Bay Cove Human Services recognized as one of The Boston Globe’s “Top 100 Places to Work” and rated a “Four Star Charity” by Charity Navigator seeks a dynamic, visionary, and accomplished leader to serve as President and CEO. This individual will be entrusted with ensuring excellence and continued growth of a high impact, $180+ million operation and workforce of 2,000+ that has served Greater Boston and Eastern Massachusetts’ most vulnerable populations for 50 years
In this critical, highly visible leadership role, the CEO will champion Bay Cove’s mission and strategic direction, culture and core values in delivering comprehensive, integrated programs and services. The CEO will engage both internally and externally across Boston’s health and human services landscape, and at state, regional, and national levels as an inspirational face of the organization and articulate advocate for investing in human potential.
Following years of growth under a long-standing leader, this is a pivotal moment for new leadership to guide the organization through its next phase of growth, innovation, and impact. This is an exciting opportunity to create lasting change, both within the organization and for the communities Bay Cove serves.
Mission
Bay Cove partners with people to overcome challenges and realize their personal potential.
The Bay Cove Legacy: A Half-Century Commitment
Bay Cove Human Services bega single program – Andrew Hous supervised alcohol detoxificati downtown Boston.
Over the years, the organizatio several other nonprofits, includ Senior Services, Center House, (Cambridge and Somerville Pro Addiction Recovery), and Grow Southeastern Massachusetts T growth initiatives allowed the broaden its impact and better s across a variety of programs an
Throughout its history and gro remained focused on its core v are defined not by their challen potential. Today, in addition to options for people with substance use disorders, the organization offers services to adults, children, and families challenged by intellectual/developmental disabilities, mental illness, aging, or homelessness
Vision
Each year, some 25,000 individuals are served through 175 program sites located across Greater Boston and Southeastern Massachusetts, including Cape Cod And each day, Bay Cove staff commit to providing high-quality, individualized, compassionate care, one person at a time.
Bay Cove’s vision is full, rich lives for people with the greatest challenges.
Bay Cove Program Areas
Addiction Services
Bay Cove provides a continuum of substance use disorder services, encompassing detoxification, short-term residential programming, individual and group counseling, and outpatient medication-assisted treatment for opiate addiction The programs are designed and operated with the understanding that addiction is a medical condition and that with effective, long-term treatment tailored to individual needs, people with alcohol and/or drug addiction can recover and lead productive lives.
In 2014, Bay Cove merged with CASPAR, a highly innovative organization providing services to people wherever they are on the substance-use recovery continuum. Widely recognized as a leading provider of substance use disorder services, particularly among homeless residents, the innovative CASPAR program includes First Step Street Outreach, specialized emergency services shelters, and co-occurring residential treatment
Housing and Homeless Services
Bay Cove’s Housing and Homeless Services provide vital specialized resources for members of Metro Boston’s vulnerable homeless community Services include support for homeless adults with behavioral health challenges, landlord intervention for individuals at risk of eviction and homelessness, and dropin Night Centers Bay Cove also supports homeless older adults through a day shelter and transitional housing programs. CASPAR offers support through its homeless outreach team and shelter for homeless adults struggling with active addiction.
Developmental Services
Bay Cove’s Developmental Services partners with individuals with intellectual and developmental disabilities and their families, offering supports that foster each person ’ s independence, wellness, and full participation in all aspects of life. Its continuum of support includes a wide range of residential, educational, social connection, and employment options designed to assist each individual in making self-directed choices that lead to houses that are homes, jobs that become fulfilling careers, and days and lives that are meaningful.
Early Intervention
Bay Cove’s multilingual Early Intervention program serves children under three years of age who are developmentally delayed or at risk of developmental delays due to biological or environmental factors, or have a known disabling condition. The program ’ s goal is to promote the physical, cognitive, and socialemotional development of eligible children through a family-centered approach to treatment where parents are actively involved in all phases of service planning and delivery
Mental Health Community Services
The majority of Bay Cove’s Mental Health Community Services (MHCS) provide comprehensive, community-based, personcentered guidance, resources, and support to individuals who are currently MA Department of Mental Health clients. Although programs vary in scope, they are rooted in recovery principles and strive to center the experience of each person served MHCS has 10 different
programs, including the Adult Community Clinical Services, Aggressive Treatment and Relapse Prevention, Bay View Inn, Center Club, DMH Respite, Peer Support Network, Program for Assertive Community Treatment, REAL Program, Transitions of Boston, and the Tenancy Preservation Program
Behavioral Health Integration
Behavioral Health Integration (BHI) programming focuses on person-centered care that assists individuals in addressing the interconnectedness of mental health and substance use conditions, health behaviors, life stressors, and stress-related physical symptoms. BHI uses a holistic approach through interventions strongly rooted in recovery principles. BHI programming includes outpatient clinics, mobile crisis intervention teams and community crisis stabilization units in Boston and on Cape Cod as well as comprehensive wraparound care coordination services in Boston and Taunton Funding sources for the BHI programs include MassHealth, ACO/MCOs, SAMHSA and thirdparty billing as well as sub-contractual relationships with Boston Medical Center and Commonwealth Care Alliance.
