News & Event
Masters Degree required
Nonprofit seeking candidates to lead, direct and support a Health Equity Zone (HEZ) in Cranston, RI. The HEZ is a community initiative working with community stakeholders, residents and local businesses addressing health disparities in targeted areas . A successful candidate must have an MPH or MSW (macro systems) and a history of working in / or around health systems. Must have demonstrated experience in community organizing, advocacy, community engagement, developing coalitions and, data analysis. Must have excellent oral, writing and analytical skills. The targeted community is a diverse community and the candidate must have experience working with diverse populations.
Full Time / Benefits
Bilingual Spanish a plus.
Equal Opportunity Employer
Job Type: Full-time
Courtesy of Indeed.com
Published/Posted By: The Providence American
Posted: March 19, 2018
The Board of Directors of the Rhode Island Coalition for the Homeless is thrilled to announce its selection of Caitlin Frumerie to serve as the agency's new Executive Director! To help introduce you to our new director, we are going to be hosting a Meet and Greet event on Wednesday March 28th 5:30 - 7:30 PM at the Dorrance (located 60 Dorrance St, Providence, RI). There is no cost to attend but there will be a cash bar and appetizers. Please register online by clicking here, if you'd like to attend. We are also excited to announce that our annual luncheon, normally held in March, will be moved to early fall! More information will be forthcoming, so stay tuned!
The Coalition is grateful for the tireless work of its staff, the board, interim director Bert Cooper, and the search committee for their efforts in the selection and interview process. With her extensive background working on homeless programs and dedication to the dream that no man, woman, or child should find themselves living on the street or in a shelter, we think Caitlin will be a strong advocate and systems change agent for the issue of homelessness in Rhode Island!
Although Caitlin was raised in rural Arizona, she calls Rhode Island her true home and her favorite place on earth! She's lived here over thirteen years and currently resides in the West Side of Providence. Ms. Frumerie has a wealth of experience in the homeless services industry and most recently worked as a Technical Assistance provider for the US Department of Housing and Urban Development's homeless programs division under the Cloudburst Group. While there she focused on helping communities with finding effective and efficient ways to reduce and end homelessness, in addition to providing subject matter expertise on the Continuum of Care, Homeless Management Information System (HMIS) and Emergency Solutions Grant programs.
Prior to her work for HUD, she held positions as the Community Development Director for the City of Providence and homeless shelter program manager for the State of Rhode Island. She has two bachelor degrees from Roger
Williams University and a masters in Social Work from Boston University. Ms. Frumerie is also a licensed clinician and can be found working the occasional night and weekend shift as a social worker in one of our local hospital
Caitlin started her position with the Coalition in late January and has already hit the ground running! She looks forward to working with you all and support the most important work of ENDING HOMELESSNESS in Rhode Island!
In closing, the Coalition's Board of Directors is also deeply thankful for the dedication of our staff and the all our partners who have stepped up to help RICH over the last year. We are forever indebted to the staff, volunteers, and partners who carry out our work day to day, including but not limited to our members, Donna "Dee Dee" Williams, Tory Kern, Bob Maurice, Don Larsen, Mike Scarlatti, Eric Hirsch, Karen Flora, Michelle Duso, Kristen Morales, Barbara Freitas, and many more!
Steven M. Miller, Esq.
President, Board of Directors
PS: You can reach Caitlin at Caitlin@rihomeless.org if you have questions about the Coalition or the event!!
Courtesy of The Providence American
PROVIDENCE – The Omni Development Corp. has named Sharon Morris as executive director, the nonprofit development organization announced Friday.
Morris replaces Lawrence Brown, who served as executive director for two years after the death of Omni’s longtime executive director, Joseph Caffey.
Morris most recently served as the director of compliance at the National Equity Fund Inc. and has more than 19 years of experience in the affordable housing industry.
Morris is expected to begin in the new role on April 23. Until that time, Omni’s Director of Asset Management Denise Ruffin will serve as interim executive director with full operational control.
In its announcement, the board wrote, “With Ms. Morris’ extensive background in affordable housing, and her long-standing commitment and national experience, the board looks forward to her leadership, strong advocacy and perseverance to achieve the goals the board has set for the future of Omni Development Corporation and its service to those in need of affordable housing in the Rhode Island, Connecticut and Massachusetts.”
According to the release sent out by Omni, Morris grew up in South Providence and graduated from Central High School.
