Spring Forward: Top 10 To-Dos

by Josh Jacobson

Is it really going to be 76 degrees today? And yes, I still put on a sweater vest this morning. It will remain winter if only in my mind.

In truth, March is early spring – there’s no getting around it. And as such, it is a time for us to consider springing forward for the ~80% of nonprofits with a June 30 fiscal year. Here are Next Stage’s top ten suggestions for making the most of the next few months:

  1. Staff Assessment & One-on-One Meetings – We all know that April and May bring a lot of staff turnover, but we wonder if it has to be that way. Sit down with your staff member before the onset of the human resources musical chairs to discuss their career, their pathway with the organization and how to help them reach their potential. It can make a huge difference toward retaining talent.
  2. Complete the Audit & 990 Submission – Ugh, we know. No one particularly loves the audit process and/or the effort to submit the 990 Form to the IRS. Rather than see it as a hateful exercise, use it as an opportunity to reflect on the previous year and get familiar with your stats. Analyzing financial performance is a critical component of nonprofit strengthening.
  3. Review the List of LYBUNTs – Of course, we all know the term LYBUNT, so I hardly need to define it, right? No? It stands for Last Year But Unfortunately Not This, and it refers to past donors who for whatever reason have not yet made a gift during your current fiscal year. Do you know who is on this list? If not, we recommend that you do.
  4. Ensure Sponsorship Fulfillment – Our sponsors care about mission – it is part of why they sponsor you. But make no mistake, sponsorship is earned revenue. Your organization earns it by fulfilling the expectations contained in the sponsorship agreement. It might be time to dust those off and make sure you are on track.
  5. Make Your Top-10 List for Coffee – The clock is ticking and pretty soon it will be too late to try to get people to meet for coffee. I heard it call “June-tober” – the idea that if you don’t have it on the calendar by the start of June, it will likely take until October to get it back on the calendar. Tempus fugit! Reach out and get that meeting locked down.
  6. Prepare for Summer Projects – Too many nonprofit leaders wake up on July 1 and have no idea how they are going to leverage a two-month respite before the fiscal year starts picking up again with the arrival of fall. Don’t be one of them. Make your summer plan now and get folks ready to run when the time comes.
  7. Clean Up the Database – “Garbage in, garbage out.” It is a truism for a reason. The messy constituent relationship management (CRM) database will never do what you need it to do if it is full of mislabeled and poorly-entered data. Make a commitment, set a deadline and get your team focused on a spring data cleaning.
  8. Review Your Marketing Plan – Did we reach the population segments we hoped to reach this year? If so, what made us successful? If not, is it too late the figure that out? (here’s a hint: it is not too late) The beautiful marketing plan you built last summer has suffered the slings and arrows of practicality all fiscal year long. It’s time to level set, fill gaps and double-down on successes.
  9. Prepare Storytelling Content – Spring is event season, which also means it is storytelling season. Every organization should be building a new set of stories to share that illuminate the pursuit of mission. Who are the people your organization has engaged or served over the last 9 months? It is time to capture those testimonials and share those stories.
  10. Schedule a Happy Hour to Celebrate – Amiright? We here at Next Stage always encourage the proper and appropriate imbibing of alcohol to celebrate the year that was. After you’ve made it through our top ten list, you deserve as frosty beverage of your choice. But only one… okay, maybe two.

What are your must-happen activities before June 30? Share them on our social pages!

Job Announcement: Ada Jenkins Center, Executive Director

Ada Jenkins Center (AJC)

Executive Director  – Position Description

Location:           Ada Jenkins Center, 212 Gamble Street, Davidson, NC 28036

Reports To:       Board of Directors

 

Organizational Overview

Mission

Ada Jenkins Center exists to help people in our community create lasting solutions for economic stability.

About the Organization

The Ada Jenkins Center, in Davidson’s historic west side community, serves as a resource hub for approximately 900 client-partners annually on a budget of $3.5 million. The Center focuses services on eligible individuals and families who live in Davidson, Cornelius, and Huntersville.

For more than 25 years, the Ada Jenkins Center has been north Mecklenburg’s answer for unmet social needs. Often, when individuals and families come through the doors at Ada Jenkins Center, they are facing a crisis. Sometimes, the need is specific such as acquisition of a medical or dental home. Other times, the needs are multiple and seemingly without end. Based on the situation, client-partners work with the organization’s Coordinated Services team to first assess eligibility for programs and services and then choose the right mix of supports to uniquely meet their needs. Core services are Education (adult and child), Housing/Workforce Development, Free Medical Clinic, Mobile Dental Unit, and Coordinated Services.

