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Our Shared Sector: After Understanding the “DE&I” Acronym, How Can Nonprofits Start Their DE&I Journeys?

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The last edition of Our Shared Sector described the differences between each part of the “DE&I” Acronym–diversity, equity, and inclusion–and explained how the differences between each requires distinct approaches in improving them at an organization. This edition focuses on steps that nonprofits can take to weave the principles of diversity, equity into their organizational cultures.


Increasing diversity within an organization most often means working with the Human Resources team, and any others in charge of hiring and promotion. It may mean creating or adjusting your hiring handbook or including language in job postings that indicate that people of color, women and non-binary individuals, those with disabilities, etc. are encouraged to apply.


By focusing on equity, an organization addresses all aspects of their work with an understanding that not all employees or potential employees have access to the same resources. Using an equity lens means asking questions such as: “Where are you posting the job description? Is the language accessible? Are you listing skills that allow other people to apply?” For example, you may recognize that while a job description states, “Master’s degree preferred,” not all prospective employees have had access to graduate education, so it is worth evaluating comparable skills sets for the job, such as experience working in the community.

Utilizing an equity lens means realizing that people of less privileged backgrounds often do not enter an organization with the same resources as their privileged counterparts. Therefore, it is equitable to provide them with additional support, such as providing them with professional development opportunities. Additionally, an equitable lens recognizes that leadership must ensure that white people and men are contributing to inclusion and are committed to change on an institutional level.


Inclusion works to create a welcoming work culture–one where individuals of all identities and racial and ethnic backgrounds feel that they are being supported and able to succeed. One strategy many workplaces employ is creating an Inclusion Committee. Committees such as these work with senior leadership and provide a space for individuals to brainstorm how to better support people of color and women in all levels.

What’s the next step?

Even after understanding the differences in Diversity, Equity, and Inclusion, actually putting a plan in place can feel daunting.

Keep these three pieces of advice in mind during your DE&I journey:

  1. It takes time. DE&I work is an ongoing process that will require both time in employees’ work schedules and a long-term plan that the organization commits to seeing through.
  2. This is not easy work. People are not used to discussing equity in the workplace, and it is going to be hard to get everyone on board. That is why leadership buy-in is so crucial–support from the top can provide needed guidance to the entire organization.
  3. There is no “right way” to do equity work. Each organization must come up with a plan to address their particular workplace dynamics and opportunities.

Consider reaching out to experts to ensure your organization makes the space and time to create meaningful cultural change.

About YW Boston

As the first YWCA in the nation, YW Boston has been at the forefront of advancing equity for over 150 years. Through our DE&I services—InclusionBoston and LeadBoston—as well as our advocacy work and youth programming, we help individuals and organizations change policies, practices, attitudes, and behaviors with a goal of creating more inclusive environments where women, people of color, and especially women of color can succeed.

Our Shared Sector: What Every Nonprofit Should Know About the Acronym “DE&I”

by YW Boston

Diversity, Equity, and Inclusion, or “DE&I” as it is commonly referred to, is a phrase that broadly outlines the efforts an organization takes to create a more welcoming environment for people of less-privileged identities. Diversity, Equity, and Inclusion can include any number of interventions and can feel daunting for nonprofits as it requires time, resources, and organizational buy-in. Once a nonprofit has identified that it wants to promote more diverse, inclusive, and equitable spaces, a good starting point is gaining clarity on what diversity, equity, and inclusion is and isn’t.

But Diversity, Equity, and Inclusion is referred to as “DE&I” so often that many individuals may not know what each letter refers to. One barrier nonprofits may face in getting started building a strategy is not knowing the difference between these three concepts and how to address each.

To get started, each part of the acronym is defined below.

What is diversity? What is equity? What is inclusion?

Independent Sector’s definitions of each of these terms are helpful to understanding their differences:

Diversity “includes all the ways in which people differ, encompassing the different characteristics that make one individual or group different from another,” including identity markers such as race, ethnicity, gender, differing abilities, sexual orientation, religion, and more. It also takes intersectional diversity into account, when people’s identity is made of a number of underrepresented identities.

