
How The SDO Will Be Measured:
People-Centered Leadership & Strategy: Create an operations vision with strategies that balance operational objectives with The Center’s mission, and balances tensions across community needs while centering equity in their operations.
Team Management: Lead, inspire, and develop a cohesive and high functioning team with diverse identities to effectively deliver outcomes while centering The Center’s mission.
Building Operations: Maximize people, systems, and tools to ensure the building is a clean, safe, and welcoming experience for all staff and visitors.
Budgeting: Strategically manage spending and make recommendations to enhance the effectiveness of the team and operational expenses while maximizing The Center’s earned income model and ensuring client satisfaction and mission fulfilment is at the forefront.
Systems and Policies: Ensure operational systems and policies are followed, ensuring information is properly tracked and communicated, while refining systems and policies utilizing both an equity lens and feedback loops in pursuit of continuous improvement.
Metrics and Outcomes: Translate goals into strategies and tactics with measurable outcomes; hold the team accountable for achieving determined service levels and accountability measures.
Relationships: Build trusting, collaborative, empathetic relationships with all of The Center’s stakeholders including staff, clients, user groups, visitors, and external community partners.
Feb 27, 2020
Full time
About The Center:
The Lesbian, Gay, Bisexual, & Transgender Community Center (The Center) has been a comprehensive resource and refuge for LGBTQ individuals and communities in New York City since 1983. With their doors open 365 days a year, they welcome 6,000 unique visitors weekly, providing: health and wellness programs; career development; family and parenthood support services; and arts and cultural events.
With a long history of advocacy and advancing the rights of LGBTQ New Yorkers, The Center is deeply connected to the community and held as a premier, historically significant institution. They continue to evolve their program offerings and impact in the community, having doubled their budget over the past six years. They are also a leader in developing cutting-edge, community-responsive programming that is widely replicable. Learn more about their history and work at gaycenter.org .
The Opportunity:
The Center operates from its 35,000 sq. ft. landmarked building in the heart of the West Village. It provides space to over 400 community groups each year and houses a wide variety of cultural activities, in addition to a library, bookstore, outpatient treatment clinic, coffee shop, offices, and meeting and event spaces. This dynamic building draws a diverse array of visitors while also housing a full time program-focused staff. Every year, The Center hosts thousands of activities—from their own weekly programing or annual fundraisers, to performance and celebrations hosted by external individuals and organizations.
As a member of the senior leadership team, the mission of the Senior Director of Operations (SDO) is to ensure The Center’s physical space remains a welcoming, clean, and safe place for all staff and visitors. Emphasizing collaboration, relationship building, and communication, the SDO will manage and set the strategic vision for three departments of approximately 25 people, including Events, Production and Reservations, Facilities, and Information and Referral. The SDO will manage the visitor experience by ensuring The Center’s operational systems and policies are well codified, implemented, and communicated. Finally, the SDO will be a people-centered leader who understands and appreciates the complex identities and experiences of the people entering the space and ensures that everyone is celebrated for who they are.
How The SDO Will Be Measured:
People-Centered Leadership & Strategy: Create an operations vision with strategies that balance operational objectives with The Center’s mission, and balances tensions across community needs while centering equity in their operations.
Team Management: Lead, inspire, and develop a cohesive and high functioning team with diverse identities to effectively deliver outcomes while centering The Center’s mission.
Building Operations: Maximize people, systems, and tools to ensure the building is a clean, safe, and welcoming experience for all staff and visitors.
Budgeting: Strategically manage spending and make recommendations to enhance the effectiveness of the team and operational expenses while maximizing The Center’s earned income model and ensuring client satisfaction and mission fulfilment is at the forefront.
Systems and Policies: Ensure operational systems and policies are followed, ensuring information is properly tracked and communicated, while refining systems and policies utilizing both an equity lens and feedback loops in pursuit of continuous improvement.
Metrics and Outcomes: Translate goals into strategies and tactics with measurable outcomes; hold the team accountable for achieving determined service levels and accountability measures.