The Organization: Core Values and Guiding Principles
Bay Cove leaders and staff are committed to providing individualized and compassionate services to people in Greater Boston and Southeastern Massachusetts who face the challenges associated with developmental disabilities, mental illness, substance use disorders, and homelessness. They are guided in their efforts by the following core principles:
Everyone has value. Especially those who other organizations are unable to help - persons with multiple diagnoses and a history of treatment failure.
Individualized services. Outcome-focused, individualized, and designed to build on the strengths of the whole person
Personal dignity. Recognizing that the dignity of all individuals is best honored by helping them to make their own choices as they seek independence, wellness, and a better quality of life.
Exemplary training and development. Service strength relies on the talent and expertise of staff through training and professional development. Ongoing learning is essential to quality improvement.
Affirmative work environment. Through participatory management, leadership encourages staff input and fosters an affirmative work environment where open communication, honesty, professionalism, teamwork, and integrity are key
Community partnerships. Close working partnerships with individuals and families served extend to neighbors, affiliated organizations, funding sources, and the larger community
Fiscal responsibility. All programs operate in a fiscally responsible manner to guarantee the organization’s financial health and stability, and ensure that client services are maintained at a highly professional level.
Bay Cove believes in…
Worth
There are no “throwaway people.”
Respect
We serve everyone with dignity.
Potent
Activate hope, inspire action.
Respect
We don’t give up on anyone.
Organizational Chart
BOARD OF DIRECTORS
PRESIDENT AND CEO EXECUTIVE ASSISTANT
CHIEF ADVANCEMENT OFFICER
SVP-CHIEF INFORMATION OFFICER/CAO
VP OF IS OPERATIONS AND SECURITY
DIRECTOR OF PROJECT MANAGEMENT
DIRECTOR OF ADVOCACY
SVP-CHIEF FINANCIAL OFFICER
VP OF FINANCIAL OPERATIONS AND COMPLIANCE VP/GENERAL COUNSEL
DIRECTOR OF PEOPLE AND BELONGING
SVP-CHIEF OPERATIONS OFFICER
VP OF CENTRAL SERVICES
VP OF BEHAVIORAL HEALTH INTEGRATION
VP OF ADDICTION AND HOMELESS SERVICES
VP OF DEVELOPMENTAL SERVICES
CHIEF HUMAN RESOURCES OFFICER
CHIEF MEDICAL OFFICER
CHIEF NURSING OFFICER
VP OF MENTAL HEALTH COMMUNITY SERVICES
DEI: Treating Everyone with Dignity and Respect
At Bay Cove, Diversity, Equity, and Inclusion is not a “project” with an endpoint It is a commitment to ongoing self-examination at both individual and organizational levels to recognize and challenge biases, assumptions, and structural barriers that affect the Bay Cove community, and taking meaningful action to address them.
A DEI Strategic Plan, developed with Center Focus International, Inc. and steered by a designated committee, ensures that DEI principles guide Bay Cove’s practices in offering equitable access to services and professional growth for staff.
The DEI Steering Committee works to identify and dismantle barriers that impact historically marginalized groups by including underrepresented voices in shaping priorities and driving action, and fostering a safe, inclusive workplace with equal opportunities for all
Bay Cove’s Strategic Direction
In 2022, led by a dedicated Board of Directors and senior leadership team, Bay Cove underwent a comprehensive, collaborative, and inclusive strategic planning process to guide its next chapter of growth and impact.
The process began with a planning retreat to build a vision for the future and identify key areas of strategic focus. To ensure transparency and stakeholder alignment, organization-wide feedback was sought through Town Hall meetings and focus groups with staff and clients
The result is a forward-thinking plan with four pillars and actionable steps toward strengthening Bay Cove’s foundation for the future They are: operational and financial effectiveness and efficiency; service integration and collaboration; innovation and improved outcomes; and social justice and DEI.
See 2023 Annual Report.