Equity is “the fair treatment, access, opportunity, and advancement for all people, while at the same time striving to identify and eliminate barriers that have prevented the full participation of some groups. Improving equity involves increasing justice and fairness within the procedures and processes of institutions or systems, as well as in their distribution of resources.”

Inclusion is “the act of creating environments in which any individual or group can be and feel welcomed, respected, supported, and valued to fully participate. An inclusive and welcoming climate embraces differences and offers respect in words and actions for all people.” Inclusion goes beyond diversity, because once you have a diverse staff, organizations must focus on retention.

YW Boston often uses inclusion strategist Vernā Myers’ analogy: “Diversity is being invited to the party. Inclusion is being asked to dance.” Diversity is often thought of as being quantifiable by measuring who is represented in an institution. Inclusion is measured through qualifiable data, looking at attitudes and people’s perceptions of how welcoming an organization.

Why can it be unhelpful to boil it all down to “DE&I” acronym?

While goal setting is an important aspect of this work, diversity, equity, and inclusion each require different methods of intervention, different resources, and different tools for measurement.

When Diversity, Equity, and Inclusion are boiled down to the acronym DE&I, diversity often becomes the focus. Because racial, ethnic, and/or gender diversity can sometimes (but not always) be determined by visually scanning an organization, nonprofits may feel it is the easiest to measure and therefore tackle. Diversifying the workforce is important, but that doesn’t directly lead to those new hires feeling welcomed or supported in the organization.

To be able to move beyond diversity, YW Boston’s InclusionBoston team explains, an organization must work with “an understanding that the systems they are working in, especially when they think about institutions, are not equal and are not equitable. They need to recognize that they have to move beyond just having people in the room or at the table.” Organizations often assume that diversity equals inclusivity. While that is not necessarily the case, oftentimes if you are truly inclusive, diversity will follow along.

In addition, many people assume that DE&I work refers specifically to race and gender, but it can address any or all systemic issues of inequity. By looking deeper than the DE&I acronym, an organization can determine whether there is a particular systemic inequity it must address.

The next edition of Our Shared Sector will help nonprofits begin to address each part of the DE&I acronym within their organizations.

About YW Boston

As the first YWCA in the nation, YW Boston has been at the forefront of advancing equity for over 150 years. Through our DE&I services—InclusionBoston and LeadBoston—as well as our advocacy work and youth programming, we help individuals and organizations change policies, practices, attitudes, and behaviors with a goal of creating more inclusive environments where women, people of color, and especially women of color can succeed.

Our Shared Sector: Four Ways to Become a More Inclusive Nonprofit Leader

by YW Boston

YW Boston 1-min

Studies have found that nonprofit organizations are suffering from racial and gender leadership gaps. Research shows that people of color have similar qualifications as white respondents and are more likely to aspire to nonprofit leadership positions, yet people of color are severely underrepresented in leadership positions within the nonprofit sector. This has left many nonprofits wondering how they can develop more inclusive leadership in order to successfully support diversity and inclusion within their organization.

We know that improving diversity and inclusion within an organization requires a team effort. DE&I experts stress the importance of organizational buy-in. Leadership, in particular, should be open to changes within the organization. Executive leadership and management can sometimes pose as gatekeepers to organizational change. Therefore, it’s essential for influential leaders to assess the inclusivity of their leadership. Inclusive leaders can become change agents and are a key element of successful diversity, equity, and inclusion efforts. Fostering inclusive leadership means that your organization is committed to seeking diverse viewpoints, particularly when it comes to decision making.

But what exactly is an inclusive leader? How does one become an inclusive leader and how can individuals assess their own leadership skills?

1. Value and leverage all points of view in order to make better decisions

Groupthink can stifle innovation, decision making, and hurt a company’s bottom line. A leader’s ability to leverage diverse viewpoints can become one of their most critical skills. Through improved collaboration and strategic decision making, inclusive leaders can positively impact business performance, professional development, and employee engagement within their organizations. Not only do diverse teams perform better, but there is also a penalty for less diverse companies.

