A1: Why to Engage in Strategic Collaborations

Track: Financial Health and Sustainability Strategies

Given the operational, financial, and programmatic challenges facing the sector, collaborative strategies have never been more important. Organizations across the sector are demonstrating how developing highly integrated partnerships, ranging from consolidation of administrative functions up through full mergers, can maximize efficiency and mission impact. This session will outline the range of possible strategic partnerships and describe various ways in which nonprofit leaders can stimulate and support partnership discussions within their organizations.

Using direct experience, case studies, and interactive engagement with session participants, the speakers will present concrete examples that seeks to normalize the discussion about partnerships and mergers, stimulate exploratory conversations among organizations, and support the implementation of these strategic relationships. Through this session, leaders will gain greater insight about the impact they can have in this area, develop a clearer understanding of specific strategies they might undertake in partnership with other organizations, and share learning with their peers participating in the session.

Learning Objectives

  • The range of long-term collaboration opportunities and when and why they should be considered by senior leaders
  • Steps organizations can take to explore such collaborations
  • Stories of successful collaborations
  • The kinds of challenges and barriers that may prevent successful collaborations
  • The roles that senior executives and directors must play in these collaborations


  • Nadya K. Shmavonian, director, Greater Philadelphia Nonprofit Repositioning Fund, and partner, SeaChangeCapital Partners

Nadya K. Shmavonian
Greater Philadelphia Nonprofit Repositioning Fund

SeaChangeCapital Partners

Nadya K. Shmavonian is director of the Nonprofit Repositioning Fund and a partner at SeaChange Capital Partners. The Repositioning Fund is a Philadelphia-based pooled fund of philanthropic partners that encourages and supports mergers and other types of formal, long-term strategic alliances, and restructuring opportunities among nonprofit organizations in the Greater Philadelphia region. SeaChange Capital is a nonprofit merchant bank based in New York. Shmavonian served as president of Public/Private Ventures from 2010-2012, where she presided over the responsible dissolution of the organization. Shmavonian also has extensive foundation management experience, having served as vice president for strategy at the Rockefeller Foundation and executive vice president at The Pew Charitable Trusts. Shmavonian serves on the boards of many nonprofits and teaches graduate seminars on nonprofit governance at the School of Social Policy and Practice at the University of Pennsylvania.

Shmavonian holds a bachelor's from the University of Chicago, and a master’s in business administration with a concentration in health care management from the Wharton School of the University of Pennsylvania. She was awarded the Kathleen McDonald Distinguished Alumna Award from Wharton Women in Business in 2011.




A2: Leadership Perspectives and Equity: Awakening Invisible Professionals

Track: Advancing Equity
Format: Candid Campfire Conversations

While some nonprofit and foundation executives may assume that people of color either do not aspire to be leaders, do not have necessary education or credentials, or do not have the skills to serve in top leadership positions, research shows otherwise.

The 2017 study, Race to Lead: Confronting the Nonprofit Racial Leadership Gap demonstrated that educational levels are similar and people of color are obtaining some doctoral degrees at higher rates than their counterparts. Additionally, this report also indicated that people of color are interested in pursuing leadership positions at a higher rate. Although people of color have the education and desire, they are not being offered opportunities to lead in nonprofit institutions. Further, people of color often feel like they have to represent their race in advocating for equity, which is often effective when they are the lone authentic advocate.

Many nonprofits are grappling with the issue of lacking diversity in their boards, executive teams, and workforces, while serving many people of color, especially African American males. For much of the human service sector, racial diversity continues to be an uphill challenge, especially in the executive suite, according to Fortune Magazine (2016). For black men, the challenge of matriculating to the C-suite is extremely complex and often driven by an uneven playing field, unconscious bias, and emotional baggage. Black men are often the symbolic unicorn in their own work environments, being the sole professional to represent the African American male. Nonprofit organizations are missing opportunities to enhance the talent within their organization and community at large.  