Chris Bergenheim is PBN’s web editor.
Courtesy of Providence Business News
By Mary MacDonald | April 27, 2018 6:30 am
R.I. Housing and Mortgage Finance Corp. is celebrating its 45th anniversary this year in a position of financial strength, says Executive Director Barbara Fields.
It has created programs to assist first-time homeowners, expanded its servicing of mortgages to include those generated by MaineHousing and emerged from the Great Recession with a surplus of financial assets.
But it is working against a backdrop of unaffordability. Half of all renters and 30 percent of homeowners in Rhode Island are housing-cost burdened, paying more than 30 percent of their take-home income on rent and utilities.
Fields has been executive director of the quasi-public agency since January 2015. She previously was the New England regional administrator for the U.S. Department of Housing and Urban Development and the director of the Local Initiatives Support Corp. in Providence.
What’s the best way for Rhode Island to increase access to affordable housing?
“Build, build, build,” she said.
How has the mission of R.I. Housing changed over the past 45 years? R.I. Housing was established by the General Assembly in 1973 as a public corporation of the state. We have an independent existence from the state, although they exercise a central control over our board. Our primary purpose was to encourage investment of private funds for the development of housing for low- and moderate-income persons, and to function as a source of capital for affordable-housing development. We were basically set up to be the state’s housing bank at a time when many other states were doing this. Today, there are 53 housing finance agencies [nationally].
Within Rhode Island, what is your share of home loan origination? Last year, we did 13 percent of the mortgages in the state. Origination … is only 15 percent of our business. Eighty-five percent of our business comes from working with 40 brokers and lenders and we consider them, obviously, critical and important partners. The No. 1 is [Coastway Community Bank]. They help bring us business. Housing is economic development. We help support local businesses. … Also, we were set up to bring private money in to help people get into home ownership. We go to Wall Street and float taxable and tax-exempt bonds, both for single-family and multifamily.
Since the [Great Recession], what has changed in our business is we also sell in the secondary market. We get a warehouse line of credit. We work with three or four banks. We purchase the mortgages and when we get enough, we bundle them and we sell them in the secondary market as securitized mortgages.
What’s the benefit of doing that? The interest rates have been extremely low. There are key Rhode Island officials … who got their first mortgages at RIHousing. [Former Auditor General] Ernie Almonte in 1982 or 1983 bought [his] first house. The rates were 15-16 percent and we could get you 12 [percent]. We forget. In a video on our website he stands in front of his first house. That speaks to what our major focus and mission is. People who are early in their career, buying a home and setting roots in the community. Last year was a banner year. We did almost 1,800 mortgages. The average age of someone who got a mortgage through RIHousing last year was 37.
Is there any focus this year for the organization? Rental apartments for working families, working individuals and a lot more seniors. We have a growing senior population. … [Recently], we got the first-ever Capital Magnet Fund. We got one of the largest in the country. It’s from the U.S. Department of Treasury. It’s $4.7 million and it will help us on a key focus. … We run a lot of federal programs on behalf of the state. One of them is the federal low-income housing tax credit. … There are two sets of credits. One is a deeper subsidy, called the 9 percent. It’s highly competitive. We’re doing as much as we possibly can with what we get. The other, which is a shallower subsidy [of 4 percent] that has to be used with our first mortgage, that is limited by the state’s bond capacity. We are not tapped out, and we would love to do more of those deals. And produce more rental housing and preserve housing that exists. [With] that Capital Magnet, we’ll be able to fill that hole, between the 4 percent and the 9 percent.
What is the profile of your mortgage borrower? The average household income for the homeowners we served last year was … about $66,000 to $67,000. That’s teachers who may be in for a few years, certified accountants, nursing assistants, construction workers. This is the heart and soul of what makes up our middle class. And the average sale price was just under $200,000. And I’m proud of the fact that 27 percent of our mortgages are reaching the minority community. We’re seeing rising prices, so some of that rise is good, it means our economy is getting better. … One of the challenges is … just having more housing built in the state.
You’ve touched on the lack of inventory in single-family homes. What is the solution? How do we get more inventory? Build, build, build.