The organization is unique among area service providers in its dedication to bridging federal, state and nonprofit programs that too often operate in isolation. The Ada Jenkins Center’s integrated, multi-generational approach is based on a premise that positive health outcomes (physical and mental) will lead to positive education/employment outcomes and a consequential increase in family economic stability, which, in turn, will improve a child’s (physical and academic) well-being. Stable, healthy, safe children reduce adult stressors and contribute to the well-being of adults. The loop continues with positive outcomes for all family members and successive generations. This model is the only fully integrated and holistic one locally, partnering with many area providers to avoid duplication.

For more about Ada Jenkins Center please visit adajenkins.org.

The Opportunity

At a time when economic mobility has been identified as a critical challenge in our communities, Ada Jenkins Center focuses our resources and efforts to work with families seeking long-lasting solutions and change. The organization has revised its mission statement and service delivery model in recent years to focus on economic stability. Recognizing that this work does not occur in a vacuum, the Center intentionally engages with a wealth of other community partners who also support this commitment to change. The Executive Director will take the reins of a well-respected organization with a twenty-plus history of serving the community, an outstanding reputation, and a compassionate team driven to meet the need for long-term economic stability in north Mecklenburg County.

The Role

The Executive Director (ED) will be a visionary leader with excellent fundraising, administrative operations, relationship-building, and advocacy skills. Reporting to the Board of Directors, the ED is responsible for overall leadership and operations of Ada Jenkins Center including personnel, finances, mission delivery, communication, fund development, and management. The ED will continue organizational development and further its sustainability in conjunction with staff, Board, and stakeholders.

The ED embodies, and serves as chief role model for, the Center’s Guiding Principles: Relationships Driven by promoting a culture of trust and respect, Mission Drive and Excellence, and a Steward of Resources.

Key responsibilities include:

Strategic Leadership and Board Relations

  • Works in partnership with Board members, to assist them in their board operations, administration, planning, and information dissemination.
  • Helps build, sustain, and strengthen all Board functions including meetings, policy adherence, and committee work.
  • Communicates regularly with the Board and engages the Board in meaningful participation to further AJC goals.
  • Works with members of the Board to help identify and onboard new members to further advance the AJC mission.
  • Ensures implementation of organization policies, services and goals as approved by the Board.
  • Serves as a strategic, visionary leader with the ability to proactively communicate how specific priorities are driving overall business goals to key stakeholders, staff and Board.
  • Utilizes a dynamic strategic plan that leads to viable, comprehensive growth for AJC.
  • Oversees all operations of the organization, working in partnership with the Board, appropriate committees, and the Senior Leadership team.
  • Engages and collaborates with the Senior Leadership team: Director of Operations, Director of Development, and Director of Impact and Engagement. Oversees all AJC personnel.

Relationship Building for Resource Development

  • Serves as the organization’s lead spokesperson and relationship-builder in the community, acquiring and nurturing relationships that advance Ada Jenkins Center’s mission.
  • Expands public awareness, representing the organization within the community, including the media. Explores ways for Ada Jenkins Center to gain new external support and resources.
  • Maintains relationships with major donors of the organization and shares critical information with development staff for appropriate donor stewardship.
  • Cultivates trusting positive relationships with philanthropic foundations, corporations, individual donors, faith-based organizations, and local, county, federal, and state governments to support growth of the organization.
  • In conjunction with the Director of Development, and with an entrepreneurial spirit, develops diverse funding streams including the possibility of earned income revenue.
  • Anticipates spending at least 50% of the time focused on this category.

Financial Performance and Viability

Alongside the Director of Operations:

  • Maintains the fiscal integrity of AJC by submitting monthly financial statements, income, and expense forecast updates, and proposed annual budgets that accurately reflect the financial condition of the organization to the Finance Committee and Board.
  • Provides fiscal management that generally anticipates operating within the approved budget, ensures maximum resource utilization, and maintenance of the organization in a positive financial position.
  • Builds and/or maintains a healthy operating reserve that mirrors nonprofit best financial practice, as well as a capital reserve available for unexpected events.
  • Delivers financial records that are organized and maintained and confirms that ethical accounting standards are followed with effective checks and balances.
  • Ensures completion of annual independent financial audit and IRS Form 990.