Relationships: Build trusting, collaborative, empathetic relationships with all of The Center’s stakeholders including staff, clients, user groups, visitors, and external community partners.
About The Center:
The Lesbian, Gay, Bisexual, & Transgender Community Center (The Center) has been a comprehensive resource and refuge for LGBTQ individuals and communities in New York City since 1983. With their doors open 365 days a year, they welcome 6,000 unique visitors weekly, providing: health and wellness programs; career development; family and parenthood support services; and arts and cultural events.
With a long history of advocacy and advancing the rights of LGBTQ New Yorkers, The Center is deeply connected to the community and held as a premier, historically significant institution. They continue to evolve their program offerings and impact in the community, having doubled their budget over the past six years. They are also a leader in developing cutting-edge, community-responsive programming that is widely replicable. Learn more about their history and work at gaycenter.org .
The Opportunity:
The Center is staffed by approximately 130 full- and part-time employees that make up eight departments, including programs, development, finance, people, advocacy, communications, and operations. Beginning in 2017, The Center underwent a multi-step process to transition nearly all of its data to the Salesforce platform. As part of the transition, The Center has committed to more intentionally utilizing data to inform decision making and better understand the organization’s effectiveness and impact at fulfilling its mission.
As a key member of the senior leadership team reporting to the Chief Operating Officer, the Senior Director of Data and Evaluation (SDDE) will develop the vision to ensure The Center becomes a data-driven organization. To do this, the SDDE, in partnership with the Executive Team, will create the strategy and facilitate the change management process to ensure the commitment to, and adoption of, a data-driven culture and practice throughout the Center.
The SDDE will manage a team of four, including the Revenue Systems Data and Evaluation Manager, Program Systems Data and Evaluation Manager, Salesforce Administrator, and Data Quality and Training Coordinator. This team is charged with overseeing all enterprise systems at The Center, including the collection, analysis, and reporting of data with a focus on performance metrics and continuous improvement across the organization.
How The SDDE Will Be Measured:
Leadership & Vision: In partnership with the senior leadership team, set the vision and create the strategy for data and evaluation in order to improve The Center’s collection and use of data across the entire organization.
Change Management: Align people, systems, and improvement projects by connecting the data and evaluation work to The Center’s mission while building trusting and collaborative relationships with Center staff to create a shared vision and buy-in.
Enterprise Systems Assessment & Development: Working across departments, design an enterprise system roadmap through ongoing needs assessments, comparing systems’ current state to desired future state, developing nuanced understanding of The Center’s goals, and planning for risks and opportunities.
Team Management: Effectively translate goals into strategies and tactics for the team; support and hold the team accountable for achieving those goals.
Metrics and Outcomes: Work with the senior leadership team to establish measurable outcomes for each department, define what teams measure, and provide the tools, support and oversight to achieve outcomes.
Feb 27, 2020
Full time
About The Center:
The Lesbian, Gay, Bisexual, & Transgender Community Center (The Center) has been a comprehensive resource and refuge for LGBTQ individuals and communities in New York City since 1983. With their doors open 365 days a year, they welcome 6,000 unique visitors weekly, providing: health and wellness programs; career development; family and parenthood support services; and arts and cultural events.
With a long history of advocacy and advancing the rights of LGBTQ New Yorkers, The Center is deeply connected to the community and held as a premier, historically significant institution. They continue to evolve their program offerings and impact in the community, having doubled their budget over the past six years. They are also a leader in developing cutting-edge, community-responsive programming that is widely replicable. Learn more about their history and work at gaycenter.org .
The Opportunity:
The Center is staffed by approximately 130 full- and part-time employees that make up eight departments, including programs, development, finance, people, advocacy, communications, and operations. Beginning in 2017, The Center underwent a multi-step process to transition nearly all of its data to the Salesforce platform. As part of the transition, The Center has committed to more intentionally utilizing data to inform decision making and better understand the organization’s effectiveness and impact at fulfilling its mission.
