RUSHER LOSCAVIO FISHER NONPROFIT EXECUTIVE SEARCH CAREER PROSPECTUS

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1 NONPROFIT EXECUTIVE SEARCH CAREER PROSPECTUS ORGANIZATION: LOCATION: Fresno, California, with field offices in Visalia and Merced THE POSITION: EXECUTIVE DIRECTOR/CEO ORGANIZATION BACKGROUND: The is one of 21 regional centers serving California s 58 counties, implementing the Lanterman Developmental Disabilities Services Act, to help individuals with developmental disabilities, and children at risk, to reach their goals. Historically, individuals with developmental disabilities lived in a shadow world of isolation, shame, and denial, closeted and invisible in the larger society. After mid-20 th century, the revolution in thinking about how the disabled are viewed and treated impelled the sea-change that produced the regional centers in California. At the core of this revolution was the belief that all beings deserve to live with dignity, to enjoy life to the maximum of their abilities, that those disabled should be treated as people first and not defined by their limitations. These beliefs dictated deinstitutionalization for most adults and children with disabilities, those who would be able with a reasonable system of supportive services to live in the community, to be close to the mainstream of community life, and, wherever possible, to enjoy similar benefits of education, 369 Pine Street, Suite 221 San Francisco, CA

2 Page 2 family, work, and leisure. This revolution was driven by determined parents and family members of the disabled, and supported by educational and mental health and medical professionals, policy-leaders, and legislators. The regional center concept and the place of the regional center in a complex statewide system of care acknowledges the key roles of family members and local nonprofit service-providers, reflecting the uniquely American model of federal and state governments partnering with a diverse and complex system of direct-service providers to meet the needs of its developmentally disabled clients and their families. In this model, the regional center provides the necessary link between the State of California and the grassroots providers of services to individuals, the local intermediary institution that in closing the distance from Sacramento to the far-flung counties allows each of the 21 regions to adapt to unique local needs. Each regional center has its own governing board comprised of clients with disabilities, family members of clients, and local business and professional leaders. The Board of the Central Valley Regional Center has members as described, residing in the counties served by this particular regional center: Fresno, Kings, Madera, Mariposa, Merced, and Tulare. The role of the Board resembles in almost every way the role of governing boards of other nonprofit organizations whose boards are comprised principally of community leaders, service providers, and representatives of the populations served. Yet, while the regional centers were established as free-standing California nonprofits, they are hybrid organizations with a far closer resemblance in style of operation to county government than to the typical nonprofit. They receive a large stream of government funding, and apart from advocacy to the State and federal funders, they generally do no private fundraising. They are governed by a nonprofit board that has no responsibility as a give, get, or get off board, though board members have all other nonprofit oversight responsibilities, including the critically

3 Page 3 important selection of and oversight of the chief executive officer whose responsibility it is to implement board policy decisions (which are substantially dictated by State and federal regulations and contract). If the nonprofit form of legal structure was intended to support diversity among the regional centers so they could more variously reflect the regions they serve, this has been very successful in some respects. For example, CVRC recognizes and acknowledges that all staff need to deliver professional services in a flexible way. Employee satisfaction and extended length of service under decades of effective leadership are characteristics of this regional center. In many ways, the nonprofit most similar to the regional center is the endowed public foundation, which has the responsibility for managing restricted funds and making grants to communitybased nonprofits who provide services consistent with the mission of the public foundation and within the constraints imposed on the pass-through funds by the restrictions of foundation donors. Such foundations (e.g., the community foundations) are very exposed to risk, must remain highly responsive to the community and the media, and are largely in the business of putting the money of donors, living and dead, to work in compliance with donor restrictions and in the most effective way possible. The shares some of those characteristics. A critically important distinction is that a foundation tracks the use of its grants by nonprofits through reports received from its grantees; the regional center maintains direct responsibility for each of its clients through its case managers, who maintain an individual program plan for every client in the center s care, and who are obligated to remain vigilant to every client need in relation to the hundreds of service providers who contract with the regional center to provide direct services. This executive opportunity is created by the retirement of 42- year staff member and 8-year CEO Robert Riddick, an exceptional and respected leader in this field. The Central Valley Regional Center is the seventh largest of the 21 California centers, with a staff of about 400, a budget of $220 million and