Organizational Operations

  • Provides inspiration and encouragement to staff, continuing to foster a cohesive, inclusive, and positive team culture with an emphasis on work-life balance.
  • Conducts regular staff meetings to ensure that staff works as “One AJC Team” to achieve the organization’s mission and goals.
  • Develops strategic goals and key performance indicators (KPIs) to define and measure team and outcomes.
  • Promotes the on-going culture of coaching, as well as personal and professional development opportunities for all staff.
  • Maintains cohesive and collaborative Leadership teams.
  • Alongside the Director of Operations:
  • Oversees and implements appropriate resources to ensure that the operations of the organization are sufficient.
  • Ensures that sound and legally compliant human resource practices are in place and they align with the organization’s mission, guiding principles and strategic plan.
  • Recognizes that staff are the organization’s greatest asset. Prioritizes retaining a competent, passionate, and diverse staff to appropriately meet the strategic needs of AJC.
  • Maintains effective and safe facility operations, authorizes necessary campus repairs and maintenance, as well as routine inspections.
  • Provides direction and guidance on facility capital maintenance and renovation projects with AJC’s strategic plan and future in mind, while maintaining the historical integrity of the site.

Mission Delivery

  • Promotes an environment that places client-partners at the forefront of all decision-making.
  • With an eye towards social justice, provides consultation and guidance about the on-going visioning and planning of service delivery to fulfill the mission.
  • Shares information with the Board and appropriate committees regarding mission, model, or service changes.
  • With the Director of Impact and Mission Team:
  • Establishes outcomes, tracks progress and evaluates achievement in reaching service and mission goals.
  • Develops collaborative relationships with other service agencies, including the government and faith communities and other entities.
  • Participates in community strategic planning to maximize community resources while maintaining the vision and mission of the organization

Performs other job duties as requested by the Board of Directors and committee chairs, within the scope of the position.

Required Qualifications & Competencies

The ideal candidate will have the following capabilities and qualities:

  • Demonstrated commitment to the AJC mission of economic stability, our client-partner families, and the North Mecklenburg community.
  • Familiarity with North Mecklenburg County funders, leaders, and community groups preferred.
  • Community leader for systemic change preferred.
  • Experience consistently raising funds and managing an organizational budget of greater than $1.5M.
  • Experience managing, coaching, and genuinely relating to a diverse team of full and part-time staff of approximately thirty, as well as a cadre of volunteers who supplement the AJC work-force on a daily basis.
  • Ability to serve as a strategic visionary leader, with a demonstrated track record as a change manager with excellent fundraising, administrative operations, financial management, strategic planning, service delivery model growth and development, relationship-building, and advocacy skills.
  • Fluent, cogent, oral and written communication skills, and the ability to present formally and informally to client-partners, staff, volunteers, community partners, Boardroom audiences, government and other key and potential stakeholders.
  • Experience setting organization-wide strategic goals and effectively leveraging the skills of employees to achieve goals.
  • Previous experience in engaging Board relations, developing policies, goals and objectives (optimizing the inherent resources of board members) and onboarding and training new members.
  • Demonstrated competence in reading, creating, and understanding financial documents, including budgets, cash flow, income statements, balance statements, and statements of functional expenses.
  • Creative and compassionate attitude towards serving families working toward economic stability, with an ability to define win-win parameters on behalf of AJC, our client-partner families, and the community.
  • Integrity and well-defined principles, practical business instincts and the ability to adapt to corporate and nonprofit environments.
  • Demonstrated ability to negotiate, collaborate, and foster inclusiveness among a wide range of people with diverse backgrounds.
  • Bachelor’s degree required.
  • A minimum of five years of senior leadership experience required; preferably in the social good or nonprofit sector.

To Apply

Ada Jenkins Center has partnered with Next Stage to help in this hire. All inquiries, nominations and applications should be directed via email to Next Stage (search@nextstage-consulting.com). Applications must include a compelling cover letter and resume to be considered for the role. Please also indicate where you learned of the opportunity. Please note that only those candidates invited for screening will be contacted. NO PHONE CALLS PLEASE.

Ada Jenkins Center provides equal employment opportunity to all persons without regard to race, color, creed, age, sex, religion, disability, nationality, or sexual orientation, and promotes the full realization of this policy through a positive, continuing program of affirmative action.

 

About Next Stage

Next Stage is a strategy and implementation firm based in Charlotte, NC and serves nonprofit organizations and social cause start-ups throughout the Carolinas. Next Stage works with nonprofit organizations to develop game-changing strategies and strengthened operations in service to mission and long-range vision. For more information about Next Stage, please visit nextstage-consulting.com.

