Crittenton is at an exciting inflection point in its 134-year history. Operationally stable, it is poised for a CEO who can blend strategic visioning, fundraising, and operational management to drive long-term growth. Currently serving 1100 girls in 28 schools throughout Montgomery County and the District of Columbia, Crittenton has opportunities to expand wraparound services for more girls in more schools and regions throughout the DMV.

In the short-term, the organization can benefit from a fresh organizational strategy to strengthen and diversify fundraising streams, increase reserves, and build capacity for expansion. The creation of a strategic plan should include 1) an operational and programmatic strategy ensuring new services are designed and executed with an eye toward operational efficiency and effectiveness; 2) a development strategy leveraging board, foundation, corporate, government, and individual donor resources; and 3) a workforce planning strategy focusing on staff expansion, team development, performance management, and internal communications.

CORE FUNCTIONAL AREAS

DEVELOPMENT & FUNDRAISING
With a $2.8MM budget comprised of local government grants from Montgomery County and the District of Columbia, along with sponsorships and donations from corporate, foundation and individual funders, Crittenton needs to broaden its funding portfolio to strengthen operational sustainability.

The new CEO will be expected to create a long-range, philanthropic development strategy that shores up current funding streams, builds reserves, and creates capacity for future program expansion. Key to executing this endeavor will be the ability to serve as an external ambassador by cultivating relationships and capitalizing on unique, entrepreneurial funding opportunities.

NOTE: It is expected that this fundraising function will increase as operational capacity is strengthened enough to utilize the influx of significant additional resources for program expansion.

PROGRAM DEVELOPMENT
PEARLS, SNEAKERS, and Goal Setting Girls programs are facilitated by 14 Program Coordinators who host in-school, small group discussions ranging from 10-20 girls, depending on the program. A safe space for teens to discuss their social and emotional needs, the programs are extremely well received by both teens and their parents / guardians. In response to the teen mental health crisis, Crittenton added mental health services for participants this year.

There are opportunities to consider expanding wraparound services in such areas academic support, and continuing supports for program alumnae. This type of expansion will require increased financial resources, staff development, and programmatic enhancements, including building upon Crittenton’s excellent data collection and evaluation processes.

WORKFORCE PLANNING
Crittenton programs are delivered and administered by a team of 32 full-time, part-time and contract staff, including a programs team, and an operations team, all of whom are currently under the leadership of an interim CEO. Building on recent successes, there is an opportunity for the new executive to address the evolving needs of staff related to recruitment, retention, engagement, and culture building, including the stressors program leaders experience as they provide critical support to teens. As Crittenton prepares to expand its program portfolio, it will be vital for the new executive to build a workforce infrastructure that allows the staff to scale services meaningfully. Key to this effort will be replacing the Program Director role, currently filled by Chief Program Officer who will be retiring in 2024.

BOARD ENGAGEMENT
Crittenton’s 10 board of directors represent a diverse range of voices from government, nonprofit and corporate sectors. As part of an evolving development strategy, it will be vital to continuously seek directors from cross-sectoral communities who are likewise ready and willing to invest time, resources and connections to further Crittenton’s fundraising goals.

THE IDEAL CANDIDATE PROFILE:
To succeed in this role, the ideal candidate will bring a range of skills, experiences and personal qualities to facilitate a smooth transition. To this end, priority consideration will be given to candidates who meet the following qualifications:

A thorough commitment to Crittenton’s vision, mission, core values, and “whole girl” approach, as well as to diversity, equity, and inclusion.

At least 10 years’ experience serving in senior level roles within an outcomes-based local or regional 501(c)(3) nonprofit organization, with some of that experience in a #1 or #2

NOTE: Candidates from corporate, government or other backgrounds who have demonstrated fundraising experience and nuanced understanding of leading within a nonprofit organizational structure are welcome to apply.

Demonstrated skills crafting a fundraising and development strategy, and track record of raising visibility and funds by serving in an ‘ambassadorial’ capacity with funders including government, corporate and nonprofit foundations.

Outstanding leadership and management skills with proven ability to set direction and strategy for organizational capacity building, including hiring key senior staff to partner in operational execution.

A unique mix of business acumen, emotional intelligence, and personal empathy focusing on fiscal and operational stewardship while cultivating a culture of performance and engagement that respects the unique gifts, personal needs, and work-life balance considerations of each staff

LOCATION: Crittenton’s offices are located in their fully owned building (a renovated historic home) in downtown Silver Spring. It is expected that the CEO will determine the appropriate hybrid work environment for themselves and staff who are currently operating in this model.