Our Neighbors’ Table Executive Director Position Overview
Our Neighbors’ Table (ONT) is an innovative hunger-relief organization headquartered in Salisbury, MA, serving communities across Massachusetts’ Lower Merrimack Valley ONT ensures reliable, dignified, community-based access to nourishing food, guided by a commitment to kindness and the well-being of the whole person
With a significantly expanded, multi-milliondollar operation, ONT’s Amesbury community market and weekly meals serve more than 6,300 individuals annually, while its new 10,000-square-foot food distribution center home to the Salisbury market supports partner organizations serving more than 30,000 residents each month.
ONT seeks a mission-driven, strategic, and relational leader to guide its next chapter. The Executive Director will serve as ONT’s lead ambassador and fundraiser, providing collaborative leadership to strengthen food access and maximize impact across the region
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Mission
Hunger comes in many forms. Our Neighbors’ Table is committed to establishing a community that provides for the whole person with nourishing food, kindness, and dignity.
Vision
To alleviate regional food insecurity by providing reliable, community-based access to food for all residents.
Our Neighbors’ Table’s Evolution: Legacy, Growth, and Innovation
ONT’s work began in 1992 when a small group of Amesbury volunteers began serving hot meals to neighbors in need a gesture of care and community that continues today. What began as a weekly meal program soon evolved into a formalized effort to address food insecurity with dignity and hospitality.
A significant turning point came in 2010, when ONT hired its first employee, Lyndsey Haight Over her 15-year tenure, Haight led significant programmatic and organizational expansion, moving ONT from a largely emergency-response model to a more holistic, data-informed approach Under her leadership, ONT established guest-centered markets,
forged partnerships with healthcare providers to identify families at risk of food insecurity, developed a strong regional network of collaborators, and ultimately launched the Seacoast Regional Food Hub a shared distribution and operations center designed to bring consistent, reliable food access to the region.
This period of growth fundamentally reshaped ONT’s identity What once was a small, community-run program is now a regional leader recognized for its innovation, partnerships, and commitment to providing food with dignity
Innovations in Food Access
ONT’s fresh food markets were a hallmark of its transformation In 2016, the organization introduced a guest-centered, choice-based grocery model at the Jardis-Taylor Center in Amesbury, MA, the first of its kind on the East Coast. In 2024, it opened a second market in Salisbury, MA. This model emphasizes hospitality and choice, allowing individuals and families to select the foods that best meet their needs. ONT also has integrated markets through partnerships with several local Councils on Aging.
Building on a commitment to equitable access, ONT assists with food delivery to homebound individuals and provides an emergency food hotline to support residents outside regular pantry hours As a SNAP Outreach Partner, ONT also assists households in navigating the application process, removing barriers to essential federal benefits These service enhancements improved both the reach and reliability of food access across ONT’s footprint.
Hunger and Health
In 2018, ONT and Children’s Health Care (CHC), a major local pediatric practice, established a formal partnership to train and equip CHC staff and practitioners with the tools they need to identify and support patients experiencing food insecurity. At the forefront of national work, this model uses a Food Resource Advocate to provide personal and compassionate
Regional Leadership and Systems-Building
ONT’s regional leadership is most visible in the Seacoast Regional Food Hub (the Hub), which opened in 2024. Through an evidencebased “hub and spoke” model, ONT plays a critical role in facilitating consistent, reliable access to food for partner organizations on the frontline of hunger relief, including social services agencies, food assistance organizations, churches, food pantries, and Councils on Aging
Each week, significant food shipments from The Greater Boston Food Bank (GBFB) are delivered to the Hub for distribution to frontline food providers. By consolidating storage and transportation infrastructure, ONT has substantially reduced operational burdens for these nonprofits, many of which previously lacked adequate refrigerated space, volunteer capacity, or the ability to collect food from Boston. The Hub enables providers to focus more fully on direct service, strengthening the entire regional food ecosystem.
ONT also plays a convening and advocacy role in bringing partner organizations together Its regional leadership supports:
The Lower Merrimack Valley Food Coalition, 14 food providers serving 17 communities and 32,000+ residents per month, supported by the regional Hub.
The Food Security Advisory Group, a crosssector forum integrating food access considerations into municipal and nonprofit planning.