As a key member of the senior leadership team reporting to the Chief Operating Officer, the Senior Director of Data and Evaluation (SDDE) will develop the vision to ensure The Center becomes a data-driven organization. To do this, the SDDE, in partnership with the Executive Team, will create the strategy and facilitate the change management process to ensure the commitment to, and adoption of, a data-driven culture and practice throughout the Center.
The SDDE will manage a team of four, including the Revenue Systems Data and Evaluation Manager, Program Systems Data and Evaluation Manager, Salesforce Administrator, and Data Quality and Training Coordinator. This team is charged with overseeing all enterprise systems at The Center, including the collection, analysis, and reporting of data with a focus on performance metrics and continuous improvement across the organization.
How The SDDE Will Be Measured:
Leadership & Vision: In partnership with the senior leadership team, set the vision and create the strategy for data and evaluation in order to improve The Center’s collection and use of data across the entire organization.
Change Management: Align people, systems, and improvement projects by connecting the data and evaluation work to The Center’s mission while building trusting and collaborative relationships with Center staff to create a shared vision and buy-in.
Enterprise Systems Assessment & Development: Working across departments, design an enterprise system roadmap through ongoing needs assessments, comparing systems’ current state to desired future state, developing nuanced understanding of The Center’s goals, and planning for risks and opportunities.
Team Management: Effectively translate goals into strategies and tactics for the team; support and hold the team accountable for achieving those goals.
Metrics and Outcomes: Work with the senior leadership team to establish measurable outcomes for each department, define what teams measure, and provide the tools, support and oversight to achieve outcomes.
About Share Our Strength
Founded in response to the Ethiopian famine in 1984, Share Our Strength’s mission is to end hunger and poverty in the U.S. and abroad. Today, that mission is expressed through the organization’s work to end childhood hunger in America through its No Kid Hungry and Cooking Matters campaigns. No Kid Hungry, their bold campaign to end childhood hunger in America, has provided 775 million meals since its inception. Cooking Matters has supported nearly half a million families in healthy, affordable food shopping and preparation. Read more about their programming and impact here .
About the Chief Communications & Marketing Officer Opportunity
At Share Our Strength, they believe that child hunger in the U.S. is a solvable issue. The incoming Chief Communications & Marketing Officer (CCMO) will lead the effort to powerfully and inclusively tell the stories of their work and impact. Building upon the strength of Share Our Strength’s brand and track record of impact, the CCMO will drive the vision and work of their marketing and communications shop, ensuring that they innovatively and strategically position themselves and their work, advance their brand and revenue opportunities, and effectively meet both internal and external stakeholder needs. Reporting to the CEO, and serving as a key member of the executive team, the CCMO will lead a team of 32 individuals, and collaborate with teams across the organization.
How You’ll be Measured:
Vision & Functional Development – Lead and support a highly-effective, world-class mar-comms function in setting vision and defining purpose, priorities, and goals; optimally structuring teams and processes; and building a highly collaborative, service-oriented and equity-centered culture.
Marketing and Communications Strategy – Lead annual development of the overall, integrated marketing and communications strategy and budget, including national, owned, earned, paid, and social media, public relations, brand stewardship, thought leadership, and influencer relations.
Equity, Diversity, and Inclusion – Build strategies that reflect their core value of diversity and equity, ensuring community and marginalized voices and perspectives are represented, with an eye toward stewarding and sustaining authentic relationships with the communities that Share Our Strength serves.
Executive Leadership & Cross-functional Collaboration: Partner and collaborate with all members of the executive team, ensuring that the Marketing & Communications team is a trusted collaborator with members of all teams across the organization, acting as a force multiplier to amplify the work and impact of the organization.
Revenue Growth & Strategic Partnerships – Collaborate with the Executive Team, to quickly become a significant driver of organizational growth and revenue by identifying and pursuing strategic relationships, and by leveraging branding, strategic planning, better and more efficient communications execution, and new campaigns/messages, as well as supporting organization-wide efforts.
