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Fort Pierce, FL

Relocation expenses: Negotiated

CEO/President/Executive Director
Full time
3 - 5 years of experience
Bachelor's Degree
Master's Degree

Published on 31 Oct 2019

Expires on 31 Oct 2019

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Organization Overview

United Way of St. Lucie County supports the health and human service needs in St. Lucie County. We advance the common good by focusing on education, financial stability and health. Our mission is to improve lives by mobilizing the caring power of our community. To help us fulfill our mission, we recruit individuals and organizations that bring passion, expertise and resources needed to improve lives. Through community collaborations, we strategically address unmet needs and unacceptable human conditions by providing resources to a broad range of nonprofit service providers while holding each of them accountable for producing real, measurable results.

How to Apply: For consideration, please provide the requested information: Cover Letter, Resume, Salary History and Requirements, Executive Profile / Bio, Professional References / Letters of Recommendation.

To the following email:


The President/Chief Executive Officer (CEO) leads, manages and directs the total operation of the United Way of St. Lucie County (UWSLC) and is responsible for the organization’s mission of “To improve lives by mobilizing the caring power of our community”.  Working with the Board of Directors and other constituents, the President/CEO will develop strategic short and long-term goals for the UWSLC and will lead the organization toward advancing its mission by creating new and innovative community partnerships, programs and revenue sources.  

The President/CEO will manage all operations and activities, including providing direction to staff and ensuring proper fiscal and operational management. The scope of this position is broad, requiring the President/CEO to establish and maintain significant relationships with persons at all levels within the public, private and nonprofit sectors.  



Work with the Board in the strategic planning process and annual review of the strategic plan • Monitor the organization’s progress against the strategic plan • Provide vision and strategic insight to the Board for fulfilling the mission of the organization, utilizing input from multiple sources, including external and internal constituents • Ensure that the Board has access to all information needed to carry out its governance responsibilities, to fully understand issues that impact the service area  • Develop an annual business plan and report on progress in achieving goals • Develop effective, state-of-the-art marketing strategies that position UWSLC as a regional leader for achieving community impact • Partner with external organizations to encourage the exchange of information and the building of collaborations 

Community Leadership

Advance the mission and image of the organization by serving as the chief representative to all internal and external stakeholders, including the Board, staff, local nonprofits, donors, the media, the government, and the general public • Represent the interests of all health and human service nonprofits through advocacy efforts designed to educate corporate and government representatives on community needs  • Champion innovative approaches towards solving community issues • Oversee all program activities: o Ensure that current programs are consistent with our mission and monitor performance o Provide oversight and guidance on the development of new programs and program areas • Provide leadership in response to local, state or national disasters/crisis situations

Development/Financial Resources

Provide leadership in developing the financial resources to help meet the health and human services needs of the community: o Establish financial development goals with the Board of Directors o Develop creative strategies and plans for achieving financial goals and assure appropriate staffing of the campaign structure • Oversee all corporate and individual relationships and fundraising strategies • Identify and develop new sources for partnerships and revenue generation


Report regularly to the Board on the activities of the organization and progress toward meeting annual plan goals and strategic objectives • Ensure Board members are kept informed of matters and developments that warrant their attention and best practices on organizational management and leadership • Identify issues and policies that require the action of the Board • Develop board meetings that allow the members to fulfill their operational responsibilities, but also to provide the opportunity for strategic discussion on organizational imperatives


Set operational policies for the organization, and oversee their consistent and proper execution • Establish the culture and programs to ensure that the organization attracts and retains the talent necessary to successfully carry out its programs and mission • Staff the organization with fully competent, diverse professionals and delegate responsibilities/authority • Promote continued professional development among staff and demonstrate and assure cultural competency of managers and staff • Create an atmosphere that fosters the development of strong, effective teams and empowers staff through involvement and participation in decision making • Ensure that the organization operates within the financial parameters set by the Board with an emphasis on maintaining a balanced operation, and that available resources are distributed appropriately • Provide the fiscal oversight for the organization’s investments, budgets, and financial reporting


Graduation from an accredited four-year college or an equivalent combination of experience and training with a degree in Business Administration, Public Administration, or closely related field  • Master’s degree and/or professional certifications desired.

Desirable, But Not Required

Our work environment is positive and supportive of success; safe and professional; all employees have the opportunity to relay their ideas and suggestions for improving conditions, operations and services. Our staff and board act with honesty, integrity and professionalism, and acknowledge and respect the rights of others.



●    Mission-Focused: Catalyze others’ commitment to mission to create real social change that leads to better lives and healthier communities.  This drives their performance and professional motivations.
●    Relationship-Oriented: Understands that people come before process and is astute in cultivating and managing relationships toward a common goal.
●    Collaborator: understands the roles and contributions of all sectors of the community and can mobilize resources (financial and human) through meaningful engagement.
●    Results-Driven: Dedicated to shared and measurable goals for the common good; creating, resourcing, scaling, and leveraging strategies and innovations for broad investment and impact.
●    Brand Steward: Steward of the brand and understands his/her role in growing and protecting the reputation and results of the greater network.

Brochure on St. Lucie County and United Way: