Washington C.A.S.H. launches search for a new Executive Director!

The Organization:

Washington C.A.S.H. (Community Alliance for Self-Help) empowers aspiring entrepreneurs with limited resources—and unlimited potential. Our nationally-recognized program provides the hands-on education, support, and access to capital needed to launch and manage successful small enterprises. We serve those in our community for whom traditional business development services are out of reach, with a focus on low-income, women, and minority populations.

The Position

The Executive Director (ED) leads the organization in promoting self-employment and economic development with key stakeholders, including funders, to ensure that clients have access to a wider spectrum of community resources and financing. The ED is a key player in maintaining external relations with community agencies and groups, business assistance organizations, financing institutions and public agencies.  In accord with the business plan the ED is the key player in extending the program to geographical areas not now served or underserved if those communities can provide the support required in accord with the business plan and board approval.

The Executive Director is responsible for leading staff in the implementation of all program components, including training, business technical assistance, lending programs, on-going marketing assistance, Individual Development Account (IDA) activities, and business and personal support services. Working with the fund development staff, the Executive Director plays a leadership role in raising money on behalf of the organization through donor relations, grant applications, and identifying and pursuing new sources of revenue.

Working in collaboration with the Board of Directors, the ED will help to set vision and direction through an agreed upon set of goals and a business plan for our future growth and development. Working with the Finance Director, the ED plans, develops, presents, administers, and monitors the agency’s budget. He or she also has responsibility for hiring, supervising, recruiting, and motivating staff and pro-actively promoting the development of staff skills and leadership abilities.

The Executive Director will also work in partnership with Board leadership to develop the C.A.S.H. Board of Directors, focusing on strategic planning, governance, board recruiting and fundraising.

Requirements and Desired Attributions for Selection of an Executive Director

Required

1. A visionary leader with a passion for poverty alleviation.  A leader who will manage and motivate a wide variety of participants, professionals and volunteers in a fast-paced, high energy work environment.  A leader who is innovative, creative, compassionate, respectful and positive.
2. The Candidate must have proven skills in leading major fundraising.
3. The Candidate will possess leadership skills since he/she will be the face of the organization and responsible for outreach to other organizations. This includes skills in public speaking and community relations.
4. The Candidate will need to be able to create and manage a budget.
5. A commitment to the goals and mission of the organization-education and micro lending to low income persons aspiring to be entrepreneurs.

Highly Desired Attributes

1. A bachelor’s degree, and advanced education, training or experience in the areas of public administration, business administration, non-profit leadership, finance, economics, micro-enterprise, or community development.
2. An entrepreneurial background and a personal experience with building and growing business.
3. Skills in working with a board in developing a business plan and strategic direction.
4. Skills in training and educational program development

Top 3 – Issues & Immediate Priorities

Relationship Building: The successful candidate must quickly create relationships and build trust with all staff members, Board members, clients, community partners, funders, and others. He or she must establish himself or herself as a key spokesperson representing Washington C.A.S.H. to a wide variety of audiences and constituencies.

Strategic Planning: The Board and staff are in the early stages of developing a new, long-range strategic plan for Washington C.A.S.H. The new Executive Director (ED) will lead the effort to finish the strategic plan which would likely start with a full Board off-site meeting. The completed plan should include a detailed ‘road map’ for making it happen as well. The Board would also like the new ED to establish a management scorecard or other data driven, metrics oriented reporting tool to provide an on-going, consistent look at operations as the agency grows and expands.

Organization Assessment/Infrastructure: The ED will be expected to evaluate the current organization structure, staffing model, roles and responsibilities of current staff, and become familiar with the agency’s programs at a deep level. From there, the Board would expect to see a plan for moving Washington C.A.S.H. forward which would include recommendations for organization structure, necessary infrastructure changes to accommodate growth, and a funding plan to achieve the changes.

Fundraising:  About 50% of the organization is supported by grants from a variety of sources.  While we would like to increase grant financing, we see this as being increasingly difficult and a more likely outcome to be a reduction in grant support.  One of the most important tasks will be to grow our funding base which almost certainly means our individual funding base.

Other Priorities

Program Development: Working with staff the ED would be expected to lead program development, work with the Program Committee of the Board and monitor efficiency and effectiveness of the program.

Community Visibility: Along with the agency’s marketing program, these efforts would be intended to support the growth of Washington C.A.S.H.

Growth of the Organization:  The new ED will play a key leadership role in assessing the current programs, financial offerings, and partnerships of Washington C.A.S.H., to lay out and implement a plan for growth.  This may involve strategic partnerships with other community based organizations, increased diversity in the agency’s funding base, serving more clients, and obtaining support for and expending programs beyond the current service area.  Growth is dependent on funding.

Establishing a Repeatable Model: Longer term, Washington C.A.S.H. would like to develop and begin to explore ‘exporting’ a pragmatic, repeatable model for impacting individuals and local economies around the country.  To the extent possible and as resources allow, the ED should be prepared to pursue the value of our model.