Organizational Representative – Represent Share Our Strength at a myriad of events and engagements, speaking on behalf of the organization and engaging stakeholders in person, effectively telling the story of Share Our Strength’s impact and motivating others to join their work.
Feb 26, 2020
Full time
About Share Our Strength
Founded in response to the Ethiopian famine in 1984, Share Our Strength’s mission is to end hunger and poverty in the U.S. and abroad. Today, that mission is expressed through the organization’s work to end childhood hunger in America through its No Kid Hungry and Cooking Matters campaigns. No Kid Hungry, their bold campaign to end childhood hunger in America, has provided 775 million meals since its inception. Cooking Matters has supported nearly half a million families in healthy, affordable food shopping and preparation. Read more about their programming and impact here .
About the Chief Communications & Marketing Officer Opportunity
At Share Our Strength, they believe that child hunger in the U.S. is a solvable issue. The incoming Chief Communications & Marketing Officer (CCMO) will lead the effort to powerfully and inclusively tell the stories of their work and impact. Building upon the strength of Share Our Strength’s brand and track record of impact, the CCMO will drive the vision and work of their marketing and communications shop, ensuring that they innovatively and strategically position themselves and their work, advance their brand and revenue opportunities, and effectively meet both internal and external stakeholder needs. Reporting to the CEO, and serving as a key member of the executive team, the CCMO will lead a team of 32 individuals, and collaborate with teams across the organization.
How You’ll be Measured:
Vision & Functional Development – Lead and support a highly-effective, world-class mar-comms function in setting vision and defining purpose, priorities, and goals; optimally structuring teams and processes; and building a highly collaborative, service-oriented and equity-centered culture.
Marketing and Communications Strategy – Lead annual development of the overall, integrated marketing and communications strategy and budget, including national, owned, earned, paid, and social media, public relations, brand stewardship, thought leadership, and influencer relations.
Equity, Diversity, and Inclusion – Build strategies that reflect their core value of diversity and equity, ensuring community and marginalized voices and perspectives are represented, with an eye toward stewarding and sustaining authentic relationships with the communities that Share Our Strength serves.
Executive Leadership & Cross-functional Collaboration: Partner and collaborate with all members of the executive team, ensuring that the Marketing & Communications team is a trusted collaborator with members of all teams across the organization, acting as a force multiplier to amplify the work and impact of the organization.
Revenue Growth & Strategic Partnerships – Collaborate with the Executive Team, to quickly become a significant driver of organizational growth and revenue by identifying and pursuing strategic relationships, and by leveraging branding, strategic planning, better and more efficient communications execution, and new campaigns/messages, as well as supporting organization-wide efforts.
Organizational Representative – Represent Share Our Strength at a myriad of events and engagements, speaking on behalf of the organization and engaging stakeholders in person, effectively telling the story of Share Our Strength’s impact and motivating others to join their work.
About Urban Teachers
Urban Teachers is a nationally recognized, non-profit, teacher development program that specifically prepares and supports novice teachers to meet the needs of public school students in urban settings, currently operating in Baltimore, Washington, D.C. and Dallas. Unlike most teacher preparation programs and professional development providers, Urban Teachers is uniquely focused on delivering a thorough, rigorous, and cohesive experience to future teachers, ensuring that they are prepared through clinically-based coursework and classroom experiences, placed in teaching positions within schools that will foster their growth, and then supported to remain in the classroom long term as highly effective teachers. Urban Teachers does this by recruiting outstanding candidates dedicated to serving urban populations, and then deeply investing in their development by providing an immersive 14-month residency that includes 80+ hours of one-on-one coaching; participants in the program receive a master’s degree from Johns Hopkins, as well as dual-teaching certification (including Special Education).
