Search Results for: pilots

PILOTs are Debated in Brockton In Order to Keep Campaign Promise

Hotly contested among nonprofits, the topic of payment-in-lieu-of-taxes (PILOT) agreements is back in the local headlines, courtesy of Brockton’s Mayor Bill Carpenter. As outlined in a recent Boston Globe article (Brockton Mayor wants nonprofits to pay), Carpenter is asking 21 of the city’s major nonprofits to forge PILOT agreements, in order to stick to an earlier campaign promise not to raise taxes for the city’s residents.

Included in the Globe article is a response from Ward 2 City Councilor Tom Monahan, who said that despite their contributions to the community, nonprofits “drain public resources.” Monahan cited Brockton’s Fire Department, which he said answered 294 calls from the Father Bill’s & MainSpring shelter last year. “At $1,000 a call, that’s almost $300,000 right there,’’ said Monahan.

“The real question is where would the City of Brockton be, and at what cost, if not for organizations like Father Bill’s & MainSpring,” said MNN CEO Rick Jakious.  “Squeezing nonprofit organizations that dedicate 100% of their resources to critical social safety net and quality of life issues is a short-sighted solution that doesn’t solve the underlying problem.”

As early as the 19th century, organizations that serve the public good have been exempt from having to pay taxes (get a refresher on the history of the nonprofit sector’s tax exempt status here). But with that privilege comes a responsibility to provide valuable services to the public, and address our society’s most persistent challenges.

PILOTs are not new to Massachusetts- more than two-thirds of cities and towns in the Commonwealth have a PILOT program. (In fact, we covered the topic in 2010 when a task force in Boston issued recommendations to encourage nonprofits to make payments in lieu of taxes.)  And to be clear, PILOTs are a request, not a requirement. Requiring the payment would essentially make it a tax—exactly what nonprofits are protected against via their 501c3 status. But we’ve heard from several nonprofit leaders that what is positioned as merely an ask feels more like a bartering chip with local officials.

And then there’s the financial burden PILOTs place on organizations—many of whom are already watching their budgets get smaller and smaller.  In the Brockton Enterprise’s coverage of the proposed PILOT (Mayor faces uphill battle for Brockton nonprofit tax payments), George Carney, a lifelong city resident and owner of the Brockton Fairgrounds, was quoted as seeing both sides of Mayor Bill Carpenter’s recent. According to the article, Carney has been making voluntary payments for decades to “give back” to Brockton. According to the Enterprise article, last year he paid $50,000 that he was not required to for his tax-exempt fairgrounds property. But he was quick to point out:  “The people you are looking to get money from are struggling with their own budgets…It’s really putting an unfair burden on them and putting them in an awkward position.”

For now, Mayor Carpenter is sticking to his guns and opting not to raise taxes, which has Brockton’s CFO worried that the city’s financial outlook to be “downgraded from stable”.

Where do you stand in the PILOT debate? Send us your thoughts

Director of Program Outreach & Impact

Greater Boston PFLAG is a non-profit organization of parents, families, friends, and LGBTQ+ individuals who work to help change attitudes and create an environment of understanding so that our LGBTQ+ family members and friends can live in a world that is safe and inclusive. We accomplish this through support, education, and advocacy by offering: monthly support groups, a confidential resource line, parent-to-parent support, Safe School Programs that involve teacher and student training, Safe Communities Programs for businesses and other organizations, as well as GSA assistance. Greater Boston PFLAG’s office is located in Waltham, MA. All staff are currently working remotely due to COVID-19.

The Director of Programs, Outreach, & Impact  will serve as a critical member of the senior leadership team. In collaboration with the Executive Director, the Director will articulate and implement the strategic vision and leadership of the organization’s program services; oversee a significant portfolio of programs and related services; evaluate the effectiveness of programs to provide ongoing feedback; help to promote and diversify funding through effective resource stewardship at an organization; raise the organization’s profile through external communications; provide mentoring, guidance, supervision, and professional development to staff; and enhance the structure of the organization by staying abreast of developments in lgbtq+ support, education, and advocacy. 

The Director of Programs Outreach & Impact will oversee a program portfolio that includes: 1) educational program delivery; 2) community partnerships & engagement; 3) volunteer engagement; 4) beneficiary engagement. 

This role will be supervised by the Executive Director. Salary: $80,000 – $90,000/year

Areas of Responsibility:

Program Strategy, Development, and Implementation

  • Coordinate with the Executive Director on developing new program ideas and pilot projects, including integrating successful pilots into the program department
  • Monitor emerging needs among key stakeholders such as clients, government, philanthropy, and employers
  • Oversee the coordination, integration, and delivery of all programs and services – contracts and related services, promoting collaborative relationships between program areas and ensuring that the expectations of funders, partners, constituents, clients, and other stakeholders are consistently met
  • Respond to government and foundation requests for proposals and applications in partnership with the Executive Director
  • Ensure the delivery of qualitative and quantitative goals and outcomes of programs and services
  • Deepen existing and create new performance and outcome measures for outreach and impact
  • Develop an assessment protocol to determine the feasibility and sustainability of programs as well as lead to more effective and efficient service delivery
  • Analyze and assess programs based on data collected and implement corrective measures if required
  • Coordinate and analyze the appropriate data to inform the programmatic and operational decision making process. Use the existing Salesforce CRM platform to increase GBPFLAG’s efficiency, transparency and collaborative efforts among teams