If real change is to occur, executive men of color must take the lead in teaching, advocating, and promoting the strategies and benefits of advancing equity. The genuine voice of advocacy is critical, as they will share their professional experiences and research-informed recommendations. Black men are uniquely qualified to articulate the narrative while ensuring that all executives have access to authentic intelligence and best practices. Using a conversational format, several African American male leaders will share their stories, experiences, and recommendations to increase organizational capacity to impact a broader cultural consumer base.

Learning Objectives

  • Engage in a courageous cultural dialogue about the African American male presence in nonprofit organizations and the implications for workforce development
  • Effective strategies to increase the presence of African American males in professional positions
  • Organizational and service delivery benefits of increasing black male presence in leadership


  • Julius Mullen Sr., chief clinical officer, Children & Families First of Delaware
  • Raphael Holloway, chief executive officer, Gateway Center
  • Reyahd D.J. Kazmi, director of business & government strategies, National Youth Advocate Program
  • Claude Robinson, executive vice president external affairs, UCAN
  • Undraye P. Howard, senior director of equity, diversity, inclusion and engagement, Alliance for Strong Families and Communities
  • Jesse McLean, executive director of Western Pennsylvania, Pressley Ridge  

Julius Mullen Sr.
Chief Clinical Officer
Children & Families First of Delaware  

Julius Mullen Sr. is the chief clinical officer for Children & Families First in Wilmington, Delaware, where he serves as an integral member of the executive management team. He oversees many departments related to mental health, child welfare, and education. He also has a passion for inspiring professionals to develop their leadership and management competencies.  

Mullen is a graduate of the Alliance for Strong Families and Communities Executive Leadership Institute, which is offered through a partnership with the University of Michigan. He also earned a bachelor’s in behavioral science, a master’s in educational counseling, and a doctorate in educational leadership from Wilmington University.  

Mullen is an expert in trauma-informed care and brain science. He is a phenomenal leader, clinician, and trainer. He has spent over 10 years on the campuses of Wilmington University as an adjunct professor teaching in the master’s of clinical mental health, school counseling and bachelor’s of psychology and social sciences program. Mullen is a national certified counselor which he is also licensed to practice mental health in Delaware. He loves to mentor doctoral students as they pursue their educational dreams at the highest level.  

In his spare time, Mullen and his wife Tasha spend countless hours embracing the spirit of volunteerism where they have mentored youth for the last 15 years. So much so, they developed a program called IMPACT which encompasses two gender-based programs, MAN UP and UNIQUE! Although they have been recognized by ESSENCE magazine, The Washington Post, the Jefferson Award presented by the Delaware News Journal, Delaware Superstars in Education, local TV/newspapers, and numerous community advocacy awards, their most prized accomplishment comes from the fruits of their labor. 100 percent of youth graduated from their program and 96 percent of their youth are college graduates, college attendees, military enlistees, or gainfully employed. Whether it be a first-generation college student, a budding professional or a traumatized child, Julius believes that each person is just one caring adult away from living out their dreams regardless of any adverse event.  

Raphael Holloway
Chief Executive Officer
Gateway Center  

Raphael Holloway joined the Gateway Center in July 2016 as the CEO. Holloway is an accomplished leader with more than 20 years of experience in the social services arena, specializing in behavioral health, correction, homelessness, and public health sectors. He has displayed a strong nonprofit and state government business acumen and understands, “how to change when change is hard.” Holloway is a proven professional with expertise in motivating human resources and aligning multiple groups with divergent objectives and priorities towards a common goal. He uses skills, theories, and strategies that are not only relevant but necessary for leading results based organization and team of professionals that desire to be agents of change. Holloway has displayed a commitment to the use of data, desire to use a human-centered approach in service design, strong initiative and exceptional skills in leading a company’s business.   A native of Toledo, Ohio, Holloway received his bachelor’s in child and family services and master’s in mental health counseling from Bowling Green State University.  