2. Build the courage to challenge assumptions and practice accountability

Inclusive leaders tolerate risk and are willing to be the first to speak up in favor of changes within an organization. It takes courage to challenge the status quo and hold the organization, others, and ourselves accountable. Courageous leaders should practice self-awareness and regulation in order to lean into discomfort and address their own biases and limitations.

3. Are committed to intentionally creating more inclusive spaces

When an organization is inclusive, all members feel valued, respected, and confident in speaking up and being heard. An inclusive space makes everyone feel like they belong. Improving inclusivity requires a long-term commitment and intentional effort. This means that inclusive leaders should adapt their practices and allocate resources towards improving diversity and inclusion. By aligning DE&I efforts to personal values and business priorities, inclusive leaders can ensure lasting impact.

4. Analyze root causes before taking action

A systems approach, such as the iceberg model, can allow leaders to be more effective and inclusive problem solvers. The iceberg model looks at the various elements within a system that can influence each other. During YW Boston’s LeadBoston program, we challenge participants to critically assess challenges in order to differentiate between symptoms and root cause. This approach provides both the knowledge and the tools that allow leaders to identify attitudes, beliefs, and behaviors that may be reinforcing barriers to diversity, equity, and inclusion.


YW Boston 2-min


This article appeared originally on the YW Boston blog.

About YW Boston

As the first YWCA in the nation, YW Boston has been at the forefront of advancing equity for over 150 years. Through our DE&I services—InclusionBoston and LeadBoston—as well as our advocacy work and youth programming, we help individuals and organizations change policies, practices, attitudes, and behaviors with a goal of creating more inclusive environments where women, people of color, and especially women of color can succeed.


Director of Education Services


The IIIC assists immigrant and refugee families from around the world as they integrate into American society. We are a vibrant welcome center that provides legal, education and wellness services, advocates for systemic change, and facilitates cross-cultural community building.

We are committed to supporting immigrant advancement in society, and we offer a range of courses, and tutoring opportunities to help give immigrants the skills, education, and confidence they need to earn a sustainable living, to contribute to economic development, and to integrate into society. We offer courses in English for Speakers of Other Languages, basic computer literacy, career advancement and citizenship education. Our Individual Achievement Program provides students with one-to-one coaching that supports them in achieving short-term and long-term career and education goals. Our Citizenship Engagement Program helps those who are on the journey to become new citizens become civically engaged.

The Director of Education Services leads our education program and is responsible for:

Program Leadership:

Ensure program goals align to the strategic plan, IIIC’s curriculum guidelines and IIIC’s outcomes logic model.

Revise curriculum and outcomes model as appropriate.

Manage ESOL, Career Advancement, Individual Achievement Program and Citizenship Preparation courses. 

ESOL instructors, program volunteers, and interns.

Lead recruitment, training, supervision and evaluation.

Lead monthly Education Services staff meetings.

Provide oversight and direction of Citizenship Engagement Program, ensuring goals are met.

Work collaboratively with other program directors and staff to ensure full integration of services between our programs.

Support the organizational leadership team by participating in regular meetings.

Instruction and Class Management:

Oversee student intake, class assignment, wait-list, and ensure that pre- and post- course student assessments are performed.

Provide student and teacher support when necessary.

Assist with case management of IIIC’s Individual Achievement Program

Ensure class attendance and performance of students in classes is recorded (data management).

Oversee student assessment.

Teach courses as needed – including technology/career advancement courses.

Assist development team with grant and report writing.

Provide bi-monthly internal reports and end of term reports.

Perform other duties as required


Enthusiastically committed to the vision, mission and values of the IIIC.

Experience with Adult Basic Education

Excellent leadership, organizational management, and event management skills.

Strong computer skills, as well as excellent interpersonal skills with good judgment, an approachable style, and a sense of humor.