 Program Oversight and Evaluation

  • Directly supervise 3-4 staff members; working closely with the Executive Directors to build their skills and confidence so that they can mentor, encourage, and motivate all staff
  • Provide assistance and guidance on how to troubleshoot program and staff performance challenges
  • Mentor staff on how to proactively engage in planning to improve program and services management
  • Determine staffing plans to achieve program goals and objectives and participate in hiring decisions for new program services staff
  • Create and support a high performing culture in the program services department aligned with GBPFLAG’s mission, strategic goals, and priorities.
  • Develop a team-based environment to motivate and inspire staff to work collaboratively toward vision and goal, by clearly communicating organizational vision, implementing yearly staff development plans and mentoring. 
  • Coordinate with the Executive Director to identify and create leadership and professional development opportunities for staff
  • Establish annual program, departmental and staff goals and objectives and track results against these goals as well as accountability protocols

Organizational Leadership

  • Under the advisement of the Board of Directors and in partnership with the Executive Director, implement GBPFLAG’s strategic plan, as well as develop and implement new initiatives that reflect the organization’s mission
  • Actively participate in fundraising strategy creation and implementation
  • Deploy resources efficiently and effectively toward organizational goals, working with staff to balance workload and effort, and provide regular feedback so that key staff can continuously improve their skills
  • Participate in the budget development process and maintain a high level of fiscal responsibility
  • Serve as liaison to key government agencies, community organizations, and key stakeholders
  • Represent GBPFLAG on relevant committees and task forces, as well as at speaking engagements, conference panels and trainings


  • A minimum of eight years experience in a nonprofit, government, or philanthropy, overseeing multiple programs or contracts
  • Passion for GBPFLAG’s mission and purpose and an ability to communicate this passion to others
  • Demonstrated experience managing a team across multiple services to include professional development and mentorship
  • Comprehensive working knowledge of program planning, organizational structure, budgeting, administrative operations, and fundraising
  • Expertise in one or more of the following service areas: education, youth development, LGBTQ+ education, advocacy & support, racial justice, diversity, equity & inclusion, and program management
  • Demonstrated ability to analyze and compile complex data for planning and reporting purposes
  • Experience with evaluation or participatory action research
  • Excellent communication skills, both written and oral, with the ability to represent the organization externally across a wide range of stakeholders and constituencies
  • Strong relationship builder with the ability find common ground, build consensus and strengthen collaboration among diverse stakeholders
  • Strong community awareness and astuteness
  • Demonstrated commitment to the values of diversity, inclusiveness and empowerment.
  • Bachelor’s degree is desired; advanced degree in public administration, education, social work, or a related field is strongly desired

To apply, please send a cover letter and resume to by November 30, 2020.

Applications will be received and reviewed on a rolling basis October 27th through 30th, 2020.

Our Commitment to Diversity and Inclusion: Sexual orientation, gender identity and gender expression cross every race, ethnicity, sex, age, religion, ability and socio-economic class. We are passionate about creating an inclusive team of employees, volunteers and partners that promotes and celebrates this rich diversity in everything we do.

Senior Director, Programs

The Center for Collaborative Education seeks a mission-aligned, strategic, and solutions-oriented Senior Director, Programs to lead a team of staff and consultants who deliver programs out of our Boston office; and to work with senior-level colleagues to lead the organization. The Senior Director, Programs reports to the Executive Director and serves on the Senior Leadership Team. The successful candidate will be a strong adaptive leader with demonstrated experience in program management, a commitment to achieving results and an entrepreneurial approach to fundraising. This is a full-time role based out of our Boston office


About the Center for Collaborative Education

The mission of the Center for Collaborative Education (CCE) is to transform schools to ensure that all students succeed. CCE envisions a just and equitable world where every student is college- and career-ready and prepared to become a compassionate, thoughtful and contributing global citizen. CCE partners with public schools and districts to create and sustain effective and equitable schools. 

To achieve its vision, CCE works at the school, district, and state levels to:

•       Create learning environments that are collaborative, democratic and equitable;

•       Build capacity within districts and schools to adopt new practices that promote collaborative, democratic and equitable learning for students and educators; and

•       Catalyze systemic change at the school and district levels through district- and state-level policy and advocacy support.

Responsibilities of the Senior Director

The Senior Director will have the following responsibilities:

Program Leadership, Management, & Supervision
●        Articulate and steward vision for excellence to underpin all CCE’s programming in the areas described above.

●        Oversee sound development and implementation of all programs.

●        Lead and build the capabilities of a driven, bright, diverse team of program directors, senior associates, and consultants in the design, delivery and continuous improvement of CCE programs and services:

o   Inspire and support the Programs Team to achieve individual, team and organizational goals through consistent coaching and guidance.

o   Continuously assess and develop team member skills in consulting, coaching, and professional development delivery.

o   Promote leadership development and a professional collaborative learning culture within a team.

o   Supervise Programs staff, which is not limited to but includes, conducting weekly team and individual check-ins, and ensuring all staff receive a formal annual performance review and development opportunities.

