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Overview Location: Portland, Maine (Some remote flexibility within Maine) Website: www.mainephilanthropy.org Maine Philanthropy Center (MPC), Maine's regional association of grantmakers, is seeking a strategic and personable leader who will enthusiastically nurture relationships and grow a visible and vibrant philanthropic network in Maine. The next President & CEO has the extraordinary opportunity to build on MPC's strengths and chart a path for bold philanthropic leadership and successful growth. Founded in 1995, MPC's mission is to provide opportunity, leadership, and support to advance the effectiveness of philanthropy in Maine and its ability to make a meaningful difference. Today, MPC serves as a "backbone organization" for philanthropy in Maine, promoting shared learning and collaborative action among a network of grantmaker members. Currently, funders are actively collaborating through affinity groups around environmental interests, early childhood, immigrant and refugees, oral health, and education. MPC's membership base includes family and private foundations, community foundations, public charity grantmakers, corporate foundations and giving programs, and individual philanthropists. The membership is primarily located in the state but also includes regional and national foundations with a significant interest in Maine. MPC also offers membership opportunity to philanthropic consultants and advisors and is one of only a few philanthropy serving organizations in the nation to include nonprofit organizations within the membership model. MPC's organizational assets include: A strong network of relationships among its 71 grantmaking members and 326 nonprofit and consultant members Well regarded programs, including the popular biennial Philanthropy Partners Conference , which historically has drawn 375-400 funders and nonprofit leaders together for field-building conversations and relationship building A widely-accessed array of critical foundation resources, including a national funder database, a self-published directory of Maine funders, and other data essential to Maine's grantseekers An active advocacy committee, in partnership with the Maine Association of Nonprofits, to advocate for and advance policy issues relevant to the philanthropic community Strong operational systems, policies, and procedures A small but capable staff Effective and engaged board governance and administration MPC is on solid and steady footing following six years of strategic leadership by President Barbara Edmond. MPC employs 3.0 staff (full- and part-time), augmented by contract positions that provide project and administrative support, and has 19 board members representing both funder and nonprofit member organizations. MPC is the fiscal sponsor for the Environmental Funders Network. The MPC office is located within the Glickman Family Library at the University of Southern Maine. The average annual operating budget is $325,000 with a revenue base of member dues, event fees, directory sales, and corporate sponsorships. The organization has approximately $333,650 in financial assets, inclusive of a six month operating reserve and board designated funds. Responsibilities Opportunities and Strategic Priorities The new President & CEO will join MPC as the organization is poised for growth and increased leadership visibility - at a time when the field of philanthropy is changing . Given the changes in the philanthropic landscape, continued effectiveness and growth will require taking a forward look at refining the organization's value proposition in the philanthropic sector. The Board of Directors has identified a special focus on the following refinements to the 2017-2021 strategic plan: Chart a pathway, internally and externally, for MPC's diversity, equity and inclusion (DEI) strategic imperative. Nationally, the field of philanthropy is grappling with issues of equity, diversity and inclusion. Prior to the 2017-2021 strategic plan, MPC began an intentional process to examine its own relationship to equity, diversity and inclusion as both an internal priority and a leadership priority for the state. In 2017, the organization set a top strategic goal to “increase the awareness, knowledge, and skills-building around diversity, equity, and inclusion issues and practices within MPC and Maine's philanthropic network.” MPC is at the beginning of the process of examining DEI within all of MPC's programs and operations and bringing current thinking and best practices to Maine. Deepen Member Relationships and Value. By growing its convener and connector role, MPC has the opportunity to deepen value and relationships with and among current grantmaking members, as well as between grantmakers and nonprofits. Members have identified particular interest in issue/field-focused funder affinity groups and offering more field-building opportunities with nonprofits and the public sector, such as MPC's popular “ Let's Talk About ” series. Build New Relationships and Explore Expanding Membership Opportunities. Understanding and exploring the breadth and depth of the philanthropic field in Maine will be essential to understanding how philanthropy is changing in Maine. MPC will need to decide which relationship-building avenues to pursue, and determine how to pursue them (e.g. wealth advisors, donor advisors, estate planners, donor circles, government grant-making agencies, individual philanthropists), potentially shifting the membership model to include new member categories and developing new programs tailored to those members. Strengthen Strategic Partnerships. Essential to achieving this strategic priority is growing MPC's strategic partnership with the Maine