4 Page 4 growing. Roughly 15% of the Center s huge budget is devoted to operations, which includes the administrative functions, at only about 2% (e.g., finance, operations), plus program-related functions (e.g., determination of eligibility for services, intake and health assessment services, and caseload supervision). The lion s share of the budget, roughly 85%, is pass-through moneys that are used for purchase of services (POS) from communitybased nonprofits dedicated to provision of direct services to children and adults with disabilities. A child or adult might be referred by his/her parents, or an adult might self-refer, who may potentially be eligible for regional center services. The developmental disability must have occurred prior to age 18 and be associated with autism, cerebral palsy, epilepsy, intellectual disability, etc. Once found eligible for regional center services, the regional center case management staff create an individual program plan. CVRC currently serves over 16,000 children and their families, and adults who rely on community-based services. Some three-quarters of all clients reside with a parent or guardian, while some require alternative residential care. Many clients are supported in day programs, many require transportation, the variety of other out-of-home care is great, and the regional centers are effective in responding to the various unusual needs of any and all clients. Under the Lanterman Act, regional center support of such services is an entitlement, and the centers try to be extremely flexible and responsive in responding to individual needs. Not surprisingly, the purchase of service budgets are variable, depending on the needs and numbers of clients, requiring careful oversight and cash flow management in give-and-take with the State, while the sizable operations budget is entirely within the management control of each center and requires astute day-to-day monitoring as in any free-standing nonprofit, financial complexities that relate directly to the business acumen essential to effective center leadership. In the six counties served by CVRC - with its headquarters and 225+ staff in Fresno, a large field office with 125+ staff in Visalia, and a small field office with 40+ staff in Merced reside more

5 Page 5 than 2,000,000 Californians. The catchment area is a combination of urban and rural. The population is diverse both in ethnicity and language spoken. The population is nearly 50% Hispanic, about 40% White, about 5% African American, 5% Asian, and several percent Others; the population of clients served by CVRC, as well as CVRC staff, closely mirror that population. This position will attract many out-of-region candidates. The Executive Director will want to reside as conveniently in relation to the Fresno headquarters as possible. Fresno is a city of over 500,000 populations in a metro area of over 1 million, the financial, cultural and entertainment capitol of California s San Joaquin Valley. Home to a State University campus, Zoo, Art Museum, Philharmonic Orchestra, professional sports; +/- two hours drive from Yosemite and the Sierras or the Central California Pacific Coast; easy weekends from San Francisco, Carmel, Los Angeles, several wine regions, winter and water sports the Fresno area offers good schools and a familyoriented life style, a year-round mild climate, and a wonderful quality of life at a low cost-of-living (nearly 40% below the San Francisco Bay Area). REPORTING RELATIONSHIPS: The Executive Director reports to the Board of Directors. The Board of Directors is comprised currently of 13 directors. Direct reports to the Executive Director include: the Executive Director s Executive Assistant -- and -- directors of Case Management, Operations, Intake/Clinical Services, and Finance. RESPONSIBILITIES: The Executive Director is responsible for implementing all policy decisions of the governing Board and for the administration of all programs and services provided by CVRC. S/he is responsible for administering the Regional Center in the spirit and to the letter of the Lanterman Act and for the delivery in strict compliance and of full value under the CVRC contract with the California Department of Developmental Services

6 Page 6 (DDS). The Executive Director represents the agency to the community, including building strong relationships with key stakeholders and collaborating agencies, notably clients and families, vendors/contracted service-providers, State and Federal funders, and the other 20 California regional centers and the Association of Regional Centers (ARCA). Specifically the Executive Director: Ensures that, in partnership with the governing Board, and with compassion, empathy, and a well-grounded ethical sense, the mission and vision of CVRC are carried out - with transcendent concern for the needs of clients and their families - effectively, efficiently, consistently, transparently, and with integrity. In a collaborative style, oversees the administrative and fiduciary functions of CVRC by recruiting, training, closely supervising, mentoring and delegating duties and responsibilities to a dedicated, disciplined, and accountable staff able in every position to meet high professional expectations. Is even-handed and supportive in supervising staff, and sets a personal example of professionalism, trust, and affability both in the workplace and in the community. Is also always easily accessible to support CVRC staff, since the clinical demands on regional center staff can create high burnout, can be kindling for incendiary relationships with clients and their families, and may require the involvement of the chief executive to defuse issues at the earliest possible time. Anticipates changing community needs with vision and imagination, initiates long-range strategic and operational planning, and is responsible and accountable for the business-like implementation of all such plans. Develops, presents, implements and reviews programs, policies and procedures. Represents CVRC effectively to local, County, State, and Federal government, numerous community stakeholders, and groups of associations and agencies as well as to the media. Builds relationships with the political leadership