●        Apply creative thinking, data-driven analysis, and a high degree of follow through to deliver high quality programming.

●        Push to constantly improve, refine, and document our program model and practices, including by partnering with research and evaluation staff to identify outcome measures and collect and use data to document program impact and development.

●        Build strong collaborative relationships with school and district leaders, clients, partners, and other key stakeholders to advance CCE’s work and standing in the community.

●        Pursue new, innovative mission-driven program opportunities, develop program ideas, launch pilot projects, and oversee the integration of successful pilots into full-scale program offerings.

●        Develop strategic partnerships with peer organizations and education leaders to promote and/or enhance CCE’s program models, outcomes, and sustainability, and to increase organization’s profile and presence regionally and nationally.

●        Work collaboratively with CCE staff on development, communications, and other organizational initiatives.

Fundraising, Budget Development, and Oversight
●       Develop and manage the Programs budget, with the goal of ensuring that annual budget targets are met or exceeded.

●       Lead business development opportunities for the practice area, which currently focuses on pursuing fee-for-service contracts as well as foundation and government grants.

●       Participate in fundraising, in concert with the Director of Development & Communications, Executive Director, and other senior leaders.

●       Monitor and manage the practice area’s budget to ensure that projects come in within budget.

Leading the Organization
●       Collaborate with the Executive Director and senior leadership team to create, monitor, and execute the organization’s strategic plan by actively participating in organizational management, professional development, financial oversight, and visioning.

●       Contribute to CCE’s thought leadership through writing, public speaking and representing the organization to various audiences.

●       Champion Diversity, Inclusion, and Equity throughout the organization and in the wider community.


The Senior Director must demonstrate a passion for leading education social change and a commitment to equity. CCE is looking for a hard worker who seeks out challenges and is prepared to overcome obstacles, and who has a vision, the practical know-how, and collaborative team-building skills to get the work done. In addition, the selected candidate must have:

●        BA/BS with 7+ years of directly related professional experience with significant experience in the nonprofit and/or K-12 public education sectors highly desired. Graduate degree and 10+ years of related experience preferred.

●        Minimum 5 years’ experience supervising, mentoring, and developing staff.

●        Significant experience leading teams and developing, coaching, and retaining individuals with a focus on cultivating a data-driven, results-oriented, and high-feedback culture; building efficiencies and implementing process improvements.

●        Demonstrated project management skills with ability to work independently and as a team player, to take initiative and manage multiple tasks and projects at same time.

●        Expertise in performance assessments, curriculum design, effective instruction, and school design, with a minimum of five years of experience in these areas.

●        Results-driven orientation, with evidence of capacity to make good decisions independently and in collaboration with others.

●        Fundraising experience, including grant writing with the ability to nurture and grow relationships with a wide range of stakeholders, partners, and clients.

●        Cultural competency developed through working with diverse individuals, organizations and communities.

●        Excellent interpersonal and relationship building skills and ability to work well in a collaborative environment.

●        Strong organizational, time management, and written and verbal communication skills.

●        Ability to thrive in a highly dynamic work environment; flexibility, resourcefulness, and a good sense of humor required.



This position is based in Boston, MA.



Interested applicants should apply with a cover letter and resume here: This position will remain open until filled, with initial review of applications beginning on March 23, 2020.


The Center for Collaborative Education is an equal opportunity/affirmative action employer and is committed to diversity in the workplace.

Manager of Partner Relations

About Cradles to Crayons:

Cradles to Crayons (C2C) was founded in 2002, with the mission of providing children from birth through age 12, living in homeless or low-income situations, with the essential items they need to thrive – at home, at school and at play. C2C is at the cutting edge of volunteer management, and through its “Giving Factory” provides unique, hands-on opportunities for people to help other people. Headquartered in Boston, MA, C2C opened in Philadelphia in 2007 and in Chicago in 2016.

How Our Model Works:  Cradles to Crayons collects new and nearly new children’s items through grassroots community drives and corporate donations. Donations are then processed and packaged by volunteers and are distributed to disadvantaged children through a collaborative network of social service agencies and school partners. C2C supplies these items free of charge by engaging and connecting communities that have with communities that need.

Cradles to Crayons meets a critical need as many children 12 years old and younger live in low-income and/or homeless situations. These living conditions can have negative effects on self-esteem as poverty can lead to increased social and emotional behavioral challenges; it impacts early education since half of children living in poverty start 1st grade up to 2 years developmentally behind their peers; and safety may be compromised as children living in poverty have increased risk of injury.

While meeting the immediate needs of low-income children, Cradles to Crayons also sets a foundation for lasting change by providing meaningful, tangible volunteer opportunities to thousands of individuals and families and hundreds of corporations each year by organizing clothing collections, hosting fundraisers, or working in the “Giving Factory” warehouse.

Cradles to Crayons earned the highest possible rating from Charity Navigator for several consecutive years. Only 2% of charities rated have received this distinction, differentiating C2C from its peers, exemplifying the high standard of service at C2C, and indicating that C2C outperforms most other charities in America.


