Executive Director Opening


Executive Director opening

CHPC is now seeking an extraordinary candidate to serve as its Executive Director who will honor its long history and rich traditions, build on its success, expand its impact, increase its fundraising, and embrace its unique, collaborative culture that is well established with its Board and staff.  All of the Executive Director’s responsibilities rely on a close working relationship with the Deputy Director and staff, key members of the board, not limited to the Chair and President, the extensive network of outside constituents including government officials, wider industry leaders and funders whose collaboration is key to CHPC’s success.

CHPC is a unique civic organization with a long history and rich traditions.  At the same time it continues to evolve as a cutting edge research and policy organization focused on housing and planning in NYC.  CHPC’s agenda is practical, not political and its purpose is to help decision makers, inside and outside of government, by mapping out realistic steps that can result in positive change.

CHPC’s large Board of Directors includes 90 leaders in housing and planning and provides the inspiration for its ideas.  The Board meets quarterly and its members are involved in a variety of working committees throughout the year.  The Executive Committee of 17, led by the Board Chair and President, provide regular oversight, feedback, and direction for the staff and meet at least 6 times a year.

The organization’s annual budget is over $1 million with a staff of 7 which includes Executive Director, Deputy Director, 3 Senior Policy Analysts, Housing Informatics specialist, and an Administrative Associate.  The staff is often augmented by a William R. Ginsberg Fellow and on occasion an undergraduate intern.  In addition consultants may be retained as needed to contribute specialized expertise. Our annual luncheon raises more than ½ of our annual operating costs and is attended by nearly 1,000 people.  The remainder of our annual budget is raised through additional support from our board and supporters, events, and foundation grants.

Qualifications and Expectations for CHPC’s Next Executive Director


The ideal candidate will have 10 years or more of experience in housing, planning, or community development activities that has led to a sophisticated knowledge of these fields in NYC and indicates clear professional growth and expanded responsibilities.  In order to be considered a candidate must be an experienced public speaker, an experienced editor, an inspiring team leader, and have a well-grounded understanding of policy analysis and research.  In addition candidates must be able to demonstrate a strong connection to the leaders in the field in NYC and the capacity and desire to lead a significant fundraising strategy.

Candidates must have managerial experience that evidences innovative methods and a commitment to support staff development.

Candidates must evidence proficiency and excellence in the Core Functions and Expectations indicated below.

Candidates must be prepared to provide references that include someone who has directly supervised the candidate, someone who has been the candidate’s subordinate, and at least 1 other who can speak to the candidate’s professional capabilities.

Candidates must have an appropriate academic background with a bachelor’s degree and master’s degree or its equivalent.

Core Functions and Expectations

  • Policy Work

CHPC’s policy work forms the core of its work.  Its innovation and reliability ensures CHPC’s position as a trusted voice in housing and planning. The Executive Director works along with the various board members and CHPC’s working committees to set out CHPC’s annual agenda for policy analysis, events, key topics, and core objectives. At the same time collaboration with government and other industry leaders is also key to shaping CHPC’s policy work.  The director must also be prepared to shift focus depending on events and issues that may arise. Projects should be shaped to keep a focus on impact and possible changes that will result.

  • Communication/Education Strategy

Working closely with the Deputy Director and key board members the Executive Director should develop an effective communication strategy that will ensure the CHPC’s work reaches the audience that is intended.

Work formats should vary and not rely solely on written reports, but rather continue to apply creative forms of communication that will best present the work and help to attract attention of key policy makers and involved members of the wider industry.

  • Leading the Collaborative Team

The Executive Director is responsible for at least four distinct collaborative relationships which must be maintained and expanded.

  1. STAFF

The Executive Director will support and encourage an open plan, collaborative work environment where input is welcomed, collegial cooperation valued, and the overall effectiveness and success of CHPC is a shared goal amongst all team members.

Ensure that staff are busy, challenged, engaged, share a vision of CHPC as an innovative organization open to new ideas, and encouraged to offer ideas to further CHPC’s work and mission.

The Executive Director acts in partnership with the Deputy Director who has primary responsibility for establishing staff workload and monitoring their outcomes and schedules.

Along with the Deputy Director carry out annual reviews of staff in order to assess their work, discuss their goals, identify new challenges, help support their professional growth, and review their salary and responsibilities for the coming year.

  1. BOARD

The large board is an endless source of feedback on work, new ideas, and help that shapes a strategy to ensure that the work will have impact.  The Executive Director should enjoy collaborating with a sophisticated and engaged Board and welcome their discussion and input.  The Executive Director must be responsive, available, and open to suggestions and ideas.  In addition the Board should be comfortable asking for and receiving guidance and insights from the Executive Director.


The Executive Director should maintain and encourage positive and collaborative relationships with government agencies, members of the housing and community development industry in NY, as well as other organizations involved in these issues.  CHPC’s work strives to be a valuable asset for government to help them resolve issues and create practical strategies for change.  In order to be successful ongoing relationships based on useful information and insights as well as trust and collaboration must be fostered and developed.

The Executive Director must maintain and expand relationship with other organizations and leaders involved in housing and planning.

  1. PRESS

The Executive Director is the key point of contact for the press and must ensure that relationships are maintained and continue to grow.  CHPC is relied on by many members of the press for background information, insights, and analysis on housing and planning issues and the Executive Director must be responsive and available to the press.

  • Ensure Short Term and Long Term Financial Success

The Executive Director must develop and lead the fundraising strategy for CHPC to ensure short term and long term financial success. With funding reliant on Board giving as well as other supporters and philanthropy, maintaining those relationships and building new ones is a core

function for the Executive Director.  Establishing a new strategic vision for fundraising in the coming years that reflects the changing nature of the industry and philanthropic priorities will be a key function for the new Executive Director.

Oversight and shaping of the annual luncheon is a core responsibility of the Executive Director.

The Executive Director must also ensure that CHPC’s budget is transparent for the board and staff and accurately reflects its financial outlook.  Develop annual budget that is realistic and sets appropriate fundraising and revenue goals and appropriate expenses. Working with staff, maintain flow of information and direct meetings with the Finance and Investment subcommittees of the Board to ensure adequate transparency and oversight.

  • Be the Face of the Organization

The Executive Director is typically the face of the organization along with key board members and staff.  As such this involves representing CHPC in a variety of public forums and high level meetings with government in industry leaders.  Presenting CHPC’s work in a variety of public settings is a core requirement of the position.  In addition CHPC, represented by the Executive Director is often called on by organizations and/or government representatives from other Cities to host discussions and provide information as they may need on housing matters.

Candidates with appropriate qualifications should forward their resume with a cover letter as PDFs to jobs@chpcny.org.
Resumes and cover letters must be received by 5:00 pm on Monday, September 25th to be considered.

CHPC provides equal employment opportunities (EEO) to all employees and applicants for employment without regard to race, color, religion, sex, national origin, age, disability or genetics. In addition to federal law requirements, CHPC complies with applicable state and local laws governing nondiscrimination in employment in every location in which the company has facilities. This policy applies to all terms and conditions of employment, including recruiting, hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, compensation and training.

CHPC expressly prohibits any form of workplace harassment based on race, color, religion, gender, sexual orientation, gender identity or expression, national origin, age, genetic information, disability, or veteran status. Improper interference with the ability of CHPC’s employees to perform their job duties may result in discipline up to and including discharge.


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