The Camrose Open Door Association
OUR MISSION
We meet the needs of youth ages 11-24 who find themselves at risk.
WORKING TITLE: Executive Director
AREAS OF AUTHORITY:
Under the authority of the Board of Directors, the Executive Director (ED) assumes
complete responsibility to serve as the chief executive of the association. The ED directs
all day-to-day administration, builds strong relationships inside and outside the
organization, and implements the programs and services of the organization, while
providing strategic leadership to staff and volunteers for the ongoing success of the Open
Door’s programs.
JOB SUMMARY:
 Builds strong relationships with all organizational stakeholders.
 Establishes continuity, environment and processes that lead to continuous
improvement and growth in agreement with Camrose Open Door Policy
 Enables the operational aspect of the Open Door to organize more effectively
through work plans, delegation of responsibility to staff and volunteers,
overseeing the work delegated. Also proposes and implements changes as
necessary
 Provides structure to the organization to achieve integration, cooperation and
efficiency; and establishes` appropriate policies, practices and procedures to
ensure coordination among all parties and part of the organization; evaluate and
fine-tunes the mechanics on a regular basis
 Develops short and long-range plans that are comprehensive, realistic and
effective in meeting goals; integration of planning efforts across work units;
instituting ways of translating agency plans into targets and standards which guide
the work of each employee
 Develops and maintains beneficial partnerships and liaison activities to facilitate
the Open Door strategic plan
 Develops and maintains a strong working relationship with the Open Door Board.
 Manages the facilities owned by the organization including leases and facility
maintenance.
 Leads the organization’s fundraising activities and planning including grant
writing, donor relations, and event planning
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Key Responsibilities
I. Policy Management
The executive director:
 Administers the day-to-day operation of the organization.
 Directs the staff's implementation of policy
 Prepares procedure statements for board policies
 Supports board committees as needed, while refraining from doing the work of
the committees
 Acts as contact person for accreditation process and ensures that policies are
updated and enforced.
2. Strategic Planning – annual and long term
The executive director:
 Conducts both an internal and external environmental scan to identify emerging
issues that affect the organization.
 Leads an annual services evaluation
 Sets specific organizational goals and outcomes, under the direction of the board
of directors
 Sets goals for management practices
 Sets program and service goals
 Identifies the required resources to achieve the goals and develops the annual
budget for board approval
 Communicates with key stakeholders to identify the changing needs and
conditions of the community that is served by the organization
 Considers the impact of several alternative plans to address the changing
conditions
3. Visioning + Mission Focus
 In co-operation with the board of directors, the executive director:
o Participates in the creation of an organizational vision and mission
o Develops programs and services that work towards the vision, within the
policy guidelines set by the board
o Ensures that all services contribute to the mission of the organization
o Supports personnel to see a link between their organizational roles and the
mission
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4. Leadership
The executive director:
 Develops and maintains a strong working relationship with the board of directors.
 Works in collaboration with staff, and relevant community agencies and groups,
to accomplish objectives and to fulfill responsibilities
 Encourages team-building by facilitating open communication and positive
working relationships with staff
 Establishes control and follow-up mechanisms for the organization
5. Program Management
The executive director:
 Facilitates the research, planning, development, implementation, and evaluation
of programs and services.
 Makes sure that programs and services meet the board's policy guidelines, and
reflect the board's priorities
 Supervises the implementation of the organization's programs and services
 Ensures funder reporting and program requirements are met
6. Personnel Management
The executive director:
 Interprets board policy decisions to staff
 Hires, supervises, evaluates, and releases staff.
 Trains and motivates staff
 Sets clear, results-oriented goals, with realistic measurable outcomes .Supports
goal achievement, and coaches and monitors performance
 Assists individuals in developing the necessary skills to be successful within the
organization
 Facilitates on-the-job and external learning opportunities for staff and volunteers.
 Supports and encourages staff initiatives
 Supervises the recruitment, selection, orientation, and training of staff and
volunteers
7. Financial Management
The Executive Director:
 Implements the board's policies for the allocation and distribution of resources
 Ensures sound bookkeeping procedures are maintained
 Ensures the board receives regular statements of revenues and expenditures
 Administers the funds of the organization and prepares the budget to be approved
by the board
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Leads the annual audit preparation and completion activities.
Manages the facilities owned by the organization including leases and facility
maintenance
8. Risk Analysis
 To keep the board informed about the organization, the executive director:
o Evaluates, in broad-based terms, the potential assets and liabilities of a
project, proposal, or strategy
o Makes sure that both risks and opportunities have been identified and
evaluated Assesses potential threats to the organization's image
o Assesses risks to the organization 's financial security and growth
o Ensures adequate levels of insurance for the organization’s facilities and
activities
9. Relationship Building
The executive director:
 Promotes community awareness of the organization's mission and aims
 Participates in networking and community relations activities on behalf of the
Organization
 Builds strong working relationships with others, both inside and outside the
organization, and enlists their support for accomplishing tasks
 Acts as an advocate for the organization and its programs in the community
 Works with key external stakeholder groups
 Identifies and researches funding opportunities
 Facilitates a communication plan that informs the community of the activities and
direction of the organization
 Seeks public speaking opportunities
10. Legislation
 Represents the Camrose Open Door Association at meetings with governmental
agencies and officials, advisory committees and other similar meetings
 Advises the Board of Directors on matters of legislation affecting the association
11. Other Duties
 Carries out numerous other responsibilities enumerated in the Policy Manuals
 Performs other functions as assigned by the Camrose Open Door Board or as
required by the Camrose Open Door Association Bylaws
 Attends other meetings as necessary
12. Executive Director's Performance Appraisal Process
The executive director:
 Cooperates with, and participates in, the performance appraisal process
 The appraisal process is based on this job description
 Assists in the assessment of outcomes
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Recommends change when necessary
Informs the board of directors about situations that affect the executive director's
ability to meet his/her goals
Qualifications:
The ideal candidate will have:
 5 or more years of progressive management experience in not-for-profit human
services organization(s)
 A university degree in a relevant discipline
Knowledge and Skills Required By the Position
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Knowledge of the principles and practices of non-profit association management
General knowledge of:
1. Accounting principles and audit procedures
2. Knowledge of budget preparation and finance
3. Knowledge of the principles and practices of effective public relations
Skill in:
1. Developing short-and long-range plans
2. Skill in establishing priorities and organizing work
3. Skill in management and supervision
4. Skill in oral and written communication
5. Must express interest in youth at risk
Supervisory Controls
The Chairperson of the Board meets with the Executive Director at least once a month
and as often as necessary.
The Board evaluates the Executive Director annually.
Work is reviewed through monthly reports to the Board.
Policy directions for the Executive Director are set by the entire Board of Directors, who
is represented by the Chairperson as chief spokesperson for the purpose of the reporting
relationship to the Executive Director.
Board Members meet with the Executive Director at each monthly board meeting.
Updated April 2016
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