The Manager of Partner Relations (the Manager) is responsible for managing external partnerships with our partner agencies as well as overseeing growth and strategy for the market. This position ensures that the network partner philosophy and standards are defined and executed in accordance with Cradles to Crayon’s mission and strategic plan, that strategies exist to increase distribution through our partners, and that high-quality services are effective and extend our reach beyond.


  • Model and lead a positive “One Cradles” culture, underpinned by Cradles’ Cultural Values and related behaviors.
  • Responsible for strategic direction and management of Network Programs and Network Services through the direct supervision and leadership of the department staff.
  • Ensure the successful development and implementation of all services to partners and the overall satisfaction and enhancement of these services per customer needs and requirements.
  • Oversee an annual Service Partner portfolio audit process to ensure effective allocation of C2C resources.
  • Strategically grow our network of partnerships. Develop and grow the Partner Advisory Council.  Conduct outreach to prospective service partners.
  • Build strategies around partnership engagement and utilization, including the Purple Partnership pilot/ program. Execute and manage pilots and oversee long-term strategy around deepened partnership engagement.
  • Ensure that all guidelines and contract standards are executed; ensure that all paperwork and contracts are current and effectively managed.
  • Manage the market’s Service Partner relationships; represent Cradles to Crayons externally at related collaborative events and opportunities.
  • Execute current and future special programming, including the Mobile Clothing Program, Summer KidPack Program, and HUB
  • Partner with development, community engagement, volunteer engagement to develop and implement strategic partnership opportunities with partner network for growth and scale (ie. speaker opportunities, community relations, etc.). Oversee sunshine acquisition for market.
  • Develop sustainable statewide service partnerships to support market engagement, the recycle model strategy, and development initiatives.
  • Support decision making around product procurement priorities and product quality standards.
  • Actively participate in budgeting processes and follow up.
  • Support cross-market teams for overall strategy and effectiveness, serve as a resource and mentor, and strengthen/ standardize cross-market communication.
  • Build comprehensive department guidelines, toolkits, and trainings for partner relations core functions.
  • Lead special distribution events; examples include Backpack distributions and bulk or Specialty Items distribution days.
  • Manage and execute the annual Winter KidPack bulk coats initiative.
  • Manage team interns; determine team needs and develop job descriptions.
  • Support development of IT systems and tools to support department work and resources for Service Partners, including working with consultants to advise/address issues related to online ordering system.
  • Participate in Cradles to Crayons’ special events/initiatives and manage all aspects related to network of service partner involvement.
  • Work cooperatively with staff, volunteers, and interns to support the mission of Cradles to Crayons to both meet and sustain its goals.


  • Successful completion of annual goals relative to C2C’s annual priorities as determined with supervisor in Performance Evaluation Process.

Required Experience/Knowledge/Skills/Abilities:

  • Bachelor’s degree required.
  • Minimum of 3+ years of superior customer service required; management experience preferred.
  • Excellent verbal and written communication skills.
  • Solid analytical skills, considerable judgment, and initiative to establish work procedures.
  • Familiarity with Microsoft Office suite (excellent Excel skills).
  • Work independently, under supervision, and in a team-based and goal-oriented environment.
  • Work some evening and weekend hours.
  • Must have a valid driver’s license and a clear driving record.


Diversity and Inclusiveness are core values at Cradles to Crayons, and we continuously strive to be a team where everyone feels welcome and supported. It is the policy of Cradles to Crayons to provide equal employment opportunities without regard to race, color, religion, sex, national origin, age, disability, marital status, veteran status, sexual orientation, gender identity, genetic information and/or any other protected characteristic under applicable law. Individuals from underrepresented groups are especially encouraged to apply.

Working Conditions:

This is a warehouse environment and normal changes in temperature are to be expected while working inside the warehouse or outside, on or around the loading dock. There are no hazardous or significantly unpleasant conditions.


In accordance with the Americans with Disabilities Act, it is possible that requirements may be modified to reasonably accommodate disabled individuals. However, no accommodations will be made by Cradles to Crayons which may pose serious health or safety risks to the employee or others, or which impose undue hardships on the organization.

Come volunteer your time empowering teenage girls in Chelmsford

What? Budget Buddies is launching the first of three pilots for our new program, Girl’s LIFE (Learning Independence through Financial Literacy). Girl’s LIFE is designed to apply our financial literacy and empowerment curriculum to a teen audience. We strongly believe that teaching young women core financial principles when they are on the cusp of independent financial lives is essential to the full economic empowerment for women in adulthood. We partner workshop material with one-on-one mentor relationships for each girl in our program.
Who? We are looking for YOU to be a coach for one of our young women! Coaches will be expected to dedicate 2 hours a week to our program. **Must be a female-identifying 18-35 year old to be a coach.**
When? Tuesday Evening from 5:30m-7:00pm for 10 weeks
Fill out an application today! 
Questions? Contact Jazmine Kardell at or call 978-703-0820.