The Seacoast Food Providers Network, a collaborative aimed at ensuring food is available in the 11 communities directly
Seacoast Regional Food Hub
7,000 square feet of dry storage
3,000 square feet of cold storage
Delivery docks for trucks
Free grocery market
Produce-sorting room in partnership with Nourishing the North Shore
A community room
ONT’s headquarters
Additional office space
People and Leadership
ONT’s work is carried out by nearly 20 staff members, including a five-member senior administrative team whose responsibilities span core programmatic and operational areas This team brings a servant-leadership philosophy to its work, modeling collaboration, humility, and mission-centered decision making A deep commitment to ONT’s purpose, paired with day-to-day leadership, provides stability for the organization and supports the systems that make ONT’s regional reach possible.
Volunteers are equally essential to ONT’s model. More than 600 individuals contribute their time across markets, warehouse and Hub operations, delivery routes, administrative functions, and community-facing activities. Their dedication, consistency, and generosity form the backbone of ONT’s ability to serve multiple individuals and communities
The partnership between staff and volunteers reflects the neighbor-to-neighbor ethos that has long defined ONT’s identity and continues to shape how its work is carried out
ONT’s 12-member Board of Directors plays a significant role in guiding the organization’s long-term direction and ensuring its financial health Representing communities across the service area, members are deeply committed to the organization’s mission, values, and sustainability. Offering governance expertise, stewardship, and a regional perspective, the Board works as a thought partner to ONT’s executive leadership in considering strengths, opportunities, and challenges through a mission-aligned, strategic lens.
Learn more about ONT’s Board and administrative team here: ONT Leadership
Revenue and Resource Development
As ONT’s work has expanded and its regional role has taken shape, the financial model that supports this mission has become increasingly important Philanthropy remains the cornerstone of ONT’s ability to sustain its work and provide reliable access to food across the region.
ONT’s total annual operating value exceeds $6M, reflecting a combination of cash revenue and substantial in-kind contributions of food and goods. Excluding in-kind support, ONT’s cash operating budget is approximately $3 million and is driven primarily by individual gifts (39%), foundation and corporate support (33%), government contracts (13%), fundraising campaigns (11%), and business income (4%).
ONT’s fundraising program includes annual and seasonal appeals, corporate and foundation relations, special events, major gifts, and grant seeking In recent years, ONT has completed two multi-million-dollar capital campaigns, including one that enabled the purchase and build-out of the Hub. These resources, supported by hundreds of volunteer hours, enable ONT to meet community needs and advance its role within the regional food access landscape.
As ONT’s regional work broadens in scope and visibility, it has the opportunity to expand its philanthropic reach through increased corporate, foundation, and individual giving The Hub also offers longer-term potential for earned revenue through office rentals and community use
A Pivotal Moment
Today’s ONT is a more interconnected and regionally oriented organization than it was just a few years ago With a skilled professional staff and a dedicated volunteer corps, ONT now operates through coordinated systems, shared infrastructure, and collaborative partnerships that strengthen food access across the Lower Merrimack Valley. As the organization embraces this broader regional role while remaining deeply rooted in its local communities steady, thoughtful leadership will be essential to sustaining progress and advancing ONT’s mission.
ONT’s evolving identity as both a trusted local provider and a regional resource is prompting new conversations about visibility, community engagement, and how food insecurity is understood across the area As its role continues to take shape within the regional food access ecosystem, ONT has the opportunity to deepen relationships, expand partnerships, and broaden awareness of its mission and values.
Looking ahead, the organization will benefit from renewed strategic direction, datainformed decision making, and strengthened revenue generation to support its growing operational needs. This next chapter will also require continued alignment between the Board and the leadership team a partnership grounded in shared purpose, mutual trust, and a clear commitment to ONT’s mission and longterm impact.
Executive Director
Overview POSITION DESCRIPTION
The Executive Director (ED) serves as ONT’s chief leader and strategic partner to the Board, guiding the organization through a period of evolution and opportunity With the current Strategic Plan winding down, the ED will work closely with the Board and senior leadership team to shape ONT’s next planning cycle, clarifying priorities, strengthening organizational capacity, and ensuring alignment with community needs across the region.
A central responsibility of the ED is to serve as ONT’s primary brand ambassador and lead fundraiser. The ED will cultivate strong relationships with donors, partners, and community leaders; broaden ONT’s visibility; and actively secure the philanthropic resources essential to sustaining the organization’s work.
Internally, the ED will support a healthy, mission-centered culture, ensure effective operational management, and foster collaboration across staff, volunteers, and the Board. As ONT’s regional role continues to expand, the ED will help position the organization for long-term stability, impact, and community trust.
