MCH Program Impact Leader

Develop Plans, Objectives and Strategies: Develop and implement activities for two regional collaborative Strategic Mission Investment Plans (SMI) with specific deliverables as identified for the region. 

• Data Analysis and Grant Management: Utilizing available data, identify areas of high need/high burden and focus programming on high need populations in assigned area, including management of community grants awarded in assigned area.
• Develop Relationships: Cultivate partnerships and ensure effective collaboration with maternal and infant/child health organizations and agencies in assigned area.
• Volunteer Development: Recruit and actively manage two regional collaborative committees in assigned area. Develop and manage volunteer leadership to inform SMI plans, implementation and evaluation in assigned area. In collaboration with the Maternal and Child Health Committees, review and update regional SMI plans as needed, and review progress at least annually.
• Progress Reporting: Ensure that current and approved SMI plans, progress, and community grant information is entered in the Electronic Program Information Center (EPIC). Document (and evaluate as warranted) program activities and provide regular reports for external funders, provide accountability for community investments, and complete the reporting in EPIC.
• Integration and Internal Communication: In concert with regional leadership, provide mission information and ensure integration of mission activities with revenue development and communications colleagues in assigned area. Ensure strong collaboration, communication and integration with advocacy colleagues.
• Optimize Electronic Tools: Utilize electronic data management tools in order to review and analyze programmatic data, development and results and track volunteer interactions though Constituent Resource Management database (CRM).
• Other Duties: Perform other duties from time to time in order to ensure the attainment of MCH Program Impact goals.

Behavioral Competencies

• Strategic Perspective: Able to develop long-term, big picture strategies to enhance mission achievement; recognize broad implications of issues; balance and integrate strategic vision with day-to-day activities.
• Cultural competence: Able to interact effectively with people of different cultures. Cultural competence means to be respectful and responsive to the health beliefs and practices—and cultural and linguistic needs—of diverse population groups; demonstrate the ability to continually grow and develop in cultural competence (https://www.samhsa.gov/capt/applying-strategic-prevention/cultural-compe...).
• Organizational Awareness: Able to identify and use information about people, political dynamics, and the organization’s climate in order to promote change; use knowledge of timing, agendas, and group processes to accomplish legitimate objectives.
• Community and stakeholder engagement: Able to build ongoing, permanent relationships with stakeholders for the purpose of applying a collective vision for the benefit of a community.
• Influence: Able to positively change the opinions and actions of others toward a desired outcome; present information in a persuasive manner; clarify information in order to gain understanding and buy-in. Able to manage and support volunteer leaders from afar.
• Team Building: Able to develop a team effort; confront negative attitudes to build commitment and morale; get factions with competing perspectives to learn from one another; integrate efforts and talents with those of fellow team members; develop and lead diverse and inclusive teams of volunteers and partners that reflect the population served
• Develop Relationships: Able to relate to others and build credibility and rapport; relate to others in an honest and straightforward manner; listen; and incorporate building a collaborative network of organizations to engage in mission accomplishment cooperation, trust and respect. 
• Verbal Communication: Able to clearly express ideas, information or concerns in a culturally and linguistically competent manner with the spoken word; present verbal information in a straightforward manner; ask questions to open channels of communication; listen to understand the perspectives of others.
• Analyzing: Able to break down problems and information in order to systematically identify the cause of problems and make recommendations; gather information from multiple sources; analyze complex information; organize information for analysis and present information in compelling ways.
• Decision Making: Able to make objective decisions when dealing with emotional or controversial topics; identify and choose among multiple options; understand consequences of potential decisions.
• Motivation: Able to present information or new ideas in such a way that others get excited; use a positive approach to motivate others at any level of the organization. 
• Planning: Able to manage the strategic planning process and maintain complex organization of implementation across eight states. 

Complexity of Duties and Authority

• Duties: The duties of this position involve a wide variety of complex and changing situations requiring a high degree of conceptual ingenuity, creativity and initiative. An individual in this position is required to have extensive and authoritative knowledge of the techniques, practices and theories applying to the responsibilities of the job.
• Personnel Supervised: This position does not supervise employees. 

Position Scope, Contacts and Decision-Making

• Scope: This position assists in the development and execution of the Foundation’s mission impact agenda within the assigned states. This position holds a high degree of accountability for all activities within his/her functional areas of responsibility that support the mission goals established by the Foundation. 
• Contacts: This position represents the March of Dimes as an official spokesperson and provides a high degree of expertise within his/her area and in broad and organizational areas to internal and external contacts, including, but not limited to appointed and elected health officials. Contacts are critical to motivating, negotiation with, developing and collaborating with others to advance the Foundation’s program agenda and mission of the March of Dimes.
• Decision-Making: Decisions, or decisions this position leads in making, have significant impact on the success of mission efforts within the assigned states.