BA degree in Education or related field required; MA or certification in TESOL preferred

A minimum of 3 years’ experience teaching ESOL to adults in a community based setting

Experience with language assessment

BEST Plus certified preferred

Candidates must be able to employ computer technology within the curriculum

TechGoesHome teacher certification required within first 3 months of employment

Reports to: Executive Director

Status:        32 hours per


Building on our Irish roots of welcoming others, social justice and human rights, we help newcomers find community, and we stand up for immigration policies that are humane and just.  America is a nation of immigrants, and despite the current political climate, we are proud to continue the tradition of welcoming immigrants to this country and working together to create a better future for all.

Our vision is of a shared society where all people are welcomed and valued and enjoy equal opportunities and protections.

For more information on the Irish International Immigrant Center please see


Our staff of thirty bring enthusiasm and a commitment to our mission and to the work they do at the Center.  Our generous benefits package that includes health coverage, 20 vacation days, 14 holidays, and 5 sick days, 12 weeks paid family leave and a matching 3% 403b contribution.

HOW TO APPLY: Please send a cover letter and resume to

For more information on the Irish International Immigrant Center and the Education Services Program, please visit our website at

Application Deadline: Until position is filled.

The IIIC is committed to a policy of providing equal employment opportunities for all and does not discriminate on the basis of race, color, ethnic or national origin, creed or religion, gender, sexual orientation, marital status, age, veteran status, or physical or mental disability. We encourage applications from all those interested and qualified.

Southwest Senior Services (dba Ethos) Selected as a 2012 Nonprofit Excellence Award Finalist


Media Contact:

Adrienne Langlois, Communications Manager
Massachusetts Nonprofit Network
617-330-1188 x285,




Ray Santos,


The Massachusetts Nonprofit Network has announced that Ethos, an elder services organization which delivers high-quality, affordable home and community-based care, has been selected as a finalist for the 2012 Nonprofit Excellence Awards. The Excellence Awards are given each year to outstanding nonprofit organizations and professionals in the Commonwealth as part of MNN’s Nonprofit Awareness Day, a statewide holiday recognizing the nonprofit sector in Massachusetts.


Ethos has been selected as a finalist for the Nonprofit Excellence Award in Innovation for its work establishing the Ethos Equality Fund, which will initiate, improve and expand services for aging LGBTs throughout Greater Boston. Ethos has been a leader among eldercare agencies in the state in the services it provides to the LGBT senior community. The fund, the first of its kind, is a significant step forward for equality for older LGBTs and their caregivers. The Ethos Equality Fund will provide more support for elderly LGBT caregivers as well as safer LGBT-affirming housing opportunities and more support for LGBTs aging with HIV/AIDS.


“Our communities would not be the same without the work of the extraordinary nonprofits in the Greater Boston,” said Ruth Bramson, CEO of Girl Scouts of Eastern Massachusetts. “Finalists like Ethos represent the best of an exceptional group of individuals and organizations serving the Commonwealth.”


Excellence Award finalists and winners are nominated by community members and their peers and are selected by an independent panel of nonprofit leaders. This year, MNN received 122 Nonprofit Excellence Award nominations.


“Nonprofit Awareness Day was created to recognize the essential role that over 25,000 statewide nonprofits, with nearly a half million employees, play in our lives,” said Rick Jakious, CEO of the Massachusetts Nonprofit Network. “These finalists represent the very best of this critical sector.”


Nonprofit Excellence Award Finalists and winners will be celebrated at the 2012 Nonprofit Awareness Day celebration on the morning of June 11 at the Massachusetts State House. Governor Deval Patrick, Senate President Therese Murray, and Speaker Robert DeLeo will all serve as Honorary Co-Chairs of the event and the event will be emceed by NECN Anchor Kristy Lee. For more information about Nonprofit Awareness Day and to register to attend, visit


About the Massachusetts Nonprofit Network
The Massachusetts Nonprofit Network (MNN) is the voice of the entire nonprofit sector in Massachusetts.  MNN was launched in 2007 to strengthen communities by serving nonprofit organizations through advocacy, public awareness and capacity building. MNN includes nearly 500 members, representing nonprofits in every part of Massachusetts, from the Berkshires to the Cape and Islands. For more information, visit


Why Nonprofits Should Move Beyond 2-hour DEI Workshops

christina-wocintechchat-com-jzonFmreWok-unsplash-minBy YW Boston

Many nonprofits beginning their commitment to diversity, equity, and inclusion (DEI) start with holding a workshop. A workshop can be the start, but it should not end there. As Sharon Maylor Ph.D., YW Boston’s Organizational Development Manager, explains, “If you are looking to frustrate your staff, only do a workshop. They will ask ‘what’s next?’”

Sharon works with organizations as they develop and implement their DEI action plans. She also supports with facilitating workshops. So, we sat down with her to get a clear picture of when workshops can be beneficial to an organization, and why they must always be followed by longer-term commitments.

Workshops can help created shared language.

In order for staff to be effective in their DEI initiatives, everyone must have some level of proficiency in topics of equity and inclusion. Workshops serve to create this shared language among staff, and to facilitate communication between staff members around this language. For instance, in a workshop on social identities, participants learn about the identities they hold and how they impact their work life. By having a baseline understanding together, staff members can feel confident driving DEI work together in the future.

Workshops cannot provide all of the knowledge or skills your staff needs.

The most common feedback participants share after workshops is that there was simply not enough time. Each workshop includes time for staff to discuss where their organization is in their DEI journey, and how they can apply what they’ve learned. This only scratches the surface of how deeply workshop participants need to assess their own organization. If there are no next steps planned, employees will return to their workflow silos without continuing their work.

Organizations will benefit from creating spaces where their staff can continue to learn together and can spend the necessary time evaluating gaps in their organizations’ DEI. They can build on the shared language they’ve learned during the workshops. This dedicated time results in a staff ready to create and implement a DEI action plan. Participants begin to connect the dots between their organization’s needs and their power to make change.

Should my nonprofit host a workshop?

To help you decide whether your organization should participate in a workshop, determine what you are trying to solve. If you want to ensure that your staff knows about DEI terminology, a workshop can help you get there. A workshop can also help you demonstrate to your organization that there is an appetite to do this deeper work.  If you are looking to create an effective DEI plan, you won’t find it with one or even a series of workshops. Don’t use workshops as a way to signal commitment when your organization hasn’t planned any further action steps.

Instead, ensure you set aside the time it takes to understand your organization’s needs, build trust, and implement an action plan. Workshops may fill a need within this long-term plan, but you must make it clear to staff that your nonprofit’s time investment is action-oriented and ongoing.


About YW Boston
As the first YWCA in the nation, YW Boston has been at the forefront of advancing equity for over 150 years. Through our DE&I services—InclusionBoston and LeadBoston—as well as our advocacy work and youth programming, we help individuals and organizations change policies, practices, attitudes, and behaviors with a goal of creating more inclusive environments where women, people of color, and especially women of color can succeed.

As part of that work, we are helping organizations prioritize Diversity, Equity & Inclusion and become socially connected while staying physically distant. During this time, YW Boston is providing organizations with digital workshops and resources to help them better understand the challenges faced by their employees. For more information, please contact Sheera Bornstein at

Director, Communications & Marketing for Green Century

Green Century Capital Management is seeking a Director of Communications to lead its communications and marketing team.

Green Century Capital Management (Green Century) is the administrator of the Green Century Funds, the first family of fossil fuel free, responsible, and diversified mutual funds in the U.S. For more than 25 years, Green Century has been the standard bearer of responsible investing, and no other fund can match our environmental and public health impact.

Green Century uses a unique three-pronged approach to deliver impact and competitive returns. Green Century: 

  1. Invests in sustainable companies: Instead of investing in the most environmentally-reckless companies in the world, the Green Century Funds invest in environmental leaders and innovators and companies leading their industries in their environmental, social and governance performance ratings.
  1. Leads an effective shareholder advocacy program: Our team of shareholder advocates directly presses several dozen companies every year to improve their corporate sustainability practices.
  1. Supports environmental and public health nonprofit organizations: Green Century is the only mutual fund company in the U.S. wholly owned by environmental and public health nonprofit organizations, and 100% of the profits we earn managing the Green Century Funds can be used to support their work. Green Century was founded and is owned by nine nonprofit organizations that share a vision of a better world, a set of core values, and a strategic approach to social change. Green Century’s nonprofit owners and partners include U.S. PIRG, Environment America, Green Corps, and the National Environmental Law Center and encompass 400-plus staff. We tackle some of the biggest challenges facing our country today, such as delivering clean air, clean water and a livable climate to the next generation; transforming our energy and transportation systems for the 21st century; growing food in ways that leave both people and the planet healthier; and responding to the worst public health crisis in a century. 

The director of communications will work closely with all levels of staff and report to the president of Green Century Capital Management. Representative responsibilities include marketing communications, media relations, and compliance review. The ideal candidate will have excellent communications and interpersonal skills. Previous writing, media relations, public affairs, and/or marketing experience, especially in financial services or environmental advocacy, is preferred.

Specific responsibilities of the position may include, but are not limited to:

  • Develop and compose high-quality external content marketing materials, including web pages, digital ads, press releases, weekly emails to investors, potential investors, and financial advisors, and social media posts.
  • Build media relationships with reporters, perform media outreach, and respond to media inquiries.
  • Manage firm’s extensive search engine marketing (SEM) and vendor relationship, website using WordPress and email campaigns using MailChimp.
  • Oversee development of printed and digital materials.
  • Ensure materials are compliant with SEC and securities regulations.
  • Develop client materials, including presentations, in conjunction with financial intermediaries team.
  • Monitor and report on campaign metrics, analytics, news and media mentions.
  • Supervise staff and interns.


Candidates for this position should have at least 4 years of relevant professional experience. This could include (but is not limited to) working for a socially responsible business, a financial services or consulting company, an environmental advocacy organization, nonprofit, or the government.

In addition, you should have: 

  • Strong communication and time management skills.
  • Computer skills including Word, PowerPoint, WordPress, and MailChimp. Familiarity with a client relationship management platform is a plus.
  • Ability to work both independently and within and across teams.
  • Experience with one or more of the following: communications, marketing, and/or media relations.
  • Ability to exercise independent judgment and discretion and the ability to oversee significant projects.
  • Prior experience volunteering or working with a nonprofit organization or political campaign and a passion for the mission of Green Century.


Boston, Massachusetts. For the foreseeable future,  staff are working remotely due to COVID-19 pandemic. 

Compensation & Benefits: 

Target annual compensation for this position is set on a nonprofit scale and is commensurate with the relevant professional experience and/or advanced degrees of the successful candidate. Green Century Capital Management offers a competitive benefits package. 

To Apply: 

Complete our online application and upload a cover letter and resume at,-Communications-&-Marketing-for-Green-Century

 Please address your cover letter to Leslie Samuelrich, President. 

Green Century Capital Management is a part of The Public Interest Network. The Public Interest Network operates and supports organizations committed to a shared vision of a better world and a strategic approach to social change. Visit


to learn more. 

Green Century Capital Management is an equal opportunity employer.

Residential Manager

What You Will Do: 

· Demonstrate leadership by promoting a positive working environment with transparent communication, inclusive planning and shared vision.

· Develop and implement written procedures to provide for the smooth running of the site’s day to day operations, the maintenance of the residence and equipment, and work with residential staff and case Supervisors to ensure that the needs of the families are met. 

· In conjunction with the Facilities Team, act as quality control supervisor in the operations of the facility, its workforce and residents to guarantee the basic needs of the families while ensuring the highest provision of service and safety. 

· Interview, hire, train and supervise all residential staff members.

· Create an infrastructure within the Congregate Program that promotes effective 24-hour program management.