Family Services Manager

<p><strong>Job Summary:</strong><br />Responsible for Family Services programming which reflects the Jeremiah mission and encompasses the values, vision, and purpose of the program in a way that is consistent with the standards, policies, and procedures of the Jeremiah Program model. Responsibilities include development and implementation of Family Services programming; supervising and coaching of staff; direct service to program participants, managing the preadmission process and Empowerment training programming and supporting students as they work towards and transition into the program.</p><p><br />Primary Responsibilities:           A. Leadership</p><p>* Ensure the development of a program that aligns with its strategic goals: Life Skills and Empowerment Training, Safe and Affordable Housing, Quality Early Childhood Education and Support for Career Track Education.</p><p>* Develop and implement policies and procedures for program operations with the Executive Director and the Program and Data Specialist.</p><p>* Collaborate with staff and partners to ensure seamless services for Jeremiah families to improve financial accountability for Jeremiah families.</p><p>* Serve as data liaison (with Program and Data Specialist) to ensure consistent data collection and use of database systems (Apricot and Volunteer Hub). Ensure utilization of Apricot to monitor program participants’ progress and family services productivity.</p><p>* Lead and participate in new initiatives or pilots associated with advancing the mission of the organization in collaboration with the Program and Data Specialist.</p><p>* Attend and/or facilitate internal Committee meetings as a contributing member, and community board meetings as appropriate.</p><p>* Participate on the Management Team to provide organizational leadership and continuity of program operations and strategic planning.</p><p>* Supervise volunteers, including the ongoing monitoring of the quality of work,</p><p>* Conduct regular performance evaluations, developing performance improvement plans, coaching, mentoring and training of new hires.</p><p>* Leverage volunteers and interns to increase organizational capacity.</p><p>B. Direct Services</p><p>* Serve as the initial point of contact for prospective applicants.</p><p>* Screen applications and determine program eligibility through administering IDA and Preadmissions evaluations.</p><p>* Interview applicants to determine program fit and readiness.</p><p>* Provide feedback, update as necessary, and implement policies and procedures related to the admissions process.</p><p>* Provide and promote confidentiality at all times.</p><p>* Maintain efficient, confidential and organized student files.</p><p>* Track all relevant applicant/pre-admissions data in Apricot – Jeremiah Program’s client data management system.</p><p>* Meet with families weekly or biweekly for coaching, addressing key areas including personal health, education, career development, legal, finances, parenting/child development, and any immediate need resources/referrals.</p><p>* Provide crisis intervention and resources/referrals as needed.</p><p>* Actively conduct outreach and community presentations at events and community-based organizations to recruit eligible candidates for program enrollment.</p><p>C. Program Support</p><p>* Implement Empowerment classes based on forecasted program capacity/occupancy needs and ensure that volunteer Empowerment facilitators are supported in their role.</p><p>* Organize the student orientation event which proceeds Empowerment.</p><p>* Participate and provide input at staff and committee meetings as assigned. Engage in strategic discussions involving program admissions and residency.</p><p>* Partner with local high schools, colleges, universities, county agencies and service providers for quality referrals and alternative resources for families.</p><p>* Assure planning and execution of special events within the Family Services team.</p><p>* Schedule and facilitate team meetings and family goal planning meetings (minimum quarterly) to assist in the advancement of participants’ career, educational and personal goals.</p><p>* Ensure coordination of residential leasing per local public housing agency guidelines and apartment maintenance by the property management partner.</p><p>* Keep informed of emerging policy issues affecting Family Services including environmental, governmental and community trends.</p><p>* Provide crisis intervention as needed to support overall family and campus well-being.</p><p>D. Other Duties as assigned</p><p>* All Jeremiah Program employees are mandated reporters and are legally required to ensure a report is made when abuse is observed or suspected.</p><p><br /><strong>Qualifications:</strong><br />* BA/BS (Master’s degree preferred) in education, human services, social work, or related field and 5-7 years’ experience working with diverse populations.</p><p>* Minimum 3 years supervisory skills in the social services field with strong skills in staff supervision, program management, experience preparing and/or monitoring budgets, and implementation of policies and procedures.</p><p>* Knowledgeable of MA State social services regulations.</p><p>* Experience working with low-income populations, women, and children of color.</p><p>* Strong ability to represent the interests of Jeremiah Program, interact effectively with diverse groups and be at ease building successful collaborations with program participants, staff, partners, and stakeholders.</p><p>* Thorough knowledge of training and education opportunities in the community, including comprehensive knowledge of community resources.</p><p>* Excellent written and verbal communication skills.</p><p>* Certified in First Aid/CPR</p><p>* Ability to work in a team environment, interact with management, direct service staff and participants to ensure high-quality service delivery.</p><p>* Proficiency in computer skills, i.e. Microsoft Office, SharePoint, and ability to learn the Apricot database.</p><p>* Passion for the Jeremiah Program mission and values.</p><p>PERSONS OF COLOR ENCOURAGED TO APPLY.</p>

Director of In-House Programs (DIHP) and Instrumental Division Head

Title:                           Director of In-House Programs (DIHP) and Instrumental Division Head

Status:                        Full-Time Exempt (40 hours/week)

Start Date:                 April 2019

Reports to:                Chief Programming Officer

Oversees:                  In-House Programs Staff and Faculty

Works Closely With: Early Childhood Director, Director of School Outreach, Community Engagement Manager, Director of Music Therapy, Registrar, Chief Operating Officer (COO), Chief Programming Officer (CPO), and Executive Director