Strategic Priorities
Strengthen Operations
Increase operational efficiency and effectiveness. Key initiatives include streamlining business processes, investing in infrastructure and workforce with clear ROI, assessing portfolio of programs, and developing a culture of accountability
Integrate Existing Services
Improve service delivery by breaking down silos impacting care delivery, centralizing intake, and ensuring that individuals with multiple needs can easily access comprehensive care. This includes creating a seamless “ onestop-shopping” experience for clients and enhancing collaboration across service areas
Build Innovative Approaches to Integrated Care
Develop new service models that address gaps in care and leverage technology to improve client outcomes, including exploring assistive technologies, enhancing medical support, and creating a “Center for Excellence” to pilot innovative care approaches.
Advance Social Justice and DEI
Commit to promoting diversity, equity, and inclusion (DEI) throughout the organization, creating career paths for BIPOC staff, diversifying leadership, and partnering with social justice organizations to advocate for systemic change.
Financial Stewardship
Bay Cove has a long history of steady growth through new program development and acquisition of smaller agencies, resulting in a healthy balance sheet and positive outlook for the future To advance its important mission, high-value programs that run with surpluses support those that are more challenged to break even due to a variety of factors
Bay Cove owns most of its real estate, which includes a mix of commercial and residential properties throughout Greater Boston and Southeastern, MA. Several properties acquired or built with HUD funding are owned by separate real estate holding companies.
The FY25 operating budget is approximately $180 million, generated by a mix of state contracts, third party insurance payments, private philanthropy, and client fees (i.e., rent and board, and co-pay and sliding scale fees for treatment). Philanthropic gifts from foundations, corporations, and individuals currently represents 2% of revenue.
As a critical provider of essential services embraced by the MA Executive Office of Health and Human Services, many programs are state-budgeted priorities. Grants from the Departments of Public Health, Mental Health, and Developmental Services provide Bay Cove with a steady, predictable revenue flow While MassHealth and private insurance payments provide greater variance, there is a potential upside through enhanced volume
As responsible financial stewards, Bay Cove reports detailed information through annual
Bay Cove’s Next Leader: Dynamic, Visionary, Mission-led
Bay Cove’s next President and CEO will truly write the organization’s next chapter, while upholding its reputation as a premier and highly respected regional service provider for individuals with serious mental illness, substance use disorder, homelessness, and developmental disabilities
Following the long-standing service of retiring president Bill Sprague and several leadership changes, the new CEO will need to lead and manage transition, build trust and credibility internally and externally, and unify the leadership team and staff with clarity of vision and strategic direction.
The selected candidate will collaborate with the Board and senior leadership to execute strategic priorities, ensuring effective resource allocation and continued excellence in service delivery. As a proponent of data-driven, best practices across the organization, the CEO will drive improvements to operational and fiscal infrastructure and processes, and reinforce a culture of teamwork that enables front-line and support staff to better serve clients.
In addition to the above, the CEO will be a visible, credible, articulate voice for vulnerable populations facing complex issues, and an effective advocate for critical funding and increased access to services The CEO will serve as a thought partner to the Board of Directors in its role as a fiduciary steward, developing and engaging current and future volunteer leaders in effective governance and mission advancement
Position Summary
Reporting to the Board of Directors, the CEO is responsible for ensuring Bay Cove’s mission, strategic direction, and long-term sustainability – collaborating with the Board and executive team to refine and implement identified priorities while strengthening the organization’s workforce and culture As the face of the organization and an advocate for needed services, the CEO serves as a lead fundraiser, engaging external partnerships with donors and funders across the local, state and national health and human services landscape.
Primary Responsibilities
Ensure the organization’s strategic path forward, refining and implementing plans, establishing performance metrics, addressing infrastructure needs and internal controls, and effectively communicating vision and impact both internally and externally
Ensure financial and operational sustainability through process improvements, datadriven decision-making, effective resource management, and fund development
Empower senior leadership team to drive operational efficiency and service integration, and expand capacity in critical service areas, while managing change and ensuring and program excellence
Champion growth of the organization’s human assets through workforce development initiatives, talent acquisition strategies, and DEI programs, ensuring an inclusive and supportive culture for all employees and that training and tools are in place to enable high-quality, impactful work.
Strengthen partnerships with community organizations, government agencies, and healthcare providers to advance Bay Cove’s mission and better serve vulnerable populations.
Serve as brand ambassador and fundraiser in articulating the mission and financial case for support to funders and donors.