Association of Nonprofits (MANP), particularly in programming and advocacy. Advocacy is a new function for MPC, in response to requests from members, and provides an opportunity to deepen value and increase visible leadership for both the organization and the philanthropic sector. MPC shares a part-time advocacy position with MANP and, moving forward, MPC will need to decide which advocacy issues are distinct for philanthropy and how best to advance those issues. Expand Beyond MPC's Current Sustainability Model. MPC has a clear but narrow pathway for sustainability at its current level of operation (with current office, staffing pattern, and technology) if the 2017-2021 strategic plan and the 2018-2022 business plan are followed, including board members actively participating in member cultivation and renewal activities. The revenue model relies heavily on member fees, the biennial conference, and in-kind office and technology support from the University of Southern Maine. Fiscal sponsorship for a funder affinity group provides a small portion of revenue and there may be further opportunity. Revenue is not tied to specific programmatic activities. To grow, the organization will need to assess operations, review its membership model, and explore growing program and event revenue, foundation funding for operations and programs/initiatives, and additional corporate sponsorships. Qualifications Ideal Candidate Maine Philanthropy Center is seeking a strategic and personable leader who will enthusiastically nurture relationships and grow a vibrant network that will increase the effectiveness of Maine's philanthropic sector. They bring a strong understanding of the context and trends of philanthropy. An equity-informed leader, they are excited to work with the Board of Directors to grow an organization grounded in best practice and the values of equity, diversity, and inclusion. A strong communicator and connector, they are able to challenge people's thinking while bringing them along in a shared vision. They have achieved sustainable change through thoughtful engagement of diverse stakeholders, great listening skills, and genuine curiosity. Entrepreneurial and tolerant of risk, they are able to see beyond perceived constraints. They see potential, strategically exploring and implementing new programs and partnerships while identifying revenue streams for growth and sustainability. They are able to balance MPC's responsiveness to members and the organization's operational needs with taking an external leadership role in the field of philanthropy. They bring experience managing in a non-profit environment and willingly step into the day-to-day work of running a small nonprofit. They have helped to grow organizations through building on people's strengths and effective delegation. They are skilled at ensuring plans are well executed. The ideal candidate can move seamlessly from a staff meeting to a funder meeting, to facilitating a conversation among funders and nonprofits, to conversations with wealth managers or donor advisors, to meeting with Maine's congressional delegation. They are able to assume a regional or national leadership role. They are optimistic, have a direct and transparent communications style, and can handle the soup-to-nuts nature of the work with grace and good humor. Primary Characteristics and Experience 5-10 years of leadership experience, preferably in a nonprofit membership organization and/or roles that require stewardship and nurturing of relationships Knowledge of philanthropy and the philanthropic field Demonstrated passion for diversity, equity and inclusion, preferably in the field of philanthropy, and the ability to chart a pathway and lead the organization through DEI conversations and change Successful experience diplomatically managing strategic and cultural change in organizations; Comfortable and effective in stewarding relationships and building new connections A successful track record in fundraising and development Experience growing programs and partnerships and identifying revenue streams for sustainability An effective communicator with proven capacity to coach, manage, and develop high-performing teams of staff and volunteers Demonstrated business savvy, financial and budgeting skills, and ability to communicate financial information across different audiences Ability to cultivate strong board engagement, recruitment and development, gained as a staff person or board member Approximate annual salary range: $95,000 - $105,000 Candidate Guidelines This search is being conducted by transition consultant Cathy Kidman in partnership with TSNE MissionWorks. Interested candidates should submit a resume and a cover letter. Electronic submissions are preferred and all submissions are confidential. Please include in your cover letter where you learned of the position and a description of how your qualifications and experience match Maine Philanthropy Center's mission, vision, and strategic priorities. Because of the pace of this search, candidates are strongly encouraged to apply as soon as possible. Review of materials and interviews of appropriate candidates will begin immediately. Resumes and cover letters will be accepted until the position is filled. Maine Philanthropy Center is an Equal Opportunity Employer and actively seeks a diverse pool of candidates. People from historically and currently under-represented communities are strongly encouraged to apply. Apply Here PI108760728