How? There are different pieces. Some of them we’re beginning to explore: if there are zoning challenges and communities that aren’t interested. Personally, I’ve been going around the state for the past year. I’ve been in Barrington, Middletown, Cumberland, talking to mayors, city councilors and town councils. I would have to say, by and large, they are welcoming. Everyone at this point has a story to tell. It’s either my son won’t leave the house, [or] soon it will be my mother won’t leave the house. Or my sister-in-law’s godchild and her fiancé are looking for a house, and they can’t find it. Seniors are staying longer in their homes. They’re living longer and are in better health. That’s not freeing [housing] up.
If there is an understanding of what the issue is, why aren’t more towns creating zoning to allow more density? I think South Kingstown just did some [rezoning] along Route 1. As I say to the communities, think about your community. I’ve been out with two mayors now, I’m about to go with a third, [and I say] drive me around your city, your town, and tell me, where do you want development? Because it is likely to come, and wouldn’t you want to proactively direct it to those places? In South Kingstown, they started talking about some properties that they knew.
There is always going to be some NIMBY-ism [or “not in my backyard”], but we have not had that raised as a major issue. We’re now funding our second project in Barrington. … We have done one now in Shannock Village, in Charlestown. These are apartments for families, most earning between $30,000 and $50,000 a year. Anyone can apply. But mostly you get people from your community. When we run the numbers in these communities, usually you find 20 percent of current residents would be eligible. … The most important thing to understand is there isn’t one type of housing that we advocate for. We have high-rise buildings. We have single-family homes being built. We have duplexes. We have ground-floor retail and townhouses.
So, people may have a visual that pops into their head when they think of affordable housing. They don’t want it developed in their community because they think it’s going to be ugly? We’re smarter about how to build [today]. We think about housing as part of the community, and community is the economic life of the state. I’m a community-development person coming into housing, so I am always thinking about the connection. We always look when we are financing multifamily rental, where are the parks, where’s the bus line, where do you shop for groceries? What is it that makes a community?
People still assume millennials are living in the basement with their parents. But they’re out there buying now, they are the starter-home market. You have a variety of mortgage programs, including down-payment assistance. But they’re running into an inventory problem. Are the state’s demographics part of the problem? It’s a variety of factors. You have millennials who are now ready to buy. You have a tremendous change in the economy. We went from the second-worst unemployment rate in the country to one of the lowest. We did a 10-year study. Even if the population grows slowly, we projected it would grow at 5 percent [over 10 years]. Households will grow at 12-13 percent. People are waiting longer to marry. You have a lot of singles, or two people in a house without a child until later. So, people need more houses. People are divorcing. You have more households being created by all of these factors. Especially if you go back and see what was going on 30 years ago. The average size in public housing is smaller. Occasionally we will see a proposal come in with a four-bedroom unit or a five-bedroom unit. But we are building one, two and three [bedrooms].
There is some pushback in Providence that the new housing being constructed is primarily downtown housing not designed to accommodate families, who also need housing. Does Rhode Island need more small apartments? A healthy rental market has about a 6.5-7.5 percent rental vacancy rate, so you have turnover, you have empty units for people to come and look at. The nation is below that. Rhode Island dropped last year … to under 4 percent. And Providence is lower than the state. Providence is about 2 percent. So, we need rental apartments, as well as owner-occupied apartments. We’re in a niche, but it’s needed across the income ranges. Part of what’s increased the demand here also is people coming from the Boston area. This is an attractive place to live.
In Massachusetts, a state law called 40B seems to have more strength in getting affordable housing built in individual towns. (The law allows developers to bypass local zoning in towns or cities that have less than 10 percent of the housing stock available at affordable prices.) What is the challenge for Rhode Island’s affordable-housing requirement? FortyB has a lot more teeth. I would say, yes, we have a 10 percent law. … A [state] commission is looking at how to make it stronger.
Do you think it needs to be made stronger, to distribute affordable housing? Yes, I believe so. When you sit down and talk to a community about who would live in the housing you’re talking about, it becomes a very different story. Up here, it’s like numbers, ideas and images. Down here, it’s “Oh, it’s my best friend. It’s my brother-in-law.”
There are many Rhode Islanders who earn less than the state median, as well. I don’t care what your job is. No one makes in their first five years what they might later. We want to accommodate that. I’m sure Ernie Almonte’s salary is different today than it was 25 years ago, when we helped him buy his first house. But that was a good investment to make. It wasn’t a giveaway.