Reyahd D.J. Kazmi
Director of Business & Government Strategies
National Youth Advocate Program

Reyahd Kazmi is the director of business and government strategies for National Youth Advocate Program. In this role, he oversees multiple programs, manages all service contracts, and advocates at all levels of government. In addition, Kazmi is the owner of Kazmi Advisors LLC, a strategic consulting firm. Also, he is an instructor at the University of Illinois – Chicago. Kazmi serves as a commissioner on the Chicago Commission on Human Relations and was appointed by the U.S. Commission on Civil Rights to serve as a member of its Illinois Advisory Committee. He is an elected member of the Local School Council at Otis Elementary, a member of City Church Chicago, a board member of :20 Second Timeout Foundation, a board member for Mikva Challenge, and an associate board member for Chicago Scholars. Finally, Kazmi is a graduate of The Ohio State University’s Moritz College of Law and Glenn School of Public Affairs, where he received his juris doctorate and master’s in public policy and management.  

Undraye P. Howard
Senior Director of Equity, Diversity, Inclusion, and Engagement
Alliance for Strong Families and Communities  

Undraye P. Howard is the senior director of equity, diversity, inclusion and engagement at the Alliance for Strong Families and Communities. At present, he leads and assists in the coordination of Alliance offerings and collateral related to equity, diversity, and inclusion and leadership development for the Alliance network. This includes development, creation, implementation, and coordination with network members and other key departments within the Alliance in providing strategy, solutions, and support for the advancement and development of leaders in the social sector. Howard is instrumental in developing the Alliance’s current leadership platform model, the rEvolutionary Leadership Model, premised on the development of change leaders driving for system and population level results.  

Howard has been with the Alliance for over 11 years, serving in various capacities including director of consultation and leadership services, vice president of intellectual capital, and vice president of the Center on Leadership. Additional past career placements for Howard include being the executive director of a small community-based organization, human capital recruiter and trainer for an executive recruitment firm, and training manager for a small nonprofit employment agency.  

Howard serves as an adjunct professor for several universities in Milwaukee, teaching courses in youth work, ethics and boundaries, human services skills and techniques, and many communication and leadership-based courses.  

Other outside interests include serving as board member for an assisted living facility and serving as vice president of the board of directors at his local congregation. In addition, Howard provides training and consultation to community-based organizations. From time to time, he plays the tuba, which he received several awards for throughout his collegiate years.  

Howard earned a bachelor’s in business and Marketing from the University of Wisconsin-Milwaukee, and he has a master’s in communication, with an emphasis on training and development from UW-Milwaukee. He is also pursuing his terminal degree in human capital.  

Jesse McLean
Executive Director of Western Pennsylvania
Pressley Ridge

Jesse J. McLean Jr. is a human services professional with over 30 years of experience in Pittsburgh’s nonprofit sector. McLean serves as executive director of Western Pennsylvania for Pressley Ridge, where he is responsible for overseeing the fiscal, operational, and clinical integrity of programs throughout Western Pennsylvania and will help to support the advancement of the organization’s mission and strategic positioning.  

Prior to joining Pressley Ridge, McLean served for nearly five years as executive director of Every Child. In this role, McLean created a national presence for the organization, with being named the Organization of the Year in 2012 by the Alliance for Strong Families and Communities. McLean currently serves on the advisory committee for the Greater Pittsburgh Non-Profit Council, is a member of the COO Roundtable for the Alliance for Strong families and Communities, and a trustee for New Hope Church.  

McLean has received many honors over the years including the William H. Moore Award for Excellence in Education for his development of the V.U.L.C.A.N. program, which prepared middle school students for college. He also received the YWCA Racial Justice Award for his work with the Pittsburgh Chapter of the American Jewish Committee at Reizenstien Middle School. McLean was also named one of the New Pittsburgh Courier’s 50 Men of Influence and received the California University of Pennsylvania’s Distinguish Service Award.  

Claude Robinson
Executive Vice President of External Affairs

Claude A. Robinson Jr. was born in Philadelphia. To beat the negative ills of the inner city, he attended St. Johns Northwestern Military & Naval Academy (SJNMNA) in Lake Geneva, Wisconsin, for most of his high school years. At SJNMNA, Robinson excelled as a student-athlete and leader. He is a graduate of the University of Wisconsin-Whitewater, where he earned a bachelor’s in Psychology. He was also captain of the 1989-1990 NCAA Division III men’s basketball championship team. Robinson went on to earn a master’s in counseling at Chicago State University. His interest in sports education turned into a passion for serving youth. He currently serves as an AAU basketball coach for The Athlete Within and Kenwood Academy High School.  

