The Pennsylvania State Director is responsible for developing and managing The Trust for Public Land’s programmatic activities in Pennsylvania. The principal geographic focus of the position is Philadelphia, but the Director will also build strategic partnerships throughout the state.
The Trust for Public Land's work in Pennsylvania employs each of the organization’s conservation strategies, from creating urban parks in Philadelphia and protecting land in the Poconos to helping establish new sources of public funding for conservation at the state and local level. The state office’s most significant investment is its Parks for People Philadelphia program, which works in partnership with public agencies to design and develop green parks, playgrounds and schoolyards in underserved neighborhoods throughout the city. The Director will have responsibility for developing a 3- to 5-year strategic plan that identifies growth opportunities in Philadelphia and new program opportunities elsewhere in the state.
To advance this work, the State Director manages and mentors the operations staff and works in close collaboration with the State Director of Philanthropy to raise funding to support the office’s programs and operating costs. The State Director is also responsible for working with public/non-profit partners, major donors, the local Advisory Board, and others within the organization to enhance opportunities for success of the office and its programs. The individual must demonstrate a proven track record working with high level public officials, non-profit leaders, and the philanthropic community.
SPECIFIC RESPONSIBILITIES INCLUDE:
35% Philanthropy: Funding support for the Pennsylvania Office and the programs it carries out is derived primarily from private philanthropic dollars. The State Director will work in close coordination with local and national TPL philanthropy staff to cultivate and solicit major gifts from individuals, foundations and corporations. S/he will work in partnership with philanthropy staff to create and implement a fundraising plan. Working with local philanthropy staff leadership, the State Director will manage the growth and development of a local Advisory Board, and serve as the primary face of TPL in the donor community.
25% Program Development and Management: The State Director will be responsible for directing staff and working with program partners, both public and private, to complete existing playground and schoolyard development projects and manage the sustainable growth of the Philadelphia program. This includes evaluating new projects and identifying opportunities to utilize TPL’s expertise in conservation vision, conservation finance, conservation real estate, park design and development, and national programs such as Climate Smart Cities. In all of this work, the development and maintenance of positive relationships with key public and non-profit partners, as well as major donors will be paramount. This position collaborates with senior leadership, division-level staff and volunteer leaders to develop and implement strategies that achieve mission delivery goals, and are compelling and financially viable.
15% Management/Administration: The State Director is responsible for supervising staff who report to her/him, and for creating a positive work environment for the entire office, strong staff morale and a culture of teamwork and mutual support among all staff, including philanthropy staff who do not report to the Director. The State Director is responsible for working with the finance team to develop the office budget and taking necessary actions to meet or exceed financial targets and maintain a work climate which attracts, retains and motivates a diverse staff of top quality people.
25% External Relations: The State Director will be expected to represent The Trust for Public Land and build the organization’s visibility in the Pennsylvania market. This includes establishing sound working relationships with public officials and staff, civic leaders, partner non-profits, the media, the donor community and others.
CRITICAL SUCCESS FACTORS
Within the first year, the successful candidate will have:
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