· Conduct the initial placement and intake interview of referred families. Gather all necessary pre-placement follow-up to include documentation.

· Maintain up to date case records for each family including but not limited to weekly progress notes, summaries, correspondence, letters and other appropriate materials.

· Work with the family to develop an individualized family self-sufficiency plan (SSP) which includes aggressive housing search tasks, the family’s self-sufficiency plan, and referrals to services designed to remove barriers to permanent housing and support. Advocate for or assist the client in obtaining such services.

· In conjunction with the Facilities Team, act as quality control supervisor in the operations of the facility, its workforce and residents to guarantee the basic needs of the families while ensuring the highest provision of service and safety. 

· In consultation with the Associate Director of Shelter, create and submit agency, state and funder required documentation.

What You Will Need To Bring:

·  Education – BA/BS Degree in Human Services, Social Work, Nonprofit Management or related field; Preferred – Masters degree in Social Work, Human Services or related field

·  Experience – Experience with Congregate/Residential Program Operations; A general working knowledge of local Homeless Service system; Proven ability to work with persons from various cultures and socio-economic backgrounds. 

·  Skills – Demonstrated ability to provide Case Management/Clinical support to the Homeless; Demonstrated ability to supervise, including planning and assigning work according to the nature of the job to be accomplished and available resources; Demonstrated ability to evaluate and determine subordinates’ training needs; Demonstrated ability to motivate staff to work effectively; Demonstrated ability to exercise discretion and judgment in handling confidential information; Must be compassionate and patient and continually exhibit a commitment to helping homeless families help themselves

·  License/Certification – Must be CPR/SFA certified within 30 days of hire

·  Language – Proficiency in Spanish or Haitian Creole

Family Development Coordinator

Overall Description: Responsible for waitlist, enrollment, reassessment and family supports.


– Enroll and appropriately place children who qualify for child care
– Assist with recruitment and maintain waitlist for child care 
– Assist with arranging transportation services for children
– Enter financial information into the CCFA system full day slots in the West
– Complete reassessments as they are due
– Maintain communication with DCF social workers for supportive slots. Share information received as needed with – -Head Start FSC’s, FCC and School Age      Coordinator on shared family members


– Degree in Early Childhood, Human Services or related field and two years’ work experience in child care and/or case management. A combination of a   CDA and work experience may be substituted for degree. 
– Access to reliable transportation
– Dependable and Flexible
– Able to maintain confidentiality
– Ability to work with other adults and children
– Willingness to attend job related trainings
– Ability to follow directions
– Exhibit cultural sensitivity
– Bi-lingual staff must be able to speak, write and read in two languages, and assist with translations as necessary.
– Fulfillment of all specific health and safety requirements (staff physical every two years, with evidence of Mantoux and MMR test, OSHA, first aid and CPR)
– Must have a suitable Background Record Check (BCR)
– Must be in good physical and mental health and be able to lift children and/or work related equipment, walk, bend, sit on floor and climb stairs
– Follow MOC policies and procedures as described in the Staff – Handbook and Personnel Policies as well as the Head Start – Program Performance Standards and Dept. of Early Education and Care regulations 


MOC is an equal opportunity employer. 

Community Engagement Specialist


We’re Girl Scouts of Eastern Massachusetts (GSEMA). For over 100 years, Girl Scouts has given girls the necessary tools to lead, break barriers, and create positive change. Today, Girl Scouts’ powerful all-girl space fosters collaboration over competition, and inspires girls to go beyond dreaming to actual doing. During this pivotal time in our history, there has never been a better time to be a Girl Scout. We work with all our team members to increase the visibility of the Council’s programs and services, diversify and expand our girl and adult volunteer membership, and continue to educate, inspire, empower, and unite more and more girls across eastern Massachusetts. We offer amazing opportunities for forward-thinking, talented individuals who share our vision of helping girls and young women change the world for the better. Join our team of dedicated professionals and make a difference in girls’ lives!