Primary Responsibilities
Visionary and Strategic Leadership
The ED provides visionary and strategic leadership to advance ONT’s mission and growth agenda, ensuring the organization’s sustainability and long-term impact through effective strategic planning and execution
This includes:
Strategic Planning. Partner with Board of Directors and lead staff through recurring multi-year cycles of strategic planning to define organizational priorities and direction Plan Development and Metrics. Facilitate creation of multi-year strategic plan and annual operating plans, establishing measurable goals and performance indicators to track progress Board Reporting. Provide regular Board reports on strategic and operational progress. Strategy Implementation. Lead and guide senior leaders, staff, and volunteers in translating strategic priorities into actionable initiatives, ensuring alignment and accountability across the organization.
Primary Responsibilities continued
Governance and Board Relations
As a non-voting ex officio member of the Board, the ED serves as the Board’s primary thought partner, ensuring alignment between governance and organizational operations.
This includes:
Strategic Support. Partner with and support the Board and its committees, providing information, data, and analysis necessary for effective governance and decision making
Thought Partnership. Collaborate with the Board Chair to plan the Board’s annual agenda and support meetings, retreats, and strategic discussions, ensuring alignment with mission and priorities
Policy Implementation. Carry out board-approved policies and advise the Board on policy development, ensuring integration into the organization’s operations and culture.
Continuity and Communication. Facilitate strong communication and partnership between Board and staff to advance ONT’s mission and long-term sustainability.
Fiscal Health
The ED is responsible for providing strategic leadership of the organization’s financial health and sustainability, working in partnership with the Director of Finance and the Board
This includes:
Budget Leadership. Lead development of annual operating budget in collaboration with Director of Finance, ensuring alignment with organizational strategies and priorities
Financial Reporting. Ensure Board and Finance Committee receive accurate, timely, and transparent financial information, interpreting results and highlighting key trends, risks, and opportunities.
Controls and Compliance. Provide oversight to ensure appropriate financial controls, accounting practices, and regulatory compliance are in place, while supporting Director of Finance’s day-to-day financial administration.
Revenue Strategy. Collaborate with staff and Board to align financial planning with fundraising, grant development, and other revenue-generating strategies.
Diversified Funding. Lead development of a diversified and sustainable funding base to strengthen long-term financial stability.
Audit and Regulatory Oversight. Ensure audits, annual filings, and relationships with financial/regulatory partners are managed effectively, with appropriate Board engagement
Risk and Opportunity Assessment. Monitor ONT’s overall financial health, working with Director of Finance to identify risks and opportunities, and recommending strategies to the Board to safeguard sustainability
Capital Asset Oversight. Provide oversight to ensure stewardship of ONT’s capital assets
Primary Responsibilities
Resource Development
The ED provides leadership for building and sustaining the organization’s financial resources by working in close partnership with the Director of Development, staff, and Board This includes:
Fundraising Leadership Serve as ONT’s lead fundraiser, setting the vision and overall strategy for resource development and ensuring alignment with strategic priorities
Donor Relations. Build and maintain strong relationships with major donors, funders, and community partners, representing ONT with credibility and passion.
Development Strategy Oversight. Provide guidance and oversight to Director of Development in designing and implementing comprehensive fundraising strategies, including individual, corporate, and foundation giving, annual campaigns, major gifts, and events.
External Representation. Be a visible ambassador for ONT, effectively communicating its mission, impact, and philanthropic investment opportunities.
Board Engagement. Partner with the Board to strengthen its role in fundraising, cultivating members’ networks, and supporting their participation in donor stewardship.
People and Culture
The ED shapes and models a positive, mission- and values-driven organizational culture that attracts and retains top talent; and fosters collaboration, inclusivity, integrity, and transparency in ensuring strong management practices across the organization. This includes:
Culture and Values. Promote a culture that values service with dignity, community, respect, quality, and confidentiality.
Talent Acquisition. Ensure that ONT is an employer and volunteer opportunity of choice, attracting and retaining high-quality talent.
Leadership Development. Support and mentor senior staff, promoting accountability, growth, and high performance.
Organizational Alignment. Ensure leadership and staffing roles and responsibilities and operational practices align with strategic priorities and resources
HR Oversight. Provide leadership and partnership to the Director of Finance/HR and/or outside counsel to ensure that human resources policies, practices, and systems support compliance, equity, and effectiveness
Employee and Volunteer Engagement. Promote open communication, trust, and engagement, creating a workplace where employees and volunteers are valued, supported, and empowered to contribute fully to the mission.