Position Description

The Director of In-House Programs (DIHP) at CMCB will be a visionary leader responsible for supervising and directing all aspects of the department’s strategic vision, public visibility, and Directorial operations as it relates to CMCB’s In-House Programs. Reporting to the Chief Programming Officer, the DIHP will be a spokesperson for the In-House Programs, SummerMUSIC and the Instrumental Division. They will energize and execute all components of CMCB’s strategic plan that relate to In-House Programs, SummerMUSIC, and Instrumental Division. Maintaining multi-generational relationships with the board, faculty, staff, parents, students, strategic partners, and donors, the DIHP will exude warmth and energy while leading a historic In-House Program, SummerMUSIC, and Instrumental Division focused on access for diverse populations. The DIHP will also oversee best practices in hiring, training, mentoring, and supervising a diverse group of teaching artists, faculty, interns, and students while maximizing earned and contributed revenues. The DIHP will also work closely with the Early Childhood Director, Director of School Outreach, and Director of Music Therapy, and the Community Engagement Manager to activate the relationships between our South End site, school programs, satellites, and other CMCB programs.

Roles & Responsibilities


•       To foster and leverage CMCB’s strong reputation as an extraordinary community music school to sustain current programming and to develop future opportunities for expansion and growth in the In-House Programs, SummerMUSIC, and Instrumental Division.

•       To work with CPO and COO to manage programmatic risk, including ensuring that appropriate compliance systems are in place and steps are taken to reduce organizational risks related to finance, safety, labor relations, and other related functions

•       To maintain compliance with Code of Ethics & Standards – FERPA

•       To determine program goals and develop strategies to meet them

•       To oversee In-House Programs, SummerMUSIC, and Instrumental contracts and implementation

•       To maintain In-House and SummerMUSIC equipment and instruments

•       To integrate all aspects of CMCB’s programs to ensure that programs are aligned in fulfilling the mission and vision

•       Additional responsibilities may be assigned by the Executive Director as needed

Human Resources

•       To work with CPO and COO to administer and refine CMCB’s human resources program including: hiring and termination, performance and salary review, compensation and benefits, compliance and safety, orientation and training

•       To lead efforts to increase diversity of faculty and staff to reflect student diversity

•       To work with CPO and COO to ensure that the hiring practices are equitable and that they minimize implicit bias of marginalized groups

•       To oversee the department to ensure that faculty, staff, students, and parents have a memorable experience that leaves a legacy on their future growth and personal development

Program Accountability and Oversight

•       To work with CPO to create and refine theories of change/logic models

•       To work with CPO to define, document, and report programmatic impact

•       To create, In consultation with CPO and management team, corrective plans for pilots that are off track

•       To work with the CPO, the Early Childhood Director, and other program heads to ensure that students from Early Childhood, SummerMUSIC, and Instrumental are flowing into other CMCB programs

•       To identify and promote innovative programming that challenges the status quo and pushes the organization to consider choices that may be outside its traditional comfort zone

•       To ensure the highest level of programs and services that meet the needs of a diverse community

•       To work with CPO, Director of School Outreach, Community Engagement Manager, and Early Childhood Director to maximize CMCB’s community impact

•       To strengthen current partnerships while developing new partnership agreements with schools and community organizations to advance CMCB’s community-based activities throughout the Greater Boston area

Stakeholder Cultivation and Community Engagement

•       To listen carefully, speak persuasively, and anticipate concerns of parents, students, faculty, staff, external partners, and the public

•       To mobilize the talents, connections, and resources of the board to stimulate their continued active involvement

•       To refine, monitor, and implement the 2017-2019 strategic plan with the board, enabling the In-House Programs, SummerMUSIC, and Instrumental Division to gain market visibility and achieve greater organizational impact

•       To work collaboratively with Advancement Department on marketing, branding, and public relations programs that highlight the In-House Programs, SummerMUSIC, and Instrumental Division’s impacts and reputation

Financial Acumen and Organizational Management

•       To spearhead innovation and creativity to allow the In-House Programs, SummerMUSIC, and Instrumental Division to become more structured, prescriptive, and data-driven

•       To lead day-to-day operations to ensure that faculty, staff, students, and parents have a memorable experience that leaves a legacy on their future growth and personal development

•       To ensure that programs have sound financial strategy and high-quality financial systems and controls in place

•       To lead in monitoring and reporting financials to ensure the financial health and stability of each program while also matching money to mission

•       To empower and build camaraderie among CMCB faculty to recognize and leverage individual strengths that contribute to organizational success.

•       To work with CPO to financially negotiate, manage, and implement CMCB’s contractual partnership agreements

•       To oversee monthly/quarterly financial reporting and financial assessments of programs

•       To monitor and report organizational financial performance and design an organizational and financial accountability structure that is effective, efficient, and exceeds industry standards

•       To work with COO and CPO to determine program rates and fees

•       To manage all departmental accounts with the participation of registrar, COO, and CPO

•       To assist advancement department in grant application and reporting process

•       To provide leadership in the recruitment and retention of students and clients

Team Management

•       To promote a culture of high performance and continuous improvement that values learning and a commitment to quality and customer service

•       To establish and monitor staff performance and development goals, assign accountabilities, set objectives, establish priorities, and provide ongoing regular and ad-hoc feedback and support to staff

•       To ensure that staff members on the team receive timely and appropriate training in alignment with their professional development and departmental goals

Key competencies include the following:

•       Leadership – The ability to organize and motivate other people to accomplish goals, create a sense of order and direction, and gain active participation among a variety of stakeholders.