Since 2009, they have developed over 1,200 highly effective educators impacting over 134,000 students. Over the last decade, Urban Teachers has had an intentional focus on attracting and retaining teachers of color to better reflect the students and communities they serve. In 2019, building upon their beliefs and consistently ensuring that their aspiring-teacher cohorts include 50%+ people of color, they launched the Black Educator Initiative, with the goal of preparing and placing 1,000 new black teachers in classrooms by 2023.
Learn more about Urban Teachers’ program and their impact here .
About the Opportunity
With a 10-year history and a program that has been recognized for best-in-class quality, Urban Teachers is looking to significantly grow - with a specific emphasis on growing the number of aspiring Black and Latinx teachers in the program - and increase their reach and impact over the next decade. To accomplish that, the VP of Recruitment & Admissions will be responsible for the full life cycle of identification, outreach, recruitment, selection, and enrollment of Urban Teachers’ annual cohort of aspiring teachers. The VP will report directly to the CEO and serve on the executive team, collaboratively leading the design and implementation of the organization’s strategy for growth, impact, financial sustainability, brand awareness, and public policy influence.
How You’ll be Measured:
Executive Leadership: As a leader at Urban Teachers, collaborate with other leaders in the organization to drive and implement strategies to grow the footprint of Urban Teachers and improve operational efficiency.
Strategic Thinking, Implementation, and Program Growth: Develop and execute a vision and strategy to significantly grow annual enrollment, with a minimum goal of doubling annual enrollment in the next five years and a specific focus on increasing the numbers of Black and Latinx candidates.
Budget Management: Manage and tactically allocate a budget of over $2M and drive towards efficiencies in terms of dollar and yield.
Team Leadership: Build, manage, develop, and coach the recruitment and admissions team to meet and exceed goals; set goals to drive team performance, maximizing the efficiency and effectiveness of the team; build management capacity of team members.
Equity, Diversity, and Inclusion: Model, embody, and lead Urban Teachers’ value of being an anti-racist organization, threading this value through all of your team’s work and the work of the organization.
Continuous Improvement: Keep a pulse on best-in-practice recruitment strategies with the desire and ability to learn from other organizations (within industry, adjacent to industry, and outside of industry); monitor long-term applicant and teacher performance trends and use findings to refine strategic operations.
External Partnership Management: Identify, build, and manage external partnerships with feeder organizations like City Year and the Breakthrough Collaborative, as well as Teach For America and Johns Hopkins.
External Representation: Represent the organization externally (as needed), serving as a brand ambassador and expert in your field.
Feb 26, 2020
Full time
About Urban Teachers
Urban Teachers is a nationally recognized, non-profit, teacher development program that specifically prepares and supports novice teachers to meet the needs of public school students in urban settings, currently operating in Baltimore, Washington, D.C. and Dallas. Unlike most teacher preparation programs and professional development providers, Urban Teachers is uniquely focused on delivering a thorough, rigorous, and cohesive experience to future teachers, ensuring that they are prepared through clinically-based coursework and classroom experiences, placed in teaching positions within schools that will foster their growth, and then supported to remain in the classroom long term as highly effective teachers. Urban Teachers does this by recruiting outstanding candidates dedicated to serving urban populations, and then deeply investing in their development by providing an immersive 14-month residency that includes 80+ hours of one-on-one coaching; participants in the program receive a master’s degree from Johns Hopkins, as well as dual-teaching certification (including Special Education).
Since 2009, they have developed over 1,200 highly effective educators impacting over 134,000 students. Over the last decade, Urban Teachers has had an intentional focus on attracting and retaining teachers of color to better reflect the students and communities they serve. In 2019, building upon their beliefs and consistently ensuring that their aspiring-teacher cohorts include 50%+ people of color, they launched the Black Educator Initiative, with the goal of preparing and placing 1,000 new black teachers in classrooms by 2023.
Learn more about Urban Teachers’ program and their impact here .
