Executive Director Job Description Draft

Purpose

This document defines the role, responsibilities, qualifications, compensation framework, and performance standards for the Executive Director of Access100. The Executive Director is the chief executive of the organization, accountable to the Board of Directors, and responsible for translating the Board’s strategic direction into program delivery, financial stewardship, and mission impact.

Article I — Position Summary

Section 1.1 — Role

The Executive Director (ED) leads Access100 in fulfilling its mission to dismantle barriers to community participation for people with disabilities through technology solutions, employment pathways, and leadership development. The ED is responsible for the overall management of the organization, including strategic planning, program delivery, financial sustainability, human resources, compliance, fundraising, and external relations.

Section 1.2 — Mission Alignment

As a disability-led organization operating under Qualified Community Rehabilitation Program (QCRP) principles, Access100 expects its Executive Director to embody and advance the organization’s core values: disability-led leadership, technology as employment, accessibility by design, and practical impact. The ED is the principal steward of the anti-segregation employment model and is responsible for ensuring that every service line and program creates real technology careers for people with disabilities.

Article II — Reporting and Authority

Section 2.1 — Reports To

The Executive Director reports to the Board of Directors and is hired, evaluated, and (if necessary) terminated by the Board. Day-to-day communication is typically with the Chair of the Board.

Section 2.2 — Authority

The Executive Director has the authority to:

• Manage the daily operations of Access100 within the policies and budget approved by the Board.
• Hire, supervise, evaluate, and (if necessary) terminate staff, contractors, and vendors in accordance with Board-approved personnel policies and budget.
• Enter into contracts, agreements, and binding commitments on behalf of Access100 up to limits established by the Board.
• Approve expenditures within the Board-approved budget and signing authority limits.
• Represent Access100 publicly, including with funders, government agencies, partners, media, and the community.
• Delegate responsibilities to staff and contractors while retaining ultimate accountability.

Matters outside the scope of routine operations — including changes to bylaws, adoption of new policies, approval of the annual budget, contracts exceeding Board-set thresholds, hiring or termination of senior staff (when applicable), and any matter materially affecting the organization’s mission or finances — require Board approval.

Article III — Core Responsibilities

Section 3.1 — Strategic Leadership and Vision

• Lead implementation of the Access100 Strategic Plan (2026–2029), advancing the five strategic priorities: organizational foundation, service line launch, flagship programs, sustainable funding, and partnerships.
• Translate Board-approved priorities into annual operating plans, work plans, and measurable outcomes.
• Identify and respond to emerging opportunities and threats, recommending strategic adjustments to the Board.
• Champion the organization’s disability-led identity, QCRP commitment, and anti-segregation employment model in every operational decision.

Section 3.2 — Programs and Service Delivery

• Oversee delivery of Access100’s three service lines: Accessible Development, Meeting Services, and Civi.Me (Civic Technology).
• Oversee the launch and ongoing operation of Access100’s two flagship programs: the Job Training Program and the Youth Leadership Forum.
• Ensure all services meet or exceed WCAG 2.1 AA accessibility standards and applicable accommodation requirements.
• Establish performance metrics and quality standards for each service line and program, and report regularly to the Board on progress.
• Maintain client and participant relationships, including contract performance for paying clients and outcomes for program participants.

Section 3.3 — Fundraising and Resource Development

• Develop and execute a diversified revenue strategy aligned with the Board’s phased funding approach: contracted services (Phase 1), employment services expansion (Phase 2), and grant-funded programs (Phase 3).
• Secure and steward earned revenue contracts with government, nonprofit, and private-sector clients.
• Lead grant prospecting, application, and reporting once 501(c)(3) status is approved.
• Cultivate individual donors and develop a donor stewardship program.
• Pursue and maintain Qualified Community Rehabilitation Program (QCRP) status and inclusion on the State Procurement Office Vendor List (VL-02-45).
• Track and report fundraising performance to the Board.

