THE ORGANIZATION AND OPPORTUNITY The Capital Area Food Bank (CAFB) is the largest organization in the Washington metro area working to solve hunger and its companion problems: chronic undernutrition; heart disease; and obesity. By partnering with 450 community organizations in D.C., Maryland and Virginia, as well as delivering food directly into hard to reach areas, CAFB provides meals to close to 10 percent of the Washington metro area population – that is about 400,000 of the region’s mothers, fathers, sons, daughters, sisters, brothers and grandparents. CAFB uses a regional focus to provide food to children, seniors, and families. CAFB works directly and with a network of food assistance partners to provide food and nutrition education to its neighbors in need. With staff dedicated to each region in which CAFB operates, it is well positioned to understand the unique needs of its partners in these areas, and the people it serves. CAFB’s vision has always been to create a community in which everyone has access to sufficient nutritious food with a mission to create access to good, healthy food in every community. To this end, CAFB is devoted to understanding hunger and its causes, reducing food waste, engaging the community in awareness about hunger, and advocating for solutions that fill in gaps in the hunger safety net in the Washington metro area. CAFB is at a new and exciting stage in its trajectory. As the organization embarks upon its next strategic plan, the team is reflecting on its work with new energy, excitement, clarity, and urgency. Pivoting beyond the work of a traditional food bank – that is, getting food from those who have it to those who do not – CAFB will begin to also provide broader solutions to both short- and long-term food security needs. There are several key concepts, programs and partnerships that CAFB will be testing, exploring, and implementing, including: - Addressing the needs of the whole person and tailoring food and ancillary services to put individuals on a more promising pathway in life;
- Moving individuals along a continuum of support from free food to affordable food to sustainable, market rate food; and
- Providing better access to nutritious food as a means of improving health, educational attainment and enhanced engagement and contribution in the region’s economic growth.
The CAFB’s Theory of Change document is a new tool the organization is using to succinctly communicate its vision to key stakeholders. Best read from the bottom up, this document outlines how the Capital Area Food Bank is working to transform the problem of food insecurity into opportunities for brighter futures and more inclusive growth in our region. The CAFB is doing this by: - leveraging its unique role as the leader in Washington D.C.’s hunger relief system and the only actor in the region engaging with all links of the food supply chain
- organizing its work around five strategic objectives that aim to both increase the impact and efficiency of our current work getting free food to those who need it today and help forge pathways out of food insecurity for our clients for tomorrow
- measuring its impact in five different outcome areas that capture the multiple avenues to advancing food security as well as the multiple ways food can serve as a catalyst for stronger health and economic outcomes for our region
THE OPPORTUNITY The Chief Development Officer (CDO), a newly created role, will serve as a key part of this new strategy and approach. This leader will work in close collaboration with the CEO and senior team to create, implement and drive a new strategy that will encompass fundraising, marketing, communications, and partnerships. The CDO will provide leadership in the areas of individual and major gifts, corporate and foundation giving, planned giving, annual fund, events, and development support functions. CAFB’s current overall budget is $20 million, and CAFB raises $14 million from individuals, foundations, and corporations. The expectation is to increase the amount raised significantly. This individual will also guide marketing activities to increase awareness, brand recognition, philanthropic resources, and high-impact partnerships and powerful connections with CAFB’s existing stakeholders and new sources of support. The CDO will oversee a team of 15 in the development and marketing functions. This individual will work closely with the CEO and Board, and others as necessary, to create development plans and goals focused on the strategic goals of the institution. The CDO will play a pivotal role in building an organization-wide culture of philanthropy and will represent the organization externally. CAFB seeks an energetic and strategic leader with operational excellence and an ability to inspire, to motivate, and to empower colleagues. This individual will have the ability to partner with a wide range of stakeholders, including Board members, staff, corporate and foundation partners, major donors and other constituents. The strong candidate will enjoy working in a fluid, nimble, and growing organization that embraces new approaches to philanthropy and holistic partnerships. RESPONSIBILITIES: - In consultation with the CEO, set annual fundraising goals for the organization. Construct strategies and execute plans that will markedly increase individual, foundation, corporate, and other philanthropic support.
- Serve as a member of the organization’s senior leadership team, contributing to the overall organizational strategy for high-impact programming, engagement, and communication.
- Collaborate with the CEO, senior leadership team, and CAFB’s development team to identify and refine giving priorities, and to translate those priorities into compelling opportunities for philanthropy and persuasive proposals. In addition, the CDO will oversee a strategic plan for marketing and communications in support of CAFB’s brand.
- Provide mentoring and strategic support to members of the development team for the planning, coordination, and execution of initiatives tailored to achieve major gift prospects and partnerships with institutional donors.
- Ensure sound fiscal management and efficient allocation of resources.
- Oversee growth, maintenance, and enhancement of the development team’s technological proficiency and tools. Maximize utilization of technologies to streamline operational processes; spearhead creative technology initiatives that touch new audiences of potential donors.
- Manage a personal portfolio of current and prospective donors at the highest levels of giving capacity, including both individual and institutional sources, moving them through the stages of cultivation, solicitation, and stewardship.
- Prepare regular reports regarding the Development and Marketing team’s activities and progress to the CEO, senior leadership team, Board of Directors, and, as appropriate, for broader distribution within the organization.
- Travel as needed to support organizational priorities, including personal cultivation and solicitation, strategic communications, and special events.
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