•       Diplomacy and Employee Development – The capacity to interact with others in a positive manner, treat them fairly, and listen carefully to what they say while facilitating their professional growth.

•       Personal Accountability – The competence to prioritize and complete necessary tasks in order to meet or exceed the mutually agreed upon expectations of the role and to assume accountability for leadership actions.

•       Stakeholder Satisfaction – The dexterity to embrace diverse stakeholder perspectives, including those of staff, faculty, students, families, board, and the Greater Boston population, and set a course that balances organizational goals with those individual needs.

•       Bridge builder – A confident and effective communicator/negotiator who has the ability to engage, leverage, and fully activate current and potentially future partnerships.


·         Bachelor’s degree and/or extensive knowledge in the fields of music school administration, community arts education, program design and leadership.

·         Ability to plan and execute department initiatives.

·         Expertise in planning, organizational development, and team building in a collegial environment of mutual respect is needed.

·         A successful track record in best practices within the community engagement field and a high level of leadership experience is expected.

·         A minimum of 5 years professional experience is preferred.

·         The successful candidate should have a passion for arts as a tool for community engagement as well as enthusiasm for CMCB’s dual mission of excellence and access.

Compensation & Benefits

Salary range is low-mid $60K’s commensurate with experience, and benefits include medical insurance (group health and flexible spending account) paid time off, non-contributory 403(b) retirement plan, and discounts on music instruction at CMCB.

Application Instructions

Please upload your cover letter and resume to:

Marie Tai, Chief Operating Officer

Application Deadline is March 4, 2019

Founded in 1910, Community Music Center of Boston (the Music Center) transforms lives throughout Greater Boston by providing equitable access to excellent music education and powerful arts experiences.  The Music Center serves more than 5,000 students each week, on-site at our South End facility in the Boston Center for the Arts and in more than 40 outreach locations, including public schools, community/senior centers, and medical facilities. We are the largest external provider of arts education in the Boston Public Schools. Core Music Center programs include individual and group instruction in more than 25 instruments; outreach instruction in Boston Public Schools; an Intensive Study Project providing private instruction, theory and performances to prepare students for college-level study; early childhood programs; and music therapy for individuals with a wide range of physical, cognitive, emotional and/or social life needs.

2010 Regional Meetings

In addition to a meeting in Boston addressing the issue of PILOTs and a strategy session in the Pioneer Valley, there were six regional meetings as MNN’s first phase of a public awareness campaign. At these meetings attendees received a media training from notable communications firm Morrissey & Company, who generously donated their expertise pro bono. Topics ranged from social media and writing press releases to who the local reporters are and how to pitch stories to them. During the discussion times, attendees immediately took advantage of what they were learning and found ways to collaborate on news stories. Local state senators and representatives also attended to offer their advice on garnering support for legislation.

2010 Regional Meetings Photos

[nggtags gallery=2010regmeetings]

Click here for Photo Album


Legislators who attended:

  • Rep. Steven D’Amico
  • Rep. David Linsky
  • Rep. Chris Walsh
  • Rep. Alice Peisch
  • Rep. Tom Sannicandro
  • Rep. Stephen DiNatale
  • Rep. John Fernandes
  • Rep. Harold Naughton
  • Rep. Smitty Pignatelli
  • Rep. Cleon Turner

If you are interested in sponsorship for Nonprofit Awareness Day, please go to our Sponsor page.

Boston Task Force: Nonprofits Should Pay More in Lieu of Taxes

Re-posted with permission from

BOSTON — A task force established by Boston Mayor Thomas Menino yesterday issued recommendations aimed at encouraging nonprofits to make payments in lieu of taxes to compensate the city for providing fire, police, highway, and related services normally covered by real estate taxes.

Key among the recommendations that nonprofits owning property in the city valued at more than $15 million should pay the equivalent of 25% of what the nonprofit’s property would yield in property taxes if it were taxable.

Currently, the city, like all cities and towns, has no authority to compel nonprofits to make voluntary payments in lieu of taxes. Many large nonprofits, however, make such payments, though others do not, and the amount paid varies widely in relation to the value of property those organizations own.

Reaction from the nonprofit sector was swift and negative.

David Magnani, executive director of the Massachusetts Nonprofit Network, the state’s nonprofit trade association, said, “The federal and state governments have made 501(c)(3) organizations tax exempt in order to pursue their mission and charitable purpose. It is their responsibility to adhere to those purposes when allocating their budget dollars.”

Michael Weekes, president and CEO of the Massachusetts Council of Human Service Providers, said, “The city’s nonprofit community human services organizations are sheltering our homeless, protecting our children, women and elders, and providing many other essential services. They should not also be asked to reduce services to the most vulnerable or lay off employees to fund new, unbudgeted payments to the city.”