Robinson specializes in the personal development, education, and motivation of youth and children. A staunch advocate for youth, Robinson continually challenges adults to examine their perspectives and diligently strives to build positive youth and adult partnerships. He currently serves as the executive vice president of external affairs and diversity at UCAN. Robinson’s work has yielded numerous accolades, including awards from former Chicago Mayor Richard M. Daley, Miss Illinois Leadership Award 2001, and WGN-TV Channel 9’s 2000 “Unsung Hero” award. In 2008, Robinson led a U.S. delegation on a four city “Best Practice” exchange to the United Kingdom to assist policy makers and community leaders on positive youth development.  

George Winn
Chief Operations Officer
The Children's Center  

George Winn serves as COO at The Children’s Center in Detroit, Michigan, where he leads a team of behavioral health care, child welfare, and educational professionals in all aspects of program innovation and implementation. Winn takes a visionary approach to carefully overseeing the agency’s systems of care strategies while focusing on community partnerships and improving internal systems. He has passion for, and belief in, the family system and believes our children are our future and that we must provide innovative, high-quality services to children and families. It is our mission, “to help children and families shape their own future,” and it is our duty and responsibility to nurture and provide guidance to our children.  

Winn’s passions are fueled by his strong belief in the importance of family. Thus, he has become a vocal advocate for the deliberate inclusion of fathers in the daily lives of children. In June 2013, he was the recipient of the Michigan Chronicle Men of Excellence Award celebrating men who personify the exemplary qualities of respect, responsibility, passion, brotherhood, and leadership. Winn is a native of Detroit, a product of its public school system and a graduate of Cody High School, where he was an outstanding scholar and athlete. He received an athletic scholarship from University of Wisconsin-Stout and later transferred to St. Mary’s College in Orchard Lake, Michigan, where he earned his bachelor’s in science. Winn earned his master’s degree in social work from Wayne State University in 1996.  

Winn is highly regarded by his peers, who speak of his strong work ethic, his passion for providing quality services and his outstanding administrative capabilities. Winn has also led and participated in the Mayor’s Task Force against abuse and neglect, diversity initiatives, and other advocacy initiatives engaging elected officials on ensuring every child has their basic needs met. He has enjoyed a range of professional successes, having co-chaired the first fatherhood conference in Wayne County and piloted the first private agency contract on family to family in Michigan to maintain the family structure during the foster care placement process.  

Winn serves on the board of Neighborhood Legal Services of Michigan and is currently participating in the Alliance for Strong Families and Communities Executive Leadership Institute. Winn coaches AAU basketball for two area teams, mentoring boys ages 8-17 years old. Winn is a proud husband and father of three sons. He and his wife Verita are enjoying life rearing their three sons. Winn and his family are strong in faith and belong to the Word of Faith Christian Center. One of his greatest enjoyments is watching his older son George Winn II play professional football.




A3: Care from Inside the Trenches: Establishing Peer Support Services

Track: Nonprofit Workforce Development Strategies

Careers and job responsibilities of the social serving sector often come with an added weight of emotional, behavioral, and physical demands that, if left unchecked, lead to unhealthy amounts of stress and eventual burnout. In worst-case scenarios, these roles are susceptible to secondary trauma. 

What if nonprofit leaders could build a system of support for their organizations around a rich resource already qualified to understand the daily challenges staff face—their own employees?

Peer support is an approach to workplace wellness that uses the non-clinical strengths and abilities of motivated, trained volunteers to enhance the resilience of their co-workers and organizations. With peer support, you can strengthen internal resources and sustain the well-being of your employees with guidance from behavioral health expertise and consultation.

This session will discuss how social serving leaders can organize a peer support program that will formalize the internal need for support in their high-stress environments. From addressing compassion fatigue to coping with vicarious trauma, attendees will learn how peer support practices can provide an empathetic outlet for their staff that is skilled in active listening and psychological wellness support.

Learning Objectives

  • Principles of a successful peer support program
  • Identify characteristics of a strong peer support representative
  • How to select the best level of peer support for their organization
  • How to recruit and engage employees for the program
  • How to incorporate a peer support program within an employee assistance program


  • Michael McCafferty, senior account manager, FEI Behavioral Health (@feinet)

 Michael McCafferty
Senior Account Manager
FEI Behavioral Health

Michael McCafferty, senior account manager for FEI Behavioral Health, is a skilled coach and consultant who partners with leaders, teams, and individuals, motivating them to move from disengaged to engaged, and from problem to solution. With a diverse background including experience in health care, human resources, and construction, he has a long track record and personal commitment to helping organizations create the conditions for success. Since receiving his master’s in social work from the University of Wisconsin-Milwaukee in 1997, McCafferty has provided consultation, training, counseling, and employee assistance program services to organizations of all sizes in industries as varied as manufacturing, financial services, state and municipal government, and higher education. 




B1: Leveraging the Power of One Donor to Create A Major Gifts Program

Track: Financial Health and Sustainability Strategies

Community-based organizations are challenged to effectively resource the creative and innovative work that drives performance and mission. Public funding, while critically important, is constrained by contractual restrictions and regulatory requirements. It’s well-known to the nonprofit sector that private fundraising must be successful to enable the creative and innovative work that sustains mission and drives the best care for those we serve. But the challenge of not having a natural donor base adds to the difficulties of private fundraising. 

The Stronger Families Fund® of Child & Family Service is a major gifts fundraising model that has successfully overcome that challenge. Since its inception four years ago, the Stronger Families Fund® has raised $3 million in private revenue. 

This session will teach attendees about the model including how it was created, launched, and sustained at Child & Family Service. Attendees will learn how to create and adapt the fundraising model for their organizations and hear the learned lessons and challenges overcome by Child & Family Service. Members of the organization’s leadership will share their unique perspectives and experience with the Stronger Families Fund® and engage attendees in challenging and lively discussion.

Learning Objectives

  • About Child & Family Services' fundraising model, the Stronger Families Fund® 
  • A practical approach to building a major gifts program or adapting this model


  • Karen Tan, president & CEO, Child & Family Service (@CFSHawaii)
  • Anne Marie Rizzo, chief advancement officer, Child & Family Service (@CFSHawaii)
  • Vivian Yasunaga, chief financial officer, Child & Family Service (@CFSHawaii)

Karen Tan
President & CEO
Child & Family Service

Karen Tan is president & CEO of Child & Family Service (CFS), one of Hawaii’s largest nonprofit organizations with a budget of nearly $30-million and over 400 employees islandwide. CFS provides nearly 50 programs across the state that help Hawaii’s families to address serious life challenges such as poverty, abuse, and neglect, and create healthy, thriving futures. 

Tan is a licensed clinical social worker and has 24 years of management experience in leading nonprofit organizations. She served as an executive leader for 11 years. During that time, she brought national best practices to the work of CFS, adapting proven models to meet the needs of Hawaii’s multicultural communities. 

Tan holds a master’s in social work from the University of Hawaii at Manoa and a bachelor’s from Seattle Pacific University. She has presented at three separate Alliance for Strong Families and Communities conferences on topics of Results Based Accountability and Developing Leaders.

Anne Marie Rizzo
Chief Advancement Officer
Child & Family Service

Anne Marie Rizzo is a certified fundraising executive with more than 20 years of professional fundraising experience in academic, health care, and social service organizations. She is the chief advancement officer at Child & Family Service, and during her tenure, has developed an innovative major gifts fundraising model that provides steady and flexible funding for the organization. 

Her nonprofit career began in Hawai‘i as medical affairs director of the American Cancer Society, overseeing education and patient programs. She relocated to Massachusetts and worked for Dana-Farber Cancer Institute for eight years as regional director of development of their fundraising enterprise the Jimmy Fund. In 2005, she returned to Hawai‘i to help establish a private school, raising millions in building and operating funds. 

She has served as a major gifts officer for the University of Hawai’i Foundation and as an adjunct instructor at Chaminade University, teaching Fundraising Basics & Grant Writing for a master’s Cohort. She leads fundraising workshops for nonprofit leaders, boards, and the Association of Fundraising Professionals Aloha Chapter. She serves on the Friends of UH Cancer Center Board and is immediate past president of Hawai`i Gift Planning Council, an affiliate of the National Association of Charitable Gift Planners.