Section 3.4 — Financial Stewardship

• Prepare the annual operating budget for Board approval in coordination with the Treasurer and Finance Committee.
• Manage organizational finances within the approved budget; report variances promptly.
• Ensure timely and accurate financial reporting to the Board, funders, and regulatory bodies.
• Implement and maintain internal financial controls in accordance with the Board-approved policies.
• Oversee bookkeeping, payroll (when applicable), invoicing, and accounts payable/receivable.
• Coordinate the annual financial review or audit process and timely filing of IRS Form 990 (once 501(c)(3) is approved) and Hawaiʻi DCCA annual reports.

Section 3.5 — Human Resources and Supervision

• Recruit, hire, supervise, evaluate, and (when necessary) terminate staff and contractors in accordance with Board-approved personnel policies and within the approved budget.
• Maintain at minimum 51% disability representation in leadership and staffing in accordance with Access100’s QCRP commitment.
• Supervise and mentor Job Training Program trainees, ensuring that program participation translates into meaningful skill development and employment pathways.
• Foster an inclusive, accessible, and accommodating workplace culture consistent with the organization’s mission.
• Develop and implement personnel policies, performance management systems, and professional development opportunities as the organization grows.
• Ensure compliance with applicable federal and Hawaiʻi State employment law.

Section 3.6 — Compliance and Risk Management

• Ensure Access100 operates in compliance with its Articles of Incorporation, Bylaws, adopted policies, and all applicable federal, state, and local laws.
• Maintain the organization’s good standing with the Hawaiʻi Department of Commerce and Consumer Affairs (DCCA).
• Lead the 501(c)(3) application process (IRS Form 1023) and maintain tax-exempt status once granted.
• Maintain appropriate insurance coverage (general liability, directors and officers, cyber, professional liability, workers’ compensation as applicable).
• Identify, assess, and mitigate organizational risks; report material risks promptly to the Board.
• Ensure compliance with Access100’s voluntary adherence to Hawaiʻi Sunshine Law principles for Board governance.

Section 3.7 — External Relations and Communication

• Serve as the principal spokesperson and public face of Access100 alongside the Board Chair.
• Build and maintain strategic partnerships with disability, government, education, and community organizations, including HDRC, SILC, SRC, DCAB, HSCDD, UH Center on Disability Studies, and Transform Hawaiʻi Government.
• Represent Access100 with government agencies at the federal, state, and county levels.
• Oversee organizational communications including the website, social media, public reporting, and media relations.
• Ensure all external communications are accessible and reflect the organization’s values and disability-led identity.

Section 3.8 — Board Relations

• Work in partnership with the Board Chair to set Board meeting agendas and prepare materials.
• Attend all regular and special Board meetings (ex officio, non-voting unless otherwise specified by the Bylaws).
• Provide timely, accurate, and complete information to enable informed Board decisions.
• Implement Board decisions and report on progress at each regular meeting.
• Support Board development, recruitment, orientation, and committee work.
• Maintain open and transparent communication with the Chair between meetings.

Section 3.9 — Disability-Led Leadership

• Model and champion Access100’s disability-led leadership commitment in all internal and external work.
• Ensure that disability community voice shapes program design, hiring, partnerships, and strategic decisions.
• Maintain compliance with QCRP staffing and leadership representation requirements.
• Resist segregated, sheltered, or make-work employment models in every form, consistent with Access100’s anti-segregation principle.

Article IV — Qualifications

Section 4.1 — Required Qualifications

• Demonstrated leadership experience, including responsibility for organizational outcomes, financial management, and people management.
• Working knowledge of nonprofit governance, fiduciary obligations, and 501(c)(3) compliance, or willingness and capacity to develop this knowledge quickly.
• Demonstrated commitment to disability rights, accessibility, and inclusion.
• Strong written and verbal communication skills, including ability to communicate effectively with funders, government agencies, community partners, and the public.
• Sound judgment, ethical conduct, and ability to maintain confidentiality.
• Ability to work collaboratively with a volunteer Board of Directors and to operate effectively with limited supervision.

Section 4.2 — Strongly Preferred Qualifications

• Lived experience with disability. Access100 is a disability-led organization; lived experience is strongly preferred and central to credible leadership of this mission.
• Experience in nonprofit management, social enterprise, or workforce development.
• Experience with grant writing, contract negotiation, and fundraising.
• Familiarity with WCAG 2.1 AA accessibility standards, ADA Title II, and Hawaiʻi Sunshine Law.
• Experience working with Hawaiʻi government, community, or disability service systems.

