Military Child Education Coalition (MCEC) Seeks CEO

Position Title: President/Chief Executive Officer
Reports to: Chairman of the Board of Directors

I. Position Overview
The President/Chief Executive Officer (CEO) of the Military Child Education Coalition (MCEC) serves as the organization’s senior executive and, in partnership with the Board, is responsible for accomplishing the mission and fulfilling the vision of MCEC, while remaining accountable to MCEC’s diverse constituents. The President/CEO is a mission-focused team leader, dedicated to delivering measurable, cost-effective results to realize the mission: To ensure inclusive, quality educational experiences for all military-connected children affected by mobility, family separation, and transition. The President/CEO must enthusiastically lead the MCEC team of staff and volunteers to meet the mission.

The President/CEO must have the experience, skill, collaborative style, sensitivity, and personal confidence to tap into the power each member of the MCEC team brings to the organization. While it is essential that the President/CEO maintain efficient and effective systems to maximize productivity, it is also vitally important to keep the military-connected child preeminent in all decisions, practices, and messages. In order to accomplish the mission, the President/CEO must comport with the following principles: align with the MCEC organizational culture; reinforce and assess expectations for high standards and quality in all efforts; foster innovation, research, and discovery; and, oversee and adhere to the application of sound business structures and practices.

In accordance with the MCEC Bylaws, the Board delegates responsibility for management and day-to-day operations to the President/CEO, who has the authority to carry out these responsibilities, in accordance with the direction and policies established by the Board. The President/CEO provides advice to the Board as it carries out its governance functions.

II.  Essential Duties and Responsibilities include the following:

1. Mission, policy and planning
a) Helps the Board determine MCEC values, mission, vision, and short- and long-term goals. Coordinates with the Chief Operating Officer to make the vision actionable, to understand and implement the mission.
b) Facilitates the Board’s monitoring and evaluation of the organization’s relevancy to the community, its effectiveness, and its results.
c) Keeps the Board fully informed on the condition of MCEC and on all the important factors influencing the organization.
1) Identifies opportunities and challenges and addresses them; bringing those that are appropriate to the Board and/or its committees; and, facilitates discussion, deliberation, and decisions.
2) Informs the Board and its committees of trends, issues, challenges, and activities in order to formulate organizational policy.
3)  Recommends public policy positions on key issues impacting military-connected children.
d) Keeps informed of developments in nonprofit management and governance, philanthropy and fund development.
e) Invests in the future – “focus on the harvest.”
f) Gathers intelligence and shares data internally and externally.

2. Responsibility for assuring reputation, relevance and standards
a) Reputation:
Assures the organization and its mission, programs, products and services are consistent and present a strong, positive image to relevant stakeholders.

Assures that the public image, marketing efforts, media activity and related events accurately reflect the mission.

Assures balance and consistency to maintain the overall goodwill of MCEC.

Remains attuned to evolving needs, opportunities and approaches; sets the direction for the organization to respond in a manner best suited for the organization and its mission.

b) Relevance:
Internal: Assures that MCEC uses reliable evaluation methods to assess program relevancy and quality.
External: Assures that MCEC programs, speakers, and materials deliver information that is up-to-date, accurate, research-informed, and relevant to the current needs of military-connected students, their school systems, their supporting military service, and current public policies.    Regularly engages with subject matter experts (e.g. MCEC Science Advisory Board or military leadership) to stay informed on current research and emerging areas of need.

c) Standards:
Internal: Support a collaborative work environment that encourages the staff to constantly learn, think, and examine the needs of military-connected children. By sharing this knowledge with parents, educator, military leaders and legislators, whether through curriculum development, training, social media, or customer service interaction, constituents will be confident they have received the most reliable information available.
Support an environment that encourages high quality delivery of service, with professional, personable, knowledgeable staff and volunteers.
Support an internal culture that embraces 100% acceptance, as taught in the MCEC Student 2 Student® program.

External: Maintain the high standards of the organization by using ethical discernment when deciding whether to engage in partnerships or collaborations. Always keep the focus on the children.

3. Management and administration
a) Provides general oversight of all MCEC activities, manages the executive senior leadership team, and assures a smoothly functioning, efficient organization.
b) Assures program quality and organizational stability through development and implementation of standards and controls, systems and procedures, and regular evaluation.
c) Assures a work environment that recruits, retains, and supports quality staff and volunteers. Assures appropriate processes for selecting, developing, motivating, and evaluating staff and volunteers.
d) Recommends executive staffing and financing to the Board of Directors.

4. Governance
a) Helps the Board articulate its roles and responsibilities, as well as those of its committees and individual members, and helps evaluate performance regularly.
b) Works with the Board Chair to enable the Board to fulfill its governance functions and facilitate the optimum performance of the Board, its committees and individual Board members.
c) With the Board Chair, focuses Board attention on long-range strategic issues.
d) Manages the Board’s due diligence process to assure timely attention to core issues.
e) Works with the Board officers and committee chairs to effectively engage each Board member.
f) Assists in the recruitment of Board member candidates.
g) Serves as ex-officio member of the Board.