Overview Massachusetts Advocates for Children  (MAC) began 50 years ago as the Task Force for Children Out of School, investigating the exclusion of large numbers of children from Boston’s public schools. An ensuing report led to the first bi-lingual education and first special education laws in the nation. Since then, MAC has established itself as an essential child advocacy and education reform organization within the state. Its roles include: Primary organization protecting the educational rights of children with disabilities and their families. Statewide and national leader in the growing movement to create trauma-sensitive and safe and supportive schools, benefitting all students. Leader of a statewide coalition to reform school discipline laws. Leading statewide advocate to expand educational opportunities for children on the autism spectrum. Lead advocate in creating access to higher education statewide for students with intellectual disabilities and autism. Statewide support center in the civil legal aid network for children’s rights. Overview of the Organization and Programs Since its inception as the Task Force on Children Out of School under the leadership of founder  Hubie Jones , MAC has played a critical role in the enactment of Massachusetts’ first special education law, which, in turn, served as the model for the first federal special education law, passed in 1975. To this day, MAC still employs the unique multi-strategic approach to advocacy pioneered by Hubie. Strategies include case advocacy; administrative and legislative advocacy; generating and publicizing reports on high-impact issues; coalition building; fostering empowerment of families, youth and community leaders; technical assistance and training; and, when necessary, litigation. MAC acts to hold public institutions accountable and prioritizes systems change in order to achieve the greatest impact for the most children. Simultaneously, through its Helpline, case advocacy and trainings, MAC works to ensure that the needs of individual children are met. MAC’s  major projects  include: The Autism Center– Launched in 2002, The Autism Center works with partners and elected officials to create laws and regulations to ensure that children and young adults with autism spectrum disorders obtain the services and resources they need in order to reach their full potential. The Center works to empower parents to be a voice for their children by providing legal services, advocating for their children, and providing community workshops and online resources to help parents understand their rights. Children’s Law Support Project (CLSP)– MAC throughCLSP identifies and addresses otherwise untended legal needs of Massachusetts children from low-income families, particularly those needs related to education. MAC through CLSP also serves as the statewide support center in the civil legal aid network for children’s rights. Racial Equity and Access Project (REAP)– The overarching goal of REAP is to eliminate gaps in opportunity and achievement for Black and Latinx students in Boston, including those living in poverty, immigrant students, English language learners, and students with disabilities. The project’s primary focus is to disrupt the “school to prison pipeline.” School Discipline Project– Rooted in the passage of the Education Reform Act of 1993 and Chapter 222 in 2012, MAC’s School Discipline project focuses on school exclusion and the effects of zero tolerance policies and practices, particularly among students of color and students with disabilities. Special Education– As the leading voice on behalf of children with disabilities within the State, MAC conducts effective legislative, administrative and case advocacy, develops training curricula to empower parents and youth, provides technical assistance and representation to low-income parents, convenes statewide coalitions, and mobilizes parents and advocates to defend special education. Trauma and Learning Policy Initiative (TLPI)– TLPI is a nationally-recognized collaboration between MAC and Harvard Law School. Its mission is to ensure that children affected by family violence and other adverse childhood experiences succeed in school. The Boston Special Education Transition Project (B-SET)– The goal of B-SET is to increase inclusive workforce and post-secondary education placements and opportunities for Boston youth with disabilities, of all types and severities, while enrolled in school and after exiting. A 501(c)(3) nonprofit, MAC is overseen by a volunteer board of directors, currently comprised of 14 community, legal and education leaders. MAC’s annual revenue is approximately $1.6 million. The organization employs approximately 20 staff members, fellows and interns, who work from its headquarters on Kingston Street in Boston and in Cambridge at Harvard Law School.   Responsibilities Strategic Opportunities and Challenges The Executive Director will have the opportunity to guide this statewide leader, a nationally-respected and well-known advocacy organization with an exceptional track record of success on behalf of children and families. High priorities for the Executive Director include: Managing effectively and efficiently the daily operations of a nonprofit with a $1.6 million operating budget and approximately 20 staff members. Directing, inspiring and empowering a team of highly experienced, very dedicated and deeply committed legal and advocacy experts to ensure MAC remains mission-focused and builds on its impressive history of advocating for the equitable treatment of all students and families. Navigating MAC’s first major leadership transition since 2003, ensuring that existing external relationships are transitioned to the new Executive Director so that the leader is well-positioned to interact with and influence a broad range of constituencies, funders, coalitions, and partners. Expanding MAC’s fundraising program, involving the board of directors and volunteers to build capacity to cultivate and steward individual and corporate donors, while also leading the staff-driven project-based grant seeking from foundations and others. Informed by MAC’s recently-completed planning preparation, finalizing a strategic plan which aligns financial and staffing resources to achieve the identified priorities and determining gaps in capacity and alternatives for filling those gaps. Ensuring that MAC incorporates a racial and social justice lens into its existing and new projects as well as its general work environment and culture. Expanding MAC’s public messaging and presentation, while also creating greater connections across projects and expanding the organization’s technological platform. Executive Transition Since 2003, MAC has been very well-led by Jerry Mogul, who will transition from MAC upon the hiring of the next Executive Director.   