About the Opportunity
With a 10-year history and a program that has been recognized for best-in-class quality, Urban Teachers is looking to significantly grow - with a specific emphasis on growing the number of aspiring Black and Latinx teachers in the program - and increase their reach and impact over the next decade. To accomplish that, the VP of Recruitment & Admissions will be responsible for the full life cycle of identification, outreach, recruitment, selection, and enrollment of Urban Teachers’ annual cohort of aspiring teachers. The VP will report directly to the CEO and serve on the executive team, collaboratively leading the design and implementation of the organization’s strategy for growth, impact, financial sustainability, brand awareness, and public policy influence.
How You’ll be Measured:
Executive Leadership: As a leader at Urban Teachers, collaborate with other leaders in the organization to drive and implement strategies to grow the footprint of Urban Teachers and improve operational efficiency.
Strategic Thinking, Implementation, and Program Growth: Develop and execute a vision and strategy to significantly grow annual enrollment, with a minimum goal of doubling annual enrollment in the next five years and a specific focus on increasing the numbers of Black and Latinx candidates.
Budget Management: Manage and tactically allocate a budget of over $2M and drive towards efficiencies in terms of dollar and yield.
Team Leadership: Build, manage, develop, and coach the recruitment and admissions team to meet and exceed goals; set goals to drive team performance, maximizing the efficiency and effectiveness of the team; build management capacity of team members.
Equity, Diversity, and Inclusion: Model, embody, and lead Urban Teachers’ value of being an anti-racist organization, threading this value through all of your team’s work and the work of the organization.
Continuous Improvement: Keep a pulse on best-in-practice recruitment strategies with the desire and ability to learn from other organizations (within industry, adjacent to industry, and outside of industry); monitor long-term applicant and teacher performance trends and use findings to refine strategic operations.
External Partnership Management: Identify, build, and manage external partnerships with feeder organizations like City Year and the Breakthrough Collaborative, as well as Teach For America and Johns Hopkins.
External Representation: Represent the organization externally (as needed), serving as a brand ambassador and expert in your field.
About iMentor
Celebrating 20 years of impact this year, iMentor is one of the country’s fastest-growing college success organizations. By partnering with public schools serving primarily first-generation college students and providing every student in the school with a mentor, iMentor supports student’s post-secondary journeys with a level of depth and personalization that cannot be matched by traditional advising models. iMentor’s students are 35% more likely to enroll in college and are graduating college at double the rates of their peers. Since inception, iMentor has created and supported 30,000 mentoring relationships, and will expand to create an additional 30,000 mentoring relationships in 33 communities across the country over the next five years.
About the Chief Program Officer Opportunity
iMentor has a mature program model that has been refined over 20 years and is demonstrating significant impact in diverse communities across the country. As the organization prepares for its next phase of expansion and innovation, it seeks a Chief Program Officer (CPO) to deepen the level of excellence that exists in the core program model while designing new innovations to increase impact, drive sustainability, and expand reach. By designing and supporting the mentor-mentee experience in 22 cities across the country, the CPO is responsible for the vitality and impact of a community more than 20,000 individuals strong.
Main Charge:
The CPO defines the vision for programmatic excellence, organizing iMentor staff and stakeholders throughout the country in service of that vision. The CPO ensures that iMentor’s program content, culture, teams, and performance achieve the level of quality necessary for the organization’s mentors and mentees to build transformative relationships across difference, and for students to achieve their post-secondary aspirations.