Primary Responsibilities continued
Organizational Leadership
The ED leads and guides the organization, overseeing overall operations, providing leadership to senior staff responsible for programs, development, communications, finance, and HR, and ensuring a culture of teamwork and accountability across staff and volunteers
This includes:
Programs. Ensure programs and services are strategically aligned and effectively designed, delivered, evaluated, and improved continuously to advance ONT’s mission, in compliance with key partner agreements (e.g., Greater Boston Food Bank), and in collaboration with community stakeholders.
Development. Create and execute strategies that generate sustainable resources, engage donors and volunteers, and fuel the organization’s mission.
Communications. Strengthen ONT’s brand and value proposition, raising visibility and promoting engagement among ONT’s constituencies, including guests, public, media, and community, civic, and business leaders.
Finance and HR. Ensure operational excellence and financial sustainability through strong oversight of finance, risk and compliance, and human resources practices
Policy, Advocacy, and Communications
The ED provides overall leadership for ONT’s advocacy and policy agenda, working with Programs and Communications leadership to position ONT as a trusted voice on food security at the local, state, and national levels.
This includes:
Policy Oversight. Ensure staff monitor and respond to emerging policy issues that affect food insecurity and access, and keep the Board and stakeholders informed.
Strategic Relationships. Build and maintain relationships with elected officials, policymakers, community leaders, and the media, positioning the organization as a trusted voice on food security issues
Representation and Influence. Encourage leadership team and staff participation in coalitions, conferences, and advisory groups to strengthen the organization’s advocacy presence and impact
Communication and Public Education. Ensure multi-channel communications and outreach efforts effectively reach and inform the public, media, and community partners about food security challenges, and promote engagement in developing impactful solutions.
Advocacy. Convene or participate in advisory groups to promote awareness of food insecurity and foster support for collaborative solutions.
Projected Success Metrics
ONT stands at an important juncture – one that requires a strong financial foundation to support its expanding regional work and long-term mission goals. Advancing ONT’s fundraising and revenue generation efforts will be a central organizational priority for the new ED, enabling the programs, staff, and partnerships that define ONT’s impact. Measures of success are noted in the following deliverables:
Fundraising and Revenue Development
Clear, actionable revenue strategy that strengthens ONT’s philanthropic base and positions it for long-term sustainability
Deepened relationships with major donors, foundations, and corporate partners, with new connections across the region taking shape
Effective staff-Board collaboration on achieving annual fundraising goals and identifying emerging revenue opportunities
Organizational Leadership and Culture
Strong, trusting relationships across the team and Board.
Greater clarity across staff and volunteers in communications, expectations, and organizational priorities.
Clear and organizationally aligned decision-making pathways and leadership roles.
Strategic Direction and Program Alignment
Strategic plan that defines mission priorities, organizational goals, and ONT’s role within the regional food access landscape.
Program refinement and/or operational improvements identified through data, staff feedback, and partner insights.
Systems in place to monitor progress on key strategic goals
Financial Sustainability and Resource Stewardship
Clear understanding of financial performance, key drivers, and implications for future planning
Budget planning and approval process grounded in realistic assumptions and mission priorities.
Defined approach to space utilization and capital needs, including the Hub, with definable next steps.
Community Engagement and External Partnerships
Increased regional visibility and presence as local provider and regional convenor, resulting from active participation in community conversations and collaborations. Strengthened relationships with partner organizations, public officials, and community stakeholders.
Ideal Candidate Portrait
The ideal candidate will bring:
10+ years of progressive management experience in a mission-driven, growth environment; or equivalent combination of education and experience
BA/BS, advanced degree preferred, in business and/or public administration, health/human services, social work, or other relevant discipline, or commensurate experience
Knowledge of nonprofit governance with demonstrated skill in strategic planning, financial oversight, resource development, and team management
Exceptional communications and relationship-building skills and innate ability to inspire trust and engagement across diverse stakeholders as the voice of the organization.
Judgment and capability to steward organizational assets (e.g., facilities) with a focus on operational efficiency, risk mitigation, and long-term sustainability.
Experience working in or with social services organizations, preferably providing services to individuals and families in need (food/food security environment a plus).
Knowledge of Essex County/Lower Merrimack Valley and local landscape is a plus, particularly as this relates to regional partnerships, community need, and resource networks.
Strategic, data-driven, outcomes-oriented, and tech-savvy.
Our Neighbors’ Table values service with dignity, community, respect, quality, and confidentiality.
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