Section 4.3 — Preferred Qualifications

• Technical literacy sufficient to oversee accessible web development, civic technology, and AI-supported services.
• Bilingual or multilingual capacity, particularly in languages prevalent in Hawaiʻi’s disability community.
• Existing relationships with Hawaiʻi disability organizations, government agencies, or funders.

Article V — Time Commitment

The Executive Director’s time commitment is as needed to fulfill the duties of the position. Because Access100 is an early-stage organization and the role is initially uncompensated (see Article VI), the position is structured around outcomes and availability rather than fixed hours. The ED is expected to be reasonably available during regular business hours for client, partner, funder, and government communications, and to attend Board meetings, committee meetings, and required external engagements. As the organization grows and the role transitions to compensated employment, the Board may revise this article to specify hours or full-time/part-time status.

Article VI — Compensation

Section 6.1 — Initial Volunteer Phase

The Executive Director position begins as an uncompensated volunteer role. The Executive Director may be reimbursed for approved out-of-pocket expenses incurred on behalf of the organization in accordance with Board-approved expense policies.

Section 6.2 — Transition to Compensation

Upon execution and receipt of payment under Access100’s pending first services contract with the Hawaiʻi Foodbank (HFB) — valued at approximately $38,000 — the Executive Director’s compensation structure will transition as follows:

• 85% of contract value shall be allocated to Executive Director compensation for work performed under and in support of the contract.
• 15% of contract value shall be retained by the organization to fund foundational organizational expenses, including but not limited to insurance, IRS Form 1023 (501(c)(3)) filing fees, accounting and bookkeeping, banking, professional services, and other startup costs.

The Board will review this allocation in connection with each subsequent contract and reserves the right to adjust the percentage to reflect organizational needs, growth, and best practice for nonprofit executive compensation.

Section 6.3 — Long-Term Compensation

Upon approval of Access100’s 501(c)(3) status and the development of a sustainable revenue base (including grants, recurring contracts, and contributions), the Board shall establish a permanent compensation framework for the Executive Director consistent with:

• IRS “reasonable compensation” safe-harbor procedures, including comparability data from similar nonprofits in Hawaiʻi and on the U.S. mainland.
• The Conflict of Interest Policy, including any required recusals for compensation decisions affecting an incumbent who is also a founder or director.
• The organization’s commitment to equitable, transparent, and disability-affirmative employment practices.

Section 6.4 — Benefits

No employee benefits are provided during the initial volunteer phase. Once compensation is established under Section 6.2 or 6.3, the Board may authorize additional benefits (such as health insurance, paid time off, retirement contributions, and disability accommodations) as the organization’s financial position allows.

Article VII — Performance Evaluation

The Board of Directors, led by the Chair, shall conduct a formal performance evaluation of the Executive Director:

• Initial review: Within six (6) months of appointment.
• Annual review: No later than the end of each fiscal year, in connection with the annual Board meeting.
• Evaluation criteria: Performance against Board-approved strategic priorities, annual work plan goals, financial stewardship, fundraising outcomes, program outcomes, compliance, Board relations, and adherence to the organization’s values.

The Executive Director shall participate in a self-evaluation as part of each formal review. Compensation decisions, when applicable, shall be informed by the most recent performance evaluation.

Article VIII — Term, Vacancy, and Termination

Section 8.1 — Term

The Executive Director serves at the pleasure of the Board of Directors. The position is not subject to a fixed term.

Section 8.2 — Resignation

The Executive Director may resign by providing not less than thirty (30) days written notice to the Board Chair, except in cases of emergency. The Executive Director shall cooperate in transition planning to minimize disruption to operations.

Section 8.3 — Termination

The Board of Directors may terminate the Executive Director at any time, with or without cause, by majority vote of the Directors then in office at a meeting at which a quorum is present. Termination for cause may be effective immediately; termination without cause shall provide such notice or transition support as the Board determines to be fair and consistent with applicable law.

Section 8.4 — Vacancy

In the event of a vacancy in the position of Executive Director, the Board Chair shall assume executive responsibilities on an interim basis or appoint an interim Executive Director, until the Board fills the vacancy through its normal hiring process.