Some activist groups have recommended rent control in Providence, to dampen price escalation. Is rent control an option? My preference is to build. Supply is the approach now being done in Boston. If we can increase the supply, it helps to moderate the prices. We are also involved in several efforts to make sure we maintain the affordable units that we have, that work for people at the lowest income levels. We are very committed to preservation, whether it’s senior units or family housing. We need to preserve what we have. A lot of the housing we’re preserving is 30 years old.
Some community advocates in Providence think city incentives via tax-stabilization agreements should not be used on luxury housing. The Fane Organization tower could be the next argument over this. Should public incentives be used for luxury product? I would just say the TSA process needs to be predictable. No matter what program we run, people want predictability. In Providence, TSAs are needed so we have predictability. If you meet these requirements, you can come in.
Sen. Howard Metts, D-Providence, has raised the issue of discrimination against Section 8 tenants, that the people who hold the vouchers are having trouble finding apartments. He has proposed a law that would prevent landlords from using the source of income as a reason to block a lease. Is this an issue? Absolutely. Thirteen states have that law, including four New England states. We’re supportive of [his proposal].
Gov. Gina M. Raimondo has proposed a transfer to the state of $5 million from R.I. Housing in fiscal 2019. Can the state “scoop” your funds? The board will have to vote on it. We’re going to minimize the impact. It will have an impact, obviously, but we’re going to minimize it. This came up in January. We know the budget will be made by the end of June.
Why did you agree to do it? The governor controls the board and we’re part of the team. Someone talked to the chairman. It’s not an optimal situation. But we’re going to minimize it. We get rated by the bond-rating agencies and we’re talking with them. They will take a look at our rating. But we happen to be in a strong position.
According to your most recent annual audit, your loan-loss contribution fell dramatically in fiscal 2017. What is the story behind that? The market is doing better. People are doing better. We had tremendous losses during the recession, now we’re on a different path. We hope it continues.
The same audit indicated that the three-month delinquencies on R.I. Housing mortgages rose between 2016 and 2017. What is the reason for that? We had a slight uptick, but we are on top of it. We are below nationwide and below New England. We have new metrics we’re following and are working with our 40 brokers and lenders. We look at people’s credit scores and we look at their ratios. We meet, we want [the Federal Housing Administration] to purchase our mortgages, FHA and Fannie Mae. We have some flexibility. We instituted a credit score to raise it a little, to make sure we’re in line with the rest of the New England states.
Some people think homeownership shouldn’t necessarily be identified as a dream for everyone. That maybe we shouldn’t be encouraging homeownership. Do you have any thoughts on that? We should always have a range of housing options. … There are people who need a homeownership opportunity, they’ve saved for years. It may be a single-family, a townhouse, a condominium. We need rental opportunities. Seniors who owned a home who need a rental opportunity. Supportive opportunities, say veterans, where there are services on-site for them. And we also work on properties where we have the vouchers. Every community needs to think, at different points in people’s lives … there are different reasons why people choose types of housing.
MassNAHRO, the leading housing and community development advocate for the provision and preservation of adequate and affordable housing for those with low and moderate incomes, is seeking a dynamic new Executive Director. Based in Boston, MassNAHRO serves members comprising approximately 240 public housing agencies and more than 1,300 publicly elected and appointed officials throughout the Commonwealth.
The Massachusetts Chapter of the National Association of Housing & Redevelopment Officials (MassNAHRO) was established in 1972. It parallels and complements the National Association of Housing and Redevelopment Officials (NAHRO) as an official state chapter. MassNAHRO is primarily concerned with the policies of State agencies and State programs and the implications of national policies at the state and local levels. Members own or manage almost 50,000 state-funded public housing units, more than 33,000 federally-funded public housing units, 4,200 state-funded rental assistance units and 55,000 federal Section 8 units. The MassNAHRO Code of Conduct emphasizes adherence to the highest degree of professionalism and promotion of the public interest by all members. Please see www.massnahro.org.
MassNAHRO’s services include:
§ Monthly information concerning pertinent Federal and State legislation, issues impacting housing and community development programs, policy changes and other matters of importance to members.
§ Professional development opportunities including educational and technical workshops, seminars and conferences utilizing expert trainers and leaders in the field. MassNAHRO offers both the Massachusetts Public Housing Administrator and Board Member Certification Programs at various locations across the state on a continual basis.
§ Representation at the State Legislature, the MA Department of Housing and Community Development (DHCD) and the US Department of Housing and Urban Development (HUD).