5.  Legal compliance
a) Assures the filing of all legal and regulatory documents and monitors compliance with relevant laws and regulations.
b) Assures the protection of the organization’s intellectual property and proprietary rights.
6. Financing and Financial Viability
a) Promotes systems, programs and services that are developed and delivered in a cost-effective manner, employing economy while maintaining quality.
b) Oversees the fiscal activities of the organization including budgeting, reporting and audit. Works closely with the Board Treasurer and Senior Vice-President/Chief Operating Officer (SVP/COO) on formulating financial policies. Ensures proper execution of established policies.
c) Works with the Board to ensure financing to support short- and long-term goals.
d) Assures an effective fund development program by supervising the Vice President for Fund Development responsible for this activity.
1) Helps guide and enable the Board, its fund development committee(s) and its individual Board members to participate actively in the fund development process.
2) Helps the Board and its development committee design, implement and monitor a viable fundraising plan, policies and procedures.
3) Participates actively in identifying, cultivating and soliciting donor prospects. Assures the availability of materials to support solicitation.
4) Assures the development and operation of gift management systems and reports for quality decision-making.

7. Community relations
a) Facilitates the integration of MCEC into the fabric of the community by using effective marketing and communications activities. Tell the story of the value and uniqueness of the military-connected child.
b) Acts as an advocate, within the public and private sectors, for issues relevant to MCEC, its services and constituencies. Be research-informed. Continually hone craft and be the spark for “fusion conversations.” Know the balance between advocacy and education.
c) Listens to clients, volunteers, donors and the community in order to improve services and generate community involvement. Assures community awareness of MCEC’s response to community needs. Manage relationships with partner executives with return on investment emphasis. Be willing to collaborate and seek help when needed.
d) Serves as chief spokesperson for MCEC, assuring proper representation of MCEC to the community.
e) Initiates, develops, and maintains cooperative relationships with key constituencies. Identify areas for future strategic partners.
f) Works with senior military and corporate leadership, volunteers and representatives of the nonprofit sector to promote legislative and regulatory policies that encourage a healthy community and address the issues of MCEC’s constituencies. Adapt to changing education policy and trends.
g) Identifies organizations with whom MCEC should partner. Have the vision to identify gaps in relationships.
h) Understands and manages both the military, education and public policy ecosystems of military-connected children.

III. Critical competencies. Demonstrates critical competencies in multiple broad categories: commitment to results, business acumen, leadership, and motivation.
Commitment to results: The President/CEO is a systems thinker who is customer focused and goal driven. This individual identifies relevant information to transform into individual and organizational knowledge and learning. The chief executive serves as an action-oriented and innovative catalyst as the senior strategist for the organization.  S/he translates broad goals into achievable milestones, anticipating and solving problems and taking advantage of opportunities as a self-starter and team player.

Business acumen: The President/CEO position requires an individual with knowledge of and experience in management and administration. The position also requires demonstrated experience in integrating and coordinating diverse areas of management and models stewardship for the organization.

Knowledge in the following areas is required: human resources; finance and personnel; oral and written communications; planning and evaluation; and governance. The President/CEO must be willing to learn and grow.
Experience in philanthropy, non-profit management and governance, and community relations is preferred.
General knowledge of fund development is also preferred.
High level personal skills are required to make formal, persuasive presentations to groups and to deal effectively with people from all segments of the community.
The individual must be comfortable with diversity and respectful of a wide range of faiths, beliefs and experiences.
Know when to leverage trusted colleagues in times of scarce resources.

Leading: The President/CEO possesses the skills and implements the functions of a leader. S/he shares MCEC’s values, mission and vision. S/he consistently displays integrity, models positive behavior, develops people, and builds teams. The President/CEO must deal effectively with demanding situations as well as design and implement interventions.

Motivating: The President/CEO manages continuity, change and transition. This individual knows how to influence and enable others. S/he addresses the impact of attitude and action on MCEC and its participants.

IV.  Qualifications: Minimum of a Master’s Degree is required.  An advance degree and/or certifications that prepare an individual for the diversity of requirements is critical with a minimum of 5-10 years’ experience in senior management positions.

V.  Physical Demands/Working Conditions:
This is a high-stress position based on the broad responsibility for MCEC operations. The President/CEO must handle detailed, complex concepts and problems, balance multiple tasks simultaneously, and be prepared to make rapid decisions regarding administrative issues.

Plans and implements programs. Establishes strong and appropriate relationships with Board, committees, volunteers, staff, donors and clients. Develops smooth and constructive relationships with executive colleagues, outside agencies, organizations and individuals.

Plans and meets deadlines and maintains a flexible work schedule to meet the demands of executive management. Hours may be long and irregular and business travel averages one week per month.
At all times, the President/CEO must convey a professional and positive image and attitude regarding MCEC and the nonprofit and for-profit sectors. In addition, s/he must demonstrate a commitment to continued professional growth and development.

VI. Selection Process
The President/CEO selection process conducted in phases.

Phase One: In addition to the cover letter and resume, applicants are required to complete and submit the CEO application. The MCEC Board Screening Committee reviews completed application packets.

Phase Two: Based on the Screening Committee scoring results, the MCEC Board Interview Committee meets with a select number of candidates to narrow the slate of candidates.

Phase Three: The MCEC Board of Directors will make the final selection.

VII. Selection timeline 
Applications accepted through March 2018 with the final selection occurring in May 2018.
The new President and CEO will assume duties on 18 December 2018.

VIII. Contact information
Letters of interest, resumes, and CEO applications will be held in the strictest confidence. Please email your application packet to