 

Job Announcement: Supportive Housing Communities, Chief Executive Officer

SUPPORTIVE HOUSING COMMUNITIES (SHC)

Chief Executive Officer – Position Description

 

Title:                 Chief Executive Officer

Location:          Administrative Offices at the Children and Family Services Center, 601 E. Fifth Street, Suite 255, Charlotte, NC 28202

Reports To:       Board of Directors

 

Organizational Overview

Mission

The mission of Supportive Housing Communities is to provide affordable housing to alleviate homelessness and human suffering.

Vision

SHC’s vision is to develop and operate permanent supportive housing for men, women and families overcoming homelessness, especially veterans and those with mental illness, substance abuse, and medical or other disabling conditions.

Community and Residents

SHC is a leader in Charlotte for ending homelessness. While pioneering the concept of providing permanent supportive housing to homeless people with disabilities, the agency maintains a 97% success rate of keeping residents in stable housing.

SHC goals include assisting residents in obtaining/remaining in permanent housing, encouraging residents to increase skills and/or find employment, fostering self-sufficiency and improving self-image, and supporting recovery and wellness. SHC serves formerly homeless people with at least one disability. SHC residents must earn (through employment or earned benefits) less than 30% of area median income and contribute 30% of their income, if any, toward rent. All residents are homeless at the time of entry, with 82% being chronically homeless last fiscal year. SHC provides supportive housing to more than 300 residents on a budget of over $4 million.

Programs

  • McCreesh Place is the home to 90 formerly homeless men and women. Opening its doors in 2003, McCreesh Place was Charlotte’s first permanent supportive housing complex. McCreesh Place is a recovery-based housing model and the community includes programs to support recovery. At McCreesh Place, the community makes all the difference and proves that recovery within community works.
  • Scattered Site Housing provides residents safe homes in the community and SHC advocates on behalf of the residents and promotes positive relationships with landlords.
  • John’s Place is a 32-unit apartment building purchased in July 2017 to create more affordable apartments for chronically homeless individuals and families living with disabilities.
  • Project for Assistance in Transition from Homelessness (PATH) program focuses on providing street outreach to adults living in outside locations such as streets, camps, wooded areas, etc.

For more information about SHC visit supportivehousingcommunities.org.

The Opportunity

At a time when all eyes are on affordable housing in the Greater Charlotte region, SHC has taken significant strides forward to increase access for people in need. The organization has onboarded several new assets and programs in recent years, increasing its scale and impact. Following the transformational, decade-long tenure of a retiring leader, the new Chief Executive Officer is taking the reins of a growing agency with a compassionate team driven to meet the need for permanent supportive housing in the Queen City.

The Role

The CEO will be a visionary leader with excellent fundraising, administrative operations, relationship-building, and advocacy skills. Reporting to the Board of Directors, the CEO is responsible for overall leadership and operations of Supportive Housing Communities including personnel, finances, program growth and development, communication, fundraising and management of overall operations. SHC has experienced significant growth in recent years and the new CEO will continue growth and sustainability in conjunction with staff, Board and key stakeholders. Key responsibilities include:

Strategic Management and Leadership

  • Serves as a strategic, visionary leader with the ability to transparently communicate goals and vision to staff, Board and key stakeholders.
  • Oversees all operations of the agency, working in partnership with the Board of Directors and the appropriate committees.
  • Establishes a clear vision for continued growth and expansion for SHC.
  • Works closely with development, design, and oversight of program growth and expansion approved by the Board.
  • Provide direct supervision of Accounting Manager, Director of Development, Chief Operating Officer, Accounting Manager and outside accounting firm. Oversees all SHC personnel.

Board Relations

  • Communicates regularly with the Board and engages the Board in meaningful participation to further SHC goals.
  • Maintains an effective and collaborative relationship with the board and implements policies, programs and goals as established by the Board.
  • Works with members of the Board to help identify and onboard new members to further advance the SHC mission.

Community Building and Public Relations

  • Serves as the lead spokesperson and relationship-builder in the community. Initiates and strengthens relationships and collaborations with organizations and leaders connected to SHC mission and goals.
  • Develops collaborative relationships with other service agencies, including the government and faith communities and other entities.
  • Expands public and community awareness; representing the agency to the community, including the media.
  • Participates in community strategic planning to maximize community resources while maintaining vision and mission of the organization.
  • Oversees production of annual report and periodic newsletters.