Members also have access to publications, an awards program, discounts on products and services, networking opportunities and service on standing committees. MassNAHRO also administers an insurance plan that offers worker’s compensation coverage to members.
MassNAHRO was instrumental in public housing reform and the passage of Chapter 235 of the Acts of 2014 - An Act Relative to Local Housing Authorities: https://malegislature.gov/Laws/SessionLaws/Acts/2014/Chapter235. Chapter 235 provides innovative strategies designed to assist Authorities with capital improvement, purchasing, unit turn over, wait list management and interagency collaborations. MassNAHRO worked closely with the Joint Committee on Housing, State Senators and Representatives, local housing authority staff, residents and other local officials to achieve the positive sweeping changes to the oversight, governance and operation of local housing authorities brought about by this blueprint for the future.
MassNAHRO is governed by a Board of Directors of approximately 20 housing authority Executive Directors/Commissioners. The new Executive Director will succeed long-time well-respected leader Tom Connelly who has recently retired.
The Executive Director reports directly to the MassNAHRO Board of Directors and serves as the spokesperson, liaison and coordinator with all major stakeholders of the Association. S/he is accountable for the Association’s financial performance and is responsible for daily management of all operations of MassNAHRO. We seek a leader with intellect, initiative, integrity and flexibility to work with an active membership; respect and humility to honor the impressive work done to date; and creativity to lead the Association to new levels of service.
§ External Leadership: Advocate on behalf of MassNAHRO members for needed affordable housing and community development laws and policies and involve members as appropriate. Develop relationships with legislators, other public officials, federal and state agencies such as HUD and DHCD, peer membership organizations, and local, state and national leaders. Serve as spokesperson concerning the business and governmental affairs of the Association as directed by the Board and manage the Association’s media relations.
§ Financial Oversight: Prepare an annual budget and manage financial affairs within the approved budget. Present transparent financial reports and immediately communicate any financial or fiduciary issues to the Board. Explore new and innovative avenues for revenue generation.
§ Association Management: Manage the Association on an ongoing basis including provision of all services promised to members as part of their Association dues. Oversee provision of professional development services and programs for members, and advocate on behalf of the membership.
§ Personnel Management: Maintain and follow appropriate policies for hiring, discipline and termination of staff. Provide day-to-day direction, delegation and control for the staff, maintaining a high performing and productive environment of talented and enthusiastic employees.
§ Interaction with the Board: Report to and confer with the Board of Directors, providing information to help the Board in strategic planning and formulating effective policies. Support the board in effective governance, ensure the effectiveness of the committee structure, and provide staff support to committees. Facilitate monthly board meetings. Implement policies of the Association as determined by the Board, reporting to the Board on progress and completion of assigned tasks and goals. Execute, secure and maintain corporate documents and commitments as authorized by the Board.
§ Member communication: Encourage membership in the Association and maintain active, supportive relationships with members. Regularly provide members with up-to-date and accurate information pertinent to the goals and decisions of the Association as well as legislative updates. Attend meetings of related organizations to provide updates on Association activities and generate support of Association priorities. Generate informative articles for monthly newsletters and take an active role at related conferences and events.
§ Commitment to the mission and dedication to affordable housing, public housing and/or community development
§ Experience in affordable housing, public housing and/or community development administration
§ Up-to-date knowledge of programs and policies governing affordable housing, public housing and/or community development
§ Experience in legislative and policy advocacy/government relations and outstanding advocacy skills
§ Proven experience successfully managing an organization including financial and staff management
§ Experience working with a board of directors
§ Proven ability to successfully manage critical, strategic relationships with partners
§ Strong team orientation and evidence of collaborative and respectful work style
§ Ability and experience as a dynamic and compelling spokesperson
§ Exceptional oral, written, listening and interpersonal communications skills
§ Association management experience/certification a plus.
To Apply in confidence, please send cover letter and resume to Susan Egmont, Egmont Associates, firstname.lastname@example.org.
The Rhode Island Coalition for the Homeless (RICH) is a statewide organization dedicated to ending homelessness in Rhode Island. Formed in 1988, RICH’s mission is to seek comprehensive and cooperative solutions to homelessness in Rhode Island. This is accomplished through data collection and analysis, advocacy, training and education, collaboration, technical assistance, constituent services, and strategic communications. RICH works to build the public and political will to support the right for safe, affordable housing for every Rhode Islander. The organization works to ensure and support local, state and federal commitments to establish a continuum of affordable housing and homeless prevention programs. This work involves maintaining a broad base of key stakeholders to support and advocate for the organization’s vision, including homeless people, service providers, politicians, affordable housing allies, advocates, public and philanthropic funders, businesses, city and state officials, developers, faith communities and concerned citizens.