Areas of Scope:
National program model and content design
Program implementation support
Mentor community management, including recruitment, screening, and leveraging the organization’s mentor community to support growth
Organizational leadership (strategy, culture, structure, equity)
Change management (optimizing and implementing a new team structure; stewarding a thoughtful process for program change/improvement over time)
Closest Working Relationships with:
The National Program Team to design content, develop strategies, and provide support to regions
Program leaders and Executive Directors in each region to ensure they have what they need to run a successful program, while ensuring your own continual learning about the work from the experiences of stakeholders and staff
The Chief Regional Officer on program quality, performance, and consistency across regions
The Chief Operating Officer on aligning program with technology, research, and evaluation
The Chief External Officer on raising revenue in support of programs
The Executive Director of National Partnerships on design, and support needs throughout a growing number of partners nationally
The Chief Executive Officer on program vision, strategy, and growth
The Leadership team on ensuring iMentor is an anti-racist organization that operationalizes equity and inclusivity throughout its people and program work
What Success Will Look Like:
Deeply understand program content, delivery, strengths and challenges to articulate the program vision community-wide and to organize the community around that vision
Deeply understand the stakeholder experience (student, mentor, school partner)
Design and solidify a national team structure that is effective; drive a highly collaborative culture between national and regional program teams
Through learning and listening, build trust and high functioning relationships with senior leaders and program team members
Articulate and codify program excellence and ensure all aspects of iMentor programs are high quality and impactful, meeting or exceeding program success measures
Lead optimization of volunteer experience from recruitment and selection, through screening, and to preparation and engagement
Apply an equity lens in all decision making, people leadership, and program design and implementation work
Feb 26, 2020
Full time
About iMentor
Celebrating 20 years of impact this year, iMentor is one of the country’s fastest-growing college success organizations. By partnering with public schools serving primarily first-generation college students and providing every student in the school with a mentor, iMentor supports student’s post-secondary journeys with a level of depth and personalization that cannot be matched by traditional advising models. iMentor’s students are 35% more likely to enroll in college and are graduating college at double the rates of their peers. Since inception, iMentor has created and supported 30,000 mentoring relationships, and will expand to create an additional 30,000 mentoring relationships in 33 communities across the country over the next five years.
About the Chief Program Officer Opportunity
iMentor has a mature program model that has been refined over 20 years and is demonstrating significant impact in diverse communities across the country. As the organization prepares for its next phase of expansion and innovation, it seeks a Chief Program Officer (CPO) to deepen the level of excellence that exists in the core program model while designing new innovations to increase impact, drive sustainability, and expand reach. By designing and supporting the mentor-mentee experience in 22 cities across the country, the CPO is responsible for the vitality and impact of a community more than 20,000 individuals strong.
Main Charge:
The CPO defines the vision for programmatic excellence, organizing iMentor staff and stakeholders throughout the country in service of that vision. The CPO ensures that iMentor’s program content, culture, teams, and performance achieve the level of quality necessary for the organization’s mentors and mentees to build transformative relationships across difference, and for students to achieve their post-secondary aspirations.
Areas of Scope:
National program model and content design
Program implementation support
Mentor community management, including recruitment, screening, and leveraging the organization’s mentor community to support growth
Organizational leadership (strategy, culture, structure, equity)
Change management (optimizing and implementing a new team structure; stewarding a thoughtful process for program change/improvement over time)
Closest Working Relationships with:
The National Program Team to design content, develop strategies, and provide support to regions
Program leaders and Executive Directors in each region to ensure they have what they need to run a successful program, while ensuring your own continual learning about the work from the experiences of stakeholders and staff
The Chief Regional Officer on program quality, performance, and consistency across regions
The Chief Operating Officer on aligning program with technology, research, and evaluation
The Chief External Officer on raising revenue in support of programs
The Executive Director of National Partnerships on design, and support needs throughout a growing number of partners nationally
The Chief Executive Officer on program vision, strategy, and growth
The Leadership team on ensuring iMentor is an anti-racist organization that operationalizes equity and inclusivity throughout its people and program work
What Success Will Look Like:
Deeply understand program content, delivery, strengths and challenges to articulate the program vision community-wide and to organize the community around that vision
Deeply understand the stakeholder experience (student, mentor, school partner)
Design and solidify a national team structure that is effective; drive a highly collaborative culture between national and regional program teams
Through learning and listening, build trust and high functioning relationships with senior leaders and program team members
Articulate and codify program excellence and ensure all aspects of iMentor programs are high quality and impactful, meeting or exceeding program success measures
Lead optimization of volunteer experience from recruitment and selection, through screening, and to preparation and engagement
Apply an equity lens in all decision making, people leadership, and program design and implementation work