Qualifications Desired Credentials/Profile of the Ideal Candidate Minimum of 5 years of results-driven leadership and operational/management experience, particularly in the legal community and/or non-profit sector Passion for and demonstrated commitment to social justice, access and equity Knowledge of city and state government would be advantageous Bachelor’s degree required; law degree and litigation experience preferred Skills and Experience Persistent and Knowledgeable Advocate for Children and Families The Executive Director must be aligned with MAC’s mission to remove barriers to educational and life opportunities for children and youth. The leader must be a persistent, committed, confident and courageous advocate with specific knowledge and experience related to special education, equal educational opportunity, and/or education reform. Ideally, the leader will have the ability to understand and discuss complex and diverse issues at the intersection of education and legal services as well as work collaboratively with MAC’s senior staff to leverage their subject matter expertise. Strong Communicator and Public Spokesperson The Executive Director must be a consummate and passionate communicator, savvy networker and honest broker on behalf of MAC, able to communicate equally well with educators, legal experts, families, students, government officials and thought leaders. The Executive Director must be a compelling spokesperson and presenter to the media and others to grow interest in MAC’s causes and to energize partners, collaborators and influencers to advance those causes on behalf of children and families. The leader must be politically astute, skilled at partnering with educational and legal experts, able to listen well and able to be reflective and responsive while influencing others to support the policies and strategies for which MAC advocates. Inspirational, Creative and Experienced Administrator The Executive Director must be a personable, charismatic and dynamic leader who can inspire the staff, board and coalition partners to pursue a cohesive strategy designed to achieve MAC’s mission. In addition, as the agency’s chief administrative officer, the Executive Director must be a collaborative multitasker, able to oversee the organization’s operations, finances, and personnel, decisively and efficiently aligning and maximizing resources to achieve MAC’s strategic goals. The Executive Director also serves as the primary liaison to the board of directors to engage it in effective governance. Committed Fundraiser The Executive Director will have experience in and a strong desire to engage her/himself and others in fundraising to sustain existing donors and attract new ones. The ability to create a vision and strategy for a fundraising program aligned with MAC’s mission and financial needs is required, both expanding efforts to raise unrestricted funds by broadening the base of individual donors while also growing the project-based grant-seeking from private foundations and other institutional sources. The leader must be eager, poised and proactive in assuming the Executive Director’s role in fundraising, while working collaboratively with board members, volunteers and key staff members to plan and execute multiple fundraising strategies. Empowering Teambuilder Committed to Social Justice and Equity A skilled manager of staff, the Executive Director must inspire, develop and empower others, while generating trust and respect across the entire organization. The leader will need to champion issues of social justice, racial justice, access and equity in MAC’s projects, advocacy, and workplace in general. The leader must work in partnership with and value the contributions of a highly-committed, long-serving, experienced and respected staff. Displaying empathy and patience, the Executive Director must be an active listener, able to create a collaborative and mutually supportive culture and climate. The Executive Director must be a team player who holds him/herself and the entire organization equally accountable to high expectations. Candidate Guidelines This search is being conducted by TSNE MissionWorks with transition consultant John Tarvin. All submissions will be acknowledged and are confidential. Please include a resume and a cover letter with salary requirements, information regarding how you learned of the position, and a description of how your qualifications and experience match MAC’s needs and mission. All submissions of candidacy will be accepted until the position is filled. Salary is commensurate with experience, within the framework of the organization’s annual operating budget. MAC strongly desires to attract a broad and diverse pool of candidates to apply, particularly candidates of color and/or candidates who know and/or represent the constituencies for whom MAC advocates. Apply Here:  http://www.Click2Apply.net/fwdy9775qkrvkqck   PI108763810