As the lead agency responsible for Rhode Island’s Homeless Management Information System (HMIS), RICH is in the unique position to use data and information to catalyze and inform change within the homelessness services system. RICH collects, analyzes, and disseminates data and information that is fundamental to the health and efficient operations of the State of Rhode Island’s Continuum of Care (CoC), which is comprised of state agencies, community partners, and individuals that guide the state’s homelessness policies and administer federal and state homeless funds as they work to build a statewide system to prevent and end homelessness. Building off the organization’s role as HMIS Administrator for the CoC, RICH’s next Executive Director will work with staff, consultants, partner organizations, funders, and researchers to advance data and evidence informed practices and strategies, including and especially coordinated assessment and housing placement, to rapidly and permanently end homelessness among individuals and families.
The Executive Director is accountable for the overall leadership, direction and management of the organization’s resources to accomplish the goals and mission of the organization. The Executive Director should have experience in financial management, community relations, program delivery, organizational development, strategic planning, and experience using data and information to strengthen both practice and systems. The Executive Director must have empowering leadership skills to work with staff, Coalition partners, Board and community stakeholders. The Executive Director exemplifies RICH’s values and nurtures its organizational culture by supporting a learning community of staff, Board, homeless constituents, community stakeholders, government and political leaders. The ED reports to the Board of Directors and will work with the Board, RICH’s membership, funders and other constituents to develop a new Strategic Plan for the organization during his/her first year in the position.
KEY DUTIES AND RESPONSIBILITIES:
Program Development and Management
Resource Development and Fundraising
Personnel and Operations Management
Community Collaboration and Movement Building
Strategic Communications and Public Relations
The preferred candidate has knowledge and experience in homelessness prevention and system-change work, is an energetic leader with demonstrated financial and organizational management skills, who can engage others in RICH’s mission, embraces and encourages coalition and movement building and is comfortable working with low income and marginalized populations.
The ideal candidate possesses the following attributes:
This is an exciting opportunity for a dynamic leader who is truly committed to making a positive contribution to the community. Compensation between $70,000-$80,000. Relocation assistance is not provided for this position.
Application deadline: 5pm EDT Monday, November 20, 2017
Candidates should submit a resume and cover letter describing their interest in this position via:
• Email – email@example.com, please include, “ED Search” in the subject line.
• Regular mail - Search Committee
RI Coalition for the Homeless
1070 Main St
Pawtucket, RI 02860
For more information about RI Coalition for the Homeless visit http://rihomeless.org
NLIHC and a group of other leading national organizations seeks a campaign director to lead the building and implementation of a new, long-term multi-sector campaign that will address the housing needs of the nation’s most vulnerable households.
Background: After a year-long planning process and with the input from education, health, children’s, anti-poverty, faith-based, and civil rights organizations, the National Low Income Housing Coalition (NLIHC), the National Alliance to End Homelessness, the Center on Budget and Policy Priorities, Make Room, and Children’s Health Watch have initiated a dynamic, long-term, multisector Campaign to meet the housing needs of the lowest-income people.
This is a critical moment in federal housing policy. Support for addressing rental affordability has gained momentum over the past several years. Potentially powerful new constituencies -- in the health care, education, veterans, aging, child welfare, child poverty, faith, and other communities -- are recognizing the impact the inability to afford decent housing has on the wellbeing of the people they serve. At the same time, there are unprecedented threats to federal housing assistance.
In the face of these opportunities and challenges, multi-sector advocates have come together to launch a long-term Campaign to address the entrenched shortage of housing affordable for the lowest income people. Together, strengthened and expanded coalitions nationally and in priority states will pursue a coordinated strategy to educate policymakers, the media, and the public about the problem and its practical solutions and the impact the solutions will have on the quality of life not only of low-income people, but of the country more broadly.
The Campaign will be a long-term, multi-faceted effort to create a new national multisector coalition that works closely with strengthened state-based organizations to impact federal policy. It will deploy policy analysis and development, communications, and informing to impact opinion leaders and policymakers. It will be staffed and operated out of NLIHC. The Campaign’s steering committee will represent education, civil rights, anti-poverty, children’s issues, faith based, disability, seniors, veterans, city/state government associations and veterans, and resident leaders, among others. The goals of the Campaign will be to:
1. Fill the gap between rents and incomes for the most vulnerable households through a variety of rental assistance strategies that include rental subsidies to landlords and tax credits.