He added, “These organizations being asked to pay a PILOT exist to serve the public interest and meet state mandates, and they provide benefits to Boston that far outweigh any potential tax payment.”

“We’re opposed to the principle,’’ Jack Dunn, spokesman for Boston College, was quoted in the Boston Globe. “We do not want to forfeit the tax exempt status we have had since our founding and most importantly we feel we can make more meaningful contributions to the city in other ways.’’

According to an analysis completed by the city of Boston, Boston College in fiscal 2009 paid $293,251 to the city in lieu of taxes, or about 1.9% of the $15.2 million in property taxes that Boston-based property would produce if subject to taxation.

Part of the rationale behind the commission was to create a standard that could be fairly applied to nonprofits.

Currently, the amount that nonprofits in Boston voluntarily pay to the city in lieu of taxes varies widely. For example, according to the city, Boston University in fiscal 2009 paid the most of any college or university, in actual dollars ($4. 9 million) or as a percentage (8.5%), of what its property would yield in taxes. Northeastern University paid the least as a percentage of taxes the property would yield, only 0.08%.

The analysis showed that the same disparity in current voluntary payments in lieu of taxes exists among medical institutions based in Boston.

The nine-member task force on payment in lieu of taxes, known as a PILOT program, has been reviewing PILOTs since January 2009. The recommendations propose a standard level of contributions for all major tax-exempt property owners and set forth a methodology for valuing community partnerships.

Task Force members voted unanimously to accept the following program recommendations:

  • PILOT program should remain voluntary. Task Force members hope the “spirit of partnership” continues to be a motivating force with payments in lieu of taxes. Members did not recommend changes to state law to establish legal or statutory requirements for non-profits.
  • PILOT program should be applied to all nonprofit groups. Task Force believed that all nonprofits should participate in the program. However, the Task Force determined that an exception should be made for smaller nonprofits that might lack the resources to fully engage in the PILOT process. Task Force members suggested a total property value threshold of $15 million for program participation.
  • PILOT contributions should be based on the value of real estate owned by an institution. Payments should reflect the size and quality of the institution’s real estate holdings and be consistent with the approach taken for taxable properties. The Task Force believed that PILOTs should be calculated as 25% of what the nonprofit’s property would yield if taxable. It is suggested that each nonprofit receive an exemption of $15 million in property value.
  • Give credit for community benefits offered by the institution. The Task Force recommended that a credit for Community Benefits should be limited to 50% of full PILOT payment. Examples of community benefits include public/community health initiatives, targeted scholarships for Boston Public School students, and summer jobs.
  • Give credit for property taxes paid on certain properties. Institutions would receive a credit on their PILOT in the amount of real estate taxes paid on properties that would ordinarily qualify for a tax exemption based on use.
  • Allow institutions and the City of Boston time to make adjustments that are in keeping with the new PILOT calculation formula. The Task Force suggests that a gradual approach will allow for a smooth transition to the new program and that the new formula should be phased in over a period not less than five years.

“My goal in establishing this task force has been to update the [PILOT] program so that it is fair and consistent,” said Menino. “The task force’s final report and recommendations is comprehensive and will serve as a foundation for the city’s payment in lieu of tax program as we move forward.”

The mayor’s office said Menino will review the recommendations to determine the next steps in implementing the revised PILOT guidelines.

In addition to Kidder, serving on the PILOT task force were:

  • Robert Brown, President, Boston University
  • James D. Gallagher, Executive VP of Communications, John Hancock Financial
  • Thomas Glynn, Chief Operating Officer, Partners HealthCare, Inc.
  • Gail Latimore, Director, Codman Square Neighborhood Development Corporation
  • Patricia McGovern, General Counsel & Senior VP for Corporate and Community Affairs, Beth Israel Deaconess Medical Center
  • Stephen Murphy, Councilor-at-Large, Boston City Council
  • Thomas Nee, President, Boston Police Patrolman’s Association
  • Zorica Pantic, President, Wentworth Institute of Technology

Nonprofit Research Reports

MNN serves as a resource for the nonprofit sector as a whole by supporting, conducting or collaborating on research projects that allow nonprofits to improve their policy environment or to engage in best practices organizationally. Below are some examples. If you are aware of any particularly strong resources that should be added to this list we would appreciate it if you would alert us to them.

PILOT Information

View MNN’s PILOT FAQ sheet here. These following sources do not necessarily reflect the views of MNN, but may be used for informational purposes.

Social Impact Bonds

The following articles do not necessarily reflect the views of MNN, but may be used for  informational purposes.

Nonprofit Health Insurance Project

MNN launched the Nonprofit Health Insurance Project (NHIP) in January 2009 in collaboration with the Blue Cross Blue Shield of Massachusetts Foundation to identify strategies and inform policies to enhance the accessibility and affordability of health insurance coverage for Massachusetts nonprofits and their employees. To do this, MNN assembled a task force of highly knowledgeable and qualified experts from various organizations and sectors; membership was diverse and included representatives from both legislative and executive branches of state government, advocates, nonprofit leaders, and health policy experts. Additional expertise was sought on a consultative basis to further develop the group’s deliberations.

Collaborative efforts with other nonprofits

Additional Information on the Massachusetts Nonprofit Sector