Vivian Yasunaga
Chief Financial Officer
Child & Family Service

Vivian Yasunaga is the CFO for Child & Family Service. In this role, she is responsible for financial, risk, and compliance matters for Child & Family Service and its affiliates. She is the organization's key leader in providing analytic support and strategic direction for the organizations' long-term growth and sustainability. 

Yasunaga joined Child & Family Service in 2006 as its director of finance. She was promoted to vice president in 2011 and to CFO in 2016. Prior to joining Child & Family Service she served as the director of budget & finance for the Boston Centers for Youth and Families. Prior to that, she served as a management analyst for Boston's Office of Budget Management. 

Yasunaga earned a bachelor's in economics from the University of Massachusetts Amherst and a master's in public policy and administration from the University of Massachusetts Amherst.

She presented at the Alliance for Strong Families and Communities’ 2018 Senior Leadership Conference on the topic of Leading Financial Sustainability Through Transparency & Engagement. Yasunaga is a member of the CFO Alliance Peer Exchange Core Team and represents the core team on the 2019 Senior Leadership Conference Planning Council. She is a 2016 graduate of the Executive Leadership Institute, a joint program of the Alliance for Strong Families and Communities and the University of Michigan.




B2: Stop Recruiting and Start Attracting Talent with Trust, Rest, and Fun

Track: Nonprofit Workforce Development Strategies
Format: Candid Campfire Conversations

This session will confront the difficulties and opportunities of building a mission-focused workforce in this uncertain climate of new competition and increasing workloads. Hear what has worked for the Martha O’Bryan Center three areas:

  • Attraction
  • Engagement
  • Continuity

Leave with strategies and at least one good idea to put into practice—regardless of organization size and mission.

Learning Objectives

  • How to rethink how staff are trusted with time and production
  • How to build rest for all into your year
  • When you can't compete with money, attract employees with time and fun
  • Using social media and reputation to attract the right staff


  • George Redix, senior director of talent, Martha O'Bryan Center 
  • Marsha Edwards, president and CEO, Martha O'Bryan Center (@MOBCmarsha)

George Redix
Senior Director of Talent
Martha O'Bryan Center

George Redix has extensive human resources experience in corporate and nonprofit organizations including McDonalds and hospital organizations. He came to Martha O'Bryan Center a year ago to lead human resources with the specific charge of culture care and innovative hiring.

Marsha Edwards
President and CEO
Martha O'Bryan Center

Marsha Edwards has led Martha O’Bryan Center for 17 years, moving it from a company with 32 to 300 staff members on 12 sites. Her perspective on nonprofits in her first year was that nonprofits run their companies and missions on the backs on the employees. She has been an innovator in how to build a company with committed staff so that execution of mission is effective without compromising staff health.




B3: Generative Leadership: Strategies to Advance Leadership Practice in Action

Track: Leadership Practices

This energetic and engaging session will discuss the practice of generative leadership. Participants will come away with concrete strategies to advance leadership practice within their organizations. They’ll be able to better leverage their teams’ abilities to be effective leaders and move their organizations toward a new frame of leadership development, specifically leadership development in action!

The session will include interactive discourse with participants, small-group exercises, and opportunities to integrate learning objectives by moving rapidly from theory to practical applications.

Learning Objectives

  • Techniques to mobilize leadership behavior across all levels of an organization
  • Strategies to leverage organizations’ leadership capacity
  • How to implement effective practices that ensure an action-based co-creation of effective leadership


  • Paul L. Dann, executive director, NFI North (@DrDannBlues)

Paul L. Dann
Executive Director
NFI North

Paul L. Dann is the executive director of NFI North a nonprofit mental health and human services organization providing care to children, youth, families, and adults throughout New Hampshire and Maine. He has previously served as the director of children and family services for North American Family Institute and in various supervisory positions with Northeastern Family Institute.