GSEMA’s newest job opening is for the full-time position of Community Engagement Specialist. Reporting to the Director of Community Engagement, this position is currently remote. After COVID-19 restrictions have been lifted, the Community Engagement Specialist will also travel within communities served and at designated GSEMA offices and properties as needed.

The Community Engagement Specialist is responsible for developing and executing effective outreach strategies in greater Boston, including all of Suffolk County, and parts of Middlesex County – where more barriers to participation may exist – by expanding the reach of the Girl Scout Leadership Experience to girls within these identified communities. The Community Engagement Specialist is a results-driven, sales oriented professional with strong lead generation skills who will execute effective recruitment strategies. This position is responsible for increasing participation and the accessibility of Girl Scouts to the community through the recruitment and formation of new volunteer-led troops and through the formation and support of Girl Scout troops facilitated GSEMA staff.

Key Responsibilities:

1.     Recruit new girl and adult members to grow membership within & outside region through recruitment tactics which include recruitment and community events, community outreach & troop formation meetings to form new troops. 

2.     Design and implement a comprehensive plan for new girl and adult membership growth in focus areas by researching market data membership trends, and other pertinent information. 

3.     Track outreach efforts and communication in the membership database (Salesforce).

4.     Utilize knowledge of social media platforms to develop online marketing campaigns to effectively promote recruitment events, and council initiatives. Create and facilitate online LIVE recruitment campaigns through use of social media platforms or video conferencing technologies.
5.     Develop and cultivate partnerships with community youth-serving organizations, agencies and leaders, educators, faith-based institutions to increase awareness of and participation in the Girl Scout program.

Education, Skills and Qualifications:

  • Bachelor’s degree or equivalent experience. 
  • Work experience in membership sales, community organizing, sales, or other relevant/transferable experience. 
  • Ability to work with individuals of diverse backgrounds and ages, and accept the Girl Scout commitment to work with all without regard to race, ethnicity/culture, religion, socioeconomic status, gender, gender identity and expression, sexual orientation or differing abilities.
  • Proficient in the use of Microsoft Office software; adept at utilizing social networking; experience using Salesforce or demonstrated ability to learn and become proficient with new technology. 
  • Strong public relations skills and ability to develop community collaborations; able to relate well to both adults and children. 
  • Bilingual skill is preferred.
  • Must be able to communicate clearly orally and in writing. 
  • Capacity to, independently and as part of a team, plan, organize and prioritize work, while managing multiple deadlines in a fast-paced environment. 
  • Must have access to reliable transportation to perform the duties of the job. Travel 60% within your region and 10% outside the region.
  • Requires transporting supplies to a variety of partners; ability to lift and manipulate up to 15 pounds
  • Must be able to work a flexible schedule, including evenings and weekends, and be willing to travel throughout the council footprint. 

Work Environment:  This is a remote position with work from home, in communities served and at designated GSEMA offices or properties as needed.

Physical Demands:

  • Ability to lift and manipulate up to 15 pounds, with or without reasonable accommodation.
  • May involve prolonged periods of sitting or working on a computer.

Travel Required:  Travel 60% within a designated region and 10% outside the region.

Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions of the job.

To learn more about our council, visit:

 Girl Scouts of Eastern Massachusetts offers a competitive benefits package including generous paid time off, health and dental insurance, training opportunities, and much more.

Can’t wait to join our team? To apply, submit your resume and cover letter with salary expectations by visiting:

Girl Scouts of Eastern Massachusetts is an equal opportunity employer committed to diversity and inclusion. At Girl Scouts of Eastern Massachusetts, we strive to create transformative learning experiences and leadership opportunities for all girls. The threads of diversity and inclusion are woven tightly into our mission of supporting and nurturing girls of courage, confidence and character.

We hold firm in our belief that a culture of diversity and inclusion promotes unity, creates personal and professional growth opportunities for our employees, and supports safety and transformation for our volunteers and girls of all backgrounds.

Diversity and Inclusion is more than an initiative; it’s a set of shared values that defines the fabric of our mission.