7 Page 7 of the community, with constituencies representing the interests of the developmentally disabled, and is able always to project CVRC as the invaluable Central Valley resource it has become. Is at ease with travel, making it possible to be present in all offices where CVRC services are offered, throughout the communities served in a large geographical catchment area, and in meetings elsewhere that shape funding, practice, and policy. Works closely with State and Federal funders, with allied agencies, and with the full array of service providers to the disabled community, providing support consistent with the Lanterman Act while being both frugal and entrepreneurial in identifying new sources of support and new opportunities for service. Participates actively in regional, statewide and national associations of similar organizations to ensure that CVRC is aware of and at the cutting edge of innovative services and best practices. PROFESSIONAL QUALIFICATIONS and EXPERIENCE: The ideal candidate: Is passionate about the importance of services to the disabled, compassionate with clients and their families, and is personally familiar with direct services important to clients marginalized by their disabilities or other disadvantages. Has a clinical background or lengthy experience in a behavioral health services setting, with the demonstrated capacity, commitment, and knowledge-base to work in close collaboration as a credible team member with social workers, psychologists, physicians, educators, and other professionals and caregivers serving children and adults with disabilities. Has had extensive management experience with proven leadership ability, and possesses a broad array of executive multi-tasking skills transferable to a complex multi-service, multiple location, and nonprofit organization serving the disabled. The ideal candidate

8 Page 8 will have California regional center experience and will be familiar with the system of care funded by the California Department of Developmental Services. Demonstrates a high level of business and financial acumen, with the sophistication to oversee a finance staff of 20 and a budget approaching one-quarter billion dollars, recommends budgets, oversees revenues and expenditures, carefully monitors and projects cash flow, understands reimbursements and rate structures as they might vary with geographic area and population served, costs out projects and then monitors the implementation of projects within approved budgets, maintains internal controls and financial discipline, and works closely with the Board to ensure the financial wellbeing of the organization. Has the capacity to develop quickly an understanding of a variety of complex funding sources and formulae, the revenues and expenditures associated with a large number of different services, to be able to oversee programs individually and as parts of an agency-wide whole, to establish priorities, to make difficult decisions to initiate, modify, or phase out programs, and to be effective in partnering with a board when such decisions raise board-level policy questions. Is extremely comfortable with social media, electronic communication, and information technology, has demonstrated an understanding of how data-driven decision-making and outcomes measurements, information and feedback enhance management decisionmaking and support an informed board, and has the ability to identify the internal or outsourced expertise to maintain adequate information systems, either independently or with collaborating regional centers. Is both entrepreneurial and pragmatic about the management of debt and cash flow, the protection of assets, and, importantly, the assessment of risk because of the significant exposure of an organization with large numbers of intake, assessment, and case workers responsible for large caseloads and support of large

9 Page 9 numbers of vulnerable clients. Has highly developed oral and written communication skills, and the vision, charisma, and dynamism necessary to project and promote the mission of CVRC, and to cement friendship networks and relationships with funding sources. Has the ability to protect and enhance the reputation of CVRC through healthy and trusting relationships with outside constituencies cultivated by being a high profile local citizen-leader and developing relationships that will discourage negative media treatment. Appreciates that the community of those with disabilities and service providers is highly networked, valuing an outgoing, knowledgeable, accessible executive. Has a natural enjoyment of community and will take advantage of an authentic enthusiasm for service clubs, chambers of commerce, and other venues where camaraderie advances the interests of the organizations represented. Has the ability to motivate, dignify, and inspire a multicultural and economically diverse workforce, capacity to identify and recruit able staff, evidence of the mature administrative ability to be accessible and present to all constituencies and to cultivate a culture of accountability including a willingness to evaluate performance candidly and, when necessary, to make difficult personnel decisions -- while at the same time being dedicated to a collaborative and nurturing style. Has the ability and self-confidence to lead from behind or by example, the ability and self-confidence to follow the lead of others, the humility to inspire respect. Importantly, has the ability fully to utilize and empower management staff by effective delegation and partnership, balanced with the patience to micromanage while mentoring underperforming staff. Ability to inspire trust. Exceptional listening skills, centeredness and maturity, open and deliberate consideration of issues and their context with considered, not impulsive, response, durability and adaptability to the vicissitudes of working

10 Page 10 with vulnerable and dependent clients and their families in sometimes emotional situations, high energy, and a healthy sense of humor. EDUCATION: Lifelong learning and educational achievement appropriate to the complexity of the position. Advanced training and/or experience in the behavioral sciences a plus. Advanced training in business and finance a plus. Advanced training in public administration and policy a plus. COMPENSATION: $135,000 - $185,000, negotiable, based on salary history and experience. Robert M. Fisher, Ph.D. and Michael Loscavio of Rusher Loscavio Executive Search are privileged to provide recruitment counsel to the Board of the Central Valley Regional Center (CVRC). All discussions with prospects for this position will be treated with utmost discretion and in strict confidence. We would be grateful to receive inquiries, expressions of interest, nominations and applications at the following address: bfisher@rll.com