2. Prevent destabilizing housing crises through the creation of flexible short-term tools for low-income homeowners and renters for whom short-term crises like the loss of a job or a health emergency can jeopardize housing stability.
3. Create more housing affordable to the lowest income people through deeply income-targeted production programs such as the national Housing Trust Fund.
4. Defend against funding cuts and harmful policy changes in existing low-income housing programs.
Job Description: The Campaign director will have a leadership role in building a long-term national, multi-sector Campaign to meet the rental housing needs of the nation’s most vulnerable households. The director will work closely with the Campaign’s five principal partners and Steering Committee members to create a robust national movement around the Campaign’s goals and plan. With the principals and the Steering committee, the director will create a national Campaign structure, reach out to potential partners, develop and implement communications strategies, coordinate state grantee partners, undertake national policy informing efforts, coordinate events, and act as a principal spokesperson. In addition, the director will administer the Campaign, supervise Campaign staff, coordinate the work of the principal partners, and lead fundraising efforts (with strong support of the principal partners). The Campaign director will be a national voice for affordable housing for the most vulnerable people and a leader capable of developing and sustaining a national movement.
Responsibilities: The Campaign director will provide day-to-day direction and oversight of the Campaign, including the following responsibilities.
· Coordinate and oversee the work of the Campaign staff;
· Help to build and maintain a cooperative, productive coalition structure, including close coordination with the Campaign’s partners, the Steering Committee, and a larger network of cooperating organizations;
· Refine and carry out the Campaign plan in coordination with the Campaign’s partners;
· Develop creative and effective communications and policy Campaign plans and take oversight responsibility for implementing those plans;
· Ensure the effective integration of a state-based Campaign infrastructure into national efforts;
· Ensure effective partner sub-grants management: ensure sub-grantees are carrying out the terms of their grants and are effectively and appropriately using the grants provided to achieve intended deliverables and outcomes;
· Assist in, and provide strategic guidance for, ongoing fundraising efforts (including the development of proposals) that enable the Campaign to grow;
· Provide periodic reports to the Campaign’s partners, Steering Committee members, and relevant others about the Campaign’s progress, including comprehensive donor reports;
· Engage in public speaking in support of the Campaign and represent the Campaign with the media, as needed;
· Manage the Campaign’s budget and expenditures; and
· Other duties as assigned.
· A bachelor’s degree in a pertinent field, advanced degree preferred;
· A minimum of five years previous experience leading, or playing a critical role in, one or more campaigns;
· Proven experience building or leading a large, diverse coalition of cooperating organizations;
· Significant experience in building partnerships between organizations with different substantive priorities;
· Substantial experience developing and implementing integrated strategies involving coalition-building, grassroots infrastructure deployment, creative communications, and political mobilization;
· A demonstrated capacity as a strategic thinker as well as a creative formulator of ongoing tactics pursuant to an overall strategy;
· An effective communicator, both orally and in writing;
· Experience in leading, or significantly assisting in, philanthropic fundraising;
· Previous experience harmonizing substantive ideals with the practical pursuit of achievable, incremental opportunities; and
· An ability to work in a diverse, high-speed environment.
Compensation and Benefits: An equal opportunity, affirmative action employer, NLIHC offers a competitive salary and benefits package. This is a full-time position located in Washington, DC. It is a contract position with the possibility of extension.
Status: Full-time (exempt) contract position
Reports to: President and CEO of NLIHC
Job Application Process: Candidates for the Campaign director position should send a cover letter, resume, and two writing samples to: Paul Kealey, Chief Operating Officer, NLIHC, 1000 Vermont Avenue, N.W., Suite 500, Washington, D.C. 20005 at firstname.lastname@example.org. The cover letter should describe the candidate’s interest in, and relevant experiences for, the position, and it should include salary requirements and the names and contact information for at least three people serving as candidate references. (NLIHC will not contact references before consulting with the candidate.)
Stay in the loop by subscribing to our newsletter!
Newsletter Sign Up
Newsletter Sign Up
One Empire Plaza
Providence, RI 02903
A project of HousingWorks RI