Position Profile Executive Director Skills for Change (SfC)

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1 Position Profile Executive Director Skills for Change (SfC) 1.0 Profile of Skills for Change 1.1 Background Information Since 1982, Skills for Change (SfC) has worked with over 120,000 immigrants and refugees to provide them with learning and training opportunities that help them access and fully participate in the workplace and in the wider community. Our Vision is a Canada where every immigrant succeeds. To help achieve its goals, SfC focuses not only on immigrants and refugees but also on employers. It sees its role as bridging the gap between immigrants and employers by providing the appropriate supports to both through three key areas of work: 1) Providing programs and services to immigrants and refugees 2) Showcasing the contributions and talents that immigrants and refugees bring to society 3) Breaking down barriers that block immigrants and refugees from successfully entering the workplace. Skills for Change currently offers or provides over 45 courses, training programs and services in key areas such as employment, English as a second language, computer training, training and settlement services and general information. Some of the highlights achieved during the fiscal year were: Resource 1,553 clients and 309 workshops on diverse Increased funding from Ministry of Training and Colleges and Universities by 42% to $1.95 million and an invitation to open a new location in Flemingdon Park A three year investment from Social Venture Partners Toronto to provide both funding and strategic consulting support; investment includes a comprehensive capacity assessment For more detailed information on Skills for Change, please see SkillsforChange.org Page 1 of 8

2 1.2 The Challenges, Opportunities and Priorities SfC currently receives about 80% of its funding from the all levels of government (approximately $4.5M), while the balance is self-generated (including money from United Way). Approximately 50% of the self generated revenue comes from traditional fundraising sources, such as foundations, special events, and direct mail. The other 50% is raised through fee-based services to the community and employers.. The strong growth experienced by the organization over the last 5 years is attributable in large part to a significant increase of government funding. In September 2005, SfC had 40 staff, 2 locations and a $3 million budget. It currently has 100 staff, with 3 locations (one is being closed down as a result of MTCU funding and two new ones will be established over the next few months) and operates at a $6 million budget. As all levels of government readjust their funding models/ requirements, organizations such as SfC are now required to be more flexible in their structure and operations, so as to successfully accommodate these new and evolving funding requirements and models. For example, SfC is currently in the process of readjusting some of its program models to meet the requirements of the Ministry of Training and Colleges and Universities. In today s climate, the mandate to diversify and grow the funding base is essential for the future sustainability and success of the organization. Future growth and stability will now require looking at, and developing, new ways of building funding diversity to ensure the availability of sufficient and regular revenue sources. One significant opportunity for future exploration at SfC is to take advantage of the significant potential offered by the existing programs, partners and stakeholders by leveraging social enterprise opportunities. A 5 year Strategic plan was developed in 2009 and identifies 4 key areas that SfC will focus on to strengthen its responsiveness and relevance to its clients as well as its resilience and capacity as an organization - Program and Process Innovation, Marketing and Communications, Social Enterprise and Delivery Channels. Priorities for the new Executive Director will be as follows: Operationalize and manage the organizational changes necessitated by current funding models (including establishment of two new locations); Oversee and manage a diversification and expansion of funding (including the exploration of social enterprise opportunities), while providing support to staff and stakeholders affected by this change in culture; Deal with, and progress, branding and marketing issues (i.e., how to stay competitive in the field and position SfC as the lead expert on issues dealing with immigrant training and employment placement); and Retain existing partnerships and relationships while building new relationships within government, business and the variety of SfC stakeholders. Currently, there are strong programs and program management in place. There are excellent internal dynamics, with staff staying for long periods and being genuinely supportive of the organization and its mission. There are also strong partnerships with businesses, field agencies and government funders. Page 2 of 8