Dann has served as a board member of multiple nonprofit organizations. He is also the director of the Clinical Mental Health Counseling Program at New England College and teaches at the University of New Hampshire in the Master of Public Health Program. He is a former research fellow at the Institute for Social Innovation, trains nationally on effective leadership development, and is the director of marketing and product development for Cafe Indigo, a specialty bakery providing award winning vegan baked products to markets across the country. He has a doctorate and master’s in human and organizational systems and a bachelor’s in human service. Dann is a dynamic public speaker and in his free time he’s the front man for a regionally recognized blues band.




C1: Unicorn Road: The Intersection of Law Enforcement and the Social Sector

Track: Strategy and Innovation Approaches
Format: Candid Campfire Conversations

This session will look at what happens when true collaboration occurs between social workers and police officers, two professions that have traditionally stayed separate, working under the old assumption that the jobs are just too different. The “social worker police officer” was previously thought to be much like the unicorn—mythical, but both professions would now agree that the roles are beginning to merge with the changing times and societal needs.

Social sector professionals recognize the increasing acuteness of their cases and clients, while police have seen a need for increased mental health training and crisis management skills. Our roads are not just merging, they are at a clear and defined intersection and the unique overlap gives both professions an opportunity for meaningful collaboration and innovative approaches. We, in fact, are more alike than we might have originally thought.

This session, presented by a full-time officer who is assigned as the mental health liaison for a local police department, will go through examples of what various police agencies have done to build bridges with their community-based partners. It will explore the opportunities and strategies for partnerships in program development and participation and the ability to increase the capacity for training by leveraging the best assets of both professions.

The Campfire Conversation format will allow for real life examples and stories from those who have well-established relationships with their local law enforcement agencies, those that may have struggling relationships, and those that just don’t even know where to start. Everyone will be able to bring something to the conversation making the experience unique and individualized, leaving the participant with the inspiration and tools needed to navigate Unicorn Road.

Learning Objectives

  • How to begin collaborating with a local law enforcement agency
  • Opportunities for programmatic and educational collaboration
  • Police language, policy and protocol basics
  • How overcoming traditional silos has a profound impact on public safety and positive outcomes
  • Inspiration and the tools necessary to begin the conversation


  • Pfc. Meghann Holloway, police officer and mental health liaison, Howard County Police Department 

Meghann Holloway
Police Officer and Mental Health Liaison
Howard County Police Department

Pfc. Meghann Holloway has been an officer with the Howard County Police Department in Maryland for 17 years. She has held a variety of assignments throughout that time including patrol, investigations, and five years in the Education and Training Division as a lead instructor. She is currently assigned as the Sworn Mental Health Liaison and Crisis Intervention Team Coordinator and serves as a member of the Howard County Police Critical Incident Negotiations Team. Holloway has received extensive training in various areas of mental health that impact the community and law enforcement including the effects of trauma, substance abuse, and suicide awareness and prevention. She routinely coordinates with local crisis centers, hospitals, the school system, and various arms of the judicial system and recently received the Maryland Governor’s Award for her work with these agencies. In addition to her full-time work as a police officer, Holloway is also currently enrolled in the Macro concentration at the University of Maryland School of Social Work seeking her graduate degree.




D1: Candid Conversation: A White Guy's Perspective on Advancing Equity

Track: Advancing Equity
Format: Talk Show Panel

When is the last time you've engaged in an open, honest, and respectful conversation around advancing equity? In a new nationwide poll conducted by CNN and the Kaiser Family Foundation, roughly half of Americans (49 percent) say racism is "a big problem" in society today. Therefore, in order to master the complexities of diversity and inclusion, courageous leadership is required.

Now is the time to take action that leads toward a future of deeper dialogue that can increase knowledge and understanding around advancing equity. Although interest in this issue growing, these topics still challenge even the most skilled and progressive professionals.

The panel will feature nonprofit, corporate, and faith leaders who will share their efforts to advance equity within their organizations. Beyond experiences, panelists will illuminate sustainable strategies practitioners can implement within their organizations. 

Learning Objectives

  • Examples and advice from nonprofit leaders working to advance equity
  • How to build white male allies to further diversity, equity, and inclusion
  • Hear from executives on the challenges of