Fundraising and Resource Development

  • Maintains relationships with major donors of the organization.
  • Explores ways for Supportive Housing Communities to gain support and resources.
  • Manages grants and reporting requirements; providing necessary documentation.
  • Cultivates trusting positive relationships with philanthropic foundations, corporations, individual donors, faith-based organizations, and city, county, federal, and state government to support growth of the organization.

Financial Management

  • Ensures that financial records are organized and maintained in partnership with the Board of Directors.
  • Identifies outside financial management resources.
  • Approves requisitions and ensures ethical accounting standards are followed by implementing
  • effective checks and balances.
  • Works with the Finance Committee and Board of Directors in maintaining monthly and annual financial/status reports on activities of the agency.
  • Manages the yearly budget process involving SHC staff.
  • Ensures fiscal stability. Develops and oversees annual budget after approval by Board of Directors.

Human Resources Oversight

  • Holds regular staff meetings. Provides coaching and encouragement to staff, fostering a cohesive, positive team culture working effectively to support SHC mission and goals.
  • Approves job descriptions and job duties.
  • Is ultimately responsible for the hiring of employees but may incorporate the help of supervising staff and/or board members.
  • Develops and implements annual salary administration plan within parameters defined by the Board of Directors.
  • Identifies and implements insurance coverage and other employee benefits.
  • Oversees annual performance reviews and maintains written records in personnel file as required by law.

Internal Policy

  • Oversees the development, updates, and distribution of internal policy and procedures.
  • Oversees daily operations to ensure staff members employ effective procedures.

Program Oversight

  • Maintains and revises programs of Supportive Housing Communities with input from COO, staff and Board.
  • Oversees eligibility guidelines and program requirements employing evidence-based client centered models.
  • With the COO, oversees a system that monitors program outcomes.
  • Regularly meets with residents and ensures that residents are treated fairly within the social work code of ethics and confidentiality law.
  • Creates an environment that is supportive of the residents, staff, community, Board and volunteers.

Maintenance and Property Management

  • Works with the COO to assure effective operations, building maintenance and routine inspections.

Performs other job duties as requested by the Board of Directors and committee chairs, within the scope of the position.

 

Required Qualifications & Competencies

The ideal candidate will have the following capabilities and qualities:

  • A demonstrated commitment to the SHC mission and the community in which it serves.
  • Ability to facilitate the mission of the organization and provide staff supervision while working in a nonprofit environment.
  • Ability to serve as a strategic visionary leader with a demonstrated track record as a change manager with excellent fundraising, administrative operations, financial management, program growth and development, relationship-building, and advocacy skills.
  • Fluent, cogent, oral and written communication skills, and the ability to present formally to senior management, Boardroom audiences, staff, residents, HUD, City of Charlotte and the community.
  • Ability to fundraise with sound knowledge of grant and contract writing, special events, direct mail, corporate giving, endowment programs and other relevant forms of development.
  • Previous experience in engaging Board relations, developing policies, goals and objectives (optimizing the inherent resources of board members) and onboarding and training new members.
  • Creative and compassionate attitude towards serving the homeless/formerly homeless population, with an ability to define win-win parameters on behalf of the agency and residents.
  • Integrity and well-defined principles, practical business instincts and the ability to adapt to corporate and nonprofit environments.
  • Master’s level degree required; and ten years of progressive leadership experience in field of low-income housing and/or homeless services or equivalent in human services.

To Apply

Supportive Housing Communities has partnered with Next Stage to help in this hire. All inquiries, nominations and applications should be directed via email to Next Stage (search@nextstage-consulting.com). Applications must include a compelling cover letter and CV to be considered for the role. Please also indicate where you learned of the opportunity. Please note that only those candidates invited for screening will be contacted. NO PHONE CALLS PLEASE.

Supportive Housing Communities provides equal employment opportunity to all persons without regard to race, color, creed, age, sex, religion, disability, nationality, or sexual orientation, and promotes the full realization of this policy through a positive, continuing program of affirmative action.

About Next Stage

Next Stage is a strategy and implementation firm based in Charlotte, NC and serving nonprofit organizations and social cause start-ups throughout the Carolinas. Next Stage works with nonprofit organizations to develop game-changing strategies and strengthened operations in service to mission and long-range vision. For more information about Next Stage, please visit nextstage-consulting.com.