3 2.0 Profile Catherine Kenwell, Chair Board of Directors, Skills for Change Catherine Kenwell has an extensive history of involvement with Skills for Change. She has served as a board member since In the early 1990s, she was responsible for establishing a sponsor partnership between Skills for Change and her former employer, CGA Ontario a partnership that continues to thrive today with CGA Ontario s sponsorship of the New Pioneers Awards (NPA). In her role, she arranged for and co-presented sessions for foreign-trained financial and accounting professionals as part of the STIC program. Catherine led the New Pioneers Community Service selection team for several years, an opportunity that humbled and inspired her, and she currently sits on the NPA steering committee. Catherine is the director, marketing and communications at the Canadian College of Naturopathic Medicine, where she spearheaded CCNM s rebranding and website redesign efforts and established a highly successful alumni magazine. She has been instrumental in building communications consistency with College stakeholders to deliver a strong, unified message of health promotion to the Canadian public. Previously, Catherine was marketing manager at CGA Ontario, where she organized and motivated hundreds of member and student volunteers to participate in partnerships like Skills for Change and Big Brothers Big Sisters of Canada. She also managed the provincial volunteer recognition program, establishing awards criteria, securing sponsorship and organizing selection committees. 3.0 The Position Overview Reporting to the Board of Directors, the Executive Director is the chief executive officer of Skills for Change and is responsible for ensuring the achievement of its long-term mission and strategic plan. He/she will use senior-level management skills and an entrepreneurial spirit to work independently to manage the effective day-to-day operations within the framework of established, guidelines and by-laws. The Executive Director is responsible for assessing current trends and practices in immigrant employment and support, and for ensuring SfC is on the leading edge, building capacity and creating opportunities for clients and the broader community. The Executive Director is accountable to the Board for providing oversight in the following categories: Executive leadership (vis a vis the Board, human resources, operations, organizational and program development and management); Resource development; Community involvement and public relations (including public relations, community relations and advocacy); and Corporate responsibilities (property management and development, financial and legal oversight). Three major attributes/abilities will be essential in the Executive Director role at SfC: A Seasoned Executive A seasoned executive who can provide strong and innovative leadership in managing change, and brings with them direct experience in managing an organization, measuring success and challenges, understanding the changes and challenges affecting the sector, developing and implementing policies and programs, and creating consensus from different points of view a strategic thinker with the ability to both develop a vision and drive results; Page 3 of 8

4 A minimum of five years experience at a senior management level, including financial management, marketing, business development, strategic planning and program development and evaluation; and Proven leadership within stakeholder communities such as education, philanthropic, social services and corporate, and act as an advocate for immigrants and refugees with the ability to provide leadership in a culturally diverse environment. A Passion for the Mission A dynamic advocate with the commitment and passion to provide a range of quality services in the sector; A deep sector-specific knowledge - understanding and valuing diversity, and a genuine commitment to immigrants and refugees; and An excellent communicator with high-level strategic experience and established relationships with key media, government, funders, and sector stakeholders, in addition to the experience and interest in developing social enterprise opportunities. An Engaging Leader Responsible for implementing and overseeing the diversity of funding acquisition; Ability to understand and move the strategic plan forward; and Ability to bring a vision and a strategic perspective to the position while filling the role as a visible, engaging and trusted partner for the Board of Directors, staff, clients, volunteers, funders, businesses, community organizations and all other internal and external constituents. He/she will have access to transitional support from the outgoing Executive Director for a designated time period. 4.0 Relationships Reports to: Board of Directors Direct Reports: Manager, Accounting & Financial Reporting Manager, Manager, Human Resources & Communications Manager, Operations Manager, Programs & Services (3 positions, one is currently vacant) Manager, Resource & Business Development Nine Coordinator positions report directly to the various managers. The management team works in a consultative team model approach where rationale for issues and problems are well articulated and solutions put forth for discussion and decision. Page 4 of 8

5 Key External Relationships: Community organizations and agencies Government Funders Employers Regulatory Bodies Educational Institutions Suppliers Volunteers 5.0 Specific Responsibilities The Executive Director is responsible for effectively leading, managing and conducting the affairs of SfC in accordance with the organization s mission, by-laws and policies/procedures, and in keeping with the board of directors approved strategic priorities. The successful candidate will excel in communications with high-level strategic experience and established relationships with key media, government, funders, and sector stakeholders, and will have experience and interest in developing social enterprise opportunities. 5.1 Executive Leadership Lead the implementation of the organization s vision and strategic plan. Execute decisions and assignments of the Board; Support motivation of employees through establishment of measurable goals and key performance indicators; Identify entrepreneurial opportunities for the organization. Build an organizational culture to support this focus on diversified funding; Identify, assess, and inform the Board of Directors of internal and external issues that affect the SfC; Ensure that SfC s mission and vision are clearly defined and communicated both internally and externally; Represent the organization at community activities to enhance the organization's community profile; Implement the Strategic Plan in the daily operations of the organization. Oversee the evaluation of the Plan implementation in conjunction with the Board and management; Ensure a culture of excellence and best practices in all aspects of SfC programs, centres and operations; Provide inspirational and strategic leadership to the Management Team; Ensure the organization has a clear understanding of current market conditions and social services trends; identify appropriate target markets and create partnerships for continuous financial support; Working closely with the Chair of the Board of Directors and the Manager, Resource and Business Development, and Program Managers identify, analyse, and problem solve situations that impact or may affect the organization s ability to achieve its financial goals Page 5 of 8