Key Competencies
Visionary Leadership Visionary, empathetic leader with a track record of success within complex, mission-driven organizations
Knowledge and Experience. Understanding of current trends, challenges, and issues in healthcare and human services delivery Master’s degree in business, public health, healthcare or nonprofit administration, or related field (preferred); 10+ years of executivelevel experience overseeing complex operations and financial processes, preferably in large and/or multi-site nonprofit organizations.
Strategy and Change Management. Success aligning strategy with goals for data-driven transformative growth and operational efficiency; fostering cross-functional team work and a culture of accountability and collaboration, and maintaining stability during transitions.
Financial Acumen. Experience providing fiscal oversight, including annual operating planning, budgeting, forecasting, financial controls, risk mitigation; optimizing resources to enhance service delivery through investments in technology and infrastructure. Knowledge of nonprofit finance, complex funding streams, and rate-setting processes, including Medicaid, and experience advocating for vital increases.
People and Culture Focus. Experience leading and empowering a mission-focused workforce, building a culture of inclusivity and belonging where staff are empowered and prepared to bring their best selves to their work
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Walter Ramos Rogerson’s President & CEO
Thought Partnership. Strong knowledge of nonprofit governance to serve as a forwardthinking thought partner to the Board of Directors, ensuring transparency and alignment on strategic priorities
Key Competencies (cont.)
Brand Management. Experience serving as the face and voice of an organization, articulating its value proposition, and managing a diverse constituency portfolio.
Fund Development. Experience making an effective case for support and investment, cultivating and securing local, state, federal and philanthropic funding sources
Mission Alignment. Belief in the importance of advocating on behalf of vulnerable populations
Desired Attributes
Inspirational. Able to inspire, motivate and build trust and consensus with people across all constituencies with vision and passion
Collaborative and Inclusive. Committed to fostering a culture of teamwork, inclusion, and accountability across all levels of the organization
Empathetic and Compassionate. High emotional intelligence; compassion for the challenges faced by vulnerable populations and the ability to advocate on their behalf
Resilient and Adaptable. Resilient in managing challenges with the ability to adapt quickly to changing conditions.
Innovative. Forward thinking strategist who can effectively address operational and financial complexities and challenges.
Superb Communicator. Genuine comfort serving as spokesperson, advocate, and organizational champion; persuasive, able to frame issues with clarity, transparency, and consistency, supported by strong listening skills.
Relationship Manager, Fundraiser, Advocate. Politically astute, diplomatic relationship manager who effectively articulates the mission and case for support to partners, funders/donors, and other key stakeholders.
Measures of Success: Year One and Beyond
First 100 Days
Through listening and assessing, develop an understanding of Bay Cove’s history, services, culture, and operational imperatives.
Ensure a shared commitment from the Board and Leadership Team to strategic prioritiesand goals, with buy-in from staff and other key stakeholders.
First 12 to 18 Months
Ensure leadership cohesion, collaborative decision-making, enhanced engagement and accountability
Achieve measurable progress toward strategic priorities and goals by implementing key operational improvements supported by data analytics, strengthened communications, crossfunctional participation, and staff/client feedback
Cultivate an improved workforce culture as demonstrated by increased employee satisfaction and reduced turnover.
Establish board-approved financial performance metrics and ensure ongoing reporting.
Develop new or renewed funding partnerships with measurable increases in grant acquisition or contract value, and philanthropic commitments for mission advancement.
Ongoing, Longer Term
Meet or exceed financial targets and operational KPIs
Ensure leadership talent in place and supported by succession planning
Drive continued mission-aligned growth, reviewed against strategic objectives and milestones
Increase representation of underrepresented groups in leadership, and maintain a staff reflective of the communities served.
Secure multi-year contracts and diversify funding streams to solidify the organization’s financial base in support of services and programs.
Bay Cove Human Services is proud to be an equal opportunity employer.
Diversity, equity and inclusion have always been central to Bay Cove’s work. The organization was founded on the principles that everyone deserves to be treated with dignity and respect. Its commitment to DEI is based on the following three central pillars:
INCLUSIVE LEADERSHIP To ensure leadership demonstrates its commitment to, and responsibility and accountability for modeling behavior that advances DE&I, and integrates equity into policies, messaging, and day-to-day practices
TALENT: GROWTH, DEVELOPMENT AND ADVANCEMENT. To build and maintain a diverse, well-prepared, and stable workforce that improves representation at all levels and develops opportunity for advancement and growth.
A WORKPLACE CULTURE OF BELONGING. To create an inclusive culture that welcomes, values, and appreciates the full range of experiences, skills, and aspirations of a diverse workforce while fostering safety, dignity, and respect.
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