6 5.2 Public Relations/Community Relations/Advocacy Ensure that a strong public image is maintained. Promote the organization and its programs to external stakeholders to keep them informed of the work being done by SfC; Foster productive and unique relationships with stakeholders by forming and participating in partnerships that advance SfC s mission and vision; Build community awareness, confidence, and trust in SfC and its objectives; Increase the community profile of SfC through the development and implementation of a strategy for community networking and awareness; Serve as chief spokesperson and SfC ambassador representing the organization in the community and with the media; Liaise with the business community and various levels of government, corporations and various stakeholders to sustain and improve financial resources; Participate as member Agency, committee member, and attend meetings pertaining to other relevant community agencies; Ensure a seamless flow of communications to and from all organization levels. 5.3 Operational Planning and Management Develop an operational plan which incorporates goals and objectives that work towards the strategic direction of the organization; Ensure that the operation of the organization meets the expectations of its clients, Board and funders; Oversee the efficient and effective day-to-day operation of the organization; Provide financial management including sustainable funding and budgeting; Administration and facility management including proper safety, security and quality assurance processes for both the staff and clients; Ensure reporting and evaluation of funding activity is completed, and administration of the funds and related expenditures are allocated properly; Ensure volunteers have the training, resources and staff support they need to succeed in their various roles. 5.4 Board Relations Work closely with, and take direction and guidance from, the Board of Directors; Report regularly to the Board, ensuring that it has all necessary information to meet their governance responsibilities. 5.5 Program Development and Delivery Continue to manage existing and create new opportunities to ensure an innovative and balanced spectrum of services and programs serves the needs of the community. 5.6 Human Resources Planning and Management Provide overall vision for workplace environment and arbitrate issues that arise among staff, supervisors and the management team; Ensure personnel management is current and in accordance with regulatory requirements and written policy; Page 6 of 8

7 Determine staffing requirements for organizational management and program delivery. Ensure staff have the training, skills and support to complete their responsibilities; Oversee the implementation of human resource policies, procedures and practices including the development of job descriptions for all staff; Meet as appropriate with each direct report to review program issues, staff development and disciplinary issues, including termination; Conduct performance reviews annually for each direct report, with midpoint evaluations through the year. Establish upcoming 12 month performance expectations and make overall agency percentage salary recommendations to the Board. Review the outcomes of management team evaluations with their direct reports. 5.7 Resource Development Provide entrepreneurial and innovative leadership in developing diverse and alternative funding streams; Provide leadership and oversee all development efforts that enhance the immediate and long-term financial viability of SfC; Research funding sources, oversee the development of fund raising plans and write funding proposals to increase the funds of the organization. 5.8 Property Development and Management Ensure the safety, security and good condition of buildings owned and/or rented by SfC; Ensure the proper policies procedures, control documentation and reports are in place for both staff, clients, volunteers and tenants. 5.9 Financial and Legal Oversight Prepare a comprehensive budget in conjunction with management staff and the Board s finance committee. Review program budgets regularly with Program Managers ensuring that all funds, physical assets and other property of the organization are appropriately safe-guarded and administered; Ensure compliance with all regulatory and accreditation bodies, as well as all legal and contractual obligations; Immediately notify Board of emergency financial issues, fraud, and theft over $1,000 as well as risk of not meeting budget by reason of increased expenses or decreased income or funding; Ensure financial reporting is timely, useful and meets needs and requirements of funders; Oversee the timely submission of funding proposals and project reporting; Ensure appropriate expenditure of capital funds Technology: Demonstrate expertise in computer and internet technology, including Microsoft Office and fundraising software as well as an awareness of the use of creative digital media strategies Page 7 of 8

8 6.0 Qualifications University undergraduate degree required; post-graduate designation in business, marketing or related field would be an asset; 5 years senior management experience within a department or organization/business; Thorough understanding of all components of building and maintaining a diversified funding base, including successful experience with developing and implementing social enterprise initiatives/activities; Proven track record of effecting and/or leading change to improve protocols and direction within a department or organization; Demonstrated ability to build and motivate high performance volunteer and staff teams to achieve goals and objectives; Demonstrated ability to develop partnerships and work with various community organizations/agencies and sector stakeholders; Demonstrated ability to work with people from diverse cultures Strong personal commitment to the SfC mandate; Solid strategic and operational planning skills with the ability to deploy resources effectively; Strong financial and budget management ability; Superior communication skills (verbal and written) including effective presentation ability; Proven ability to implement policies, procedures and systems; Demonstrated knowledge of computer and internet technology including Microsoft Office Suite and database software; Demonstrated high level of enthusiasm, energy and creativity; Results oriented, with a proven track record of delivering on goals, and achieving financial targets. 7.0 Application Information This search is being conducted on behalf of SfC by crawfordconnect, a search firm specializing in recruiting leaders and fundraisers for Canada s charitable sector. Qualified applicants are invited to submit their applications on-line only, in confidence, prior to June 22 at If someone you know may be interested in this position please feel free to forward this document we d be pleased to connect with them. For more information about the position, please Linda Samis, Senior Consultant with crawfordconnect, at Linda@crawfordconnect.com. Inquiries only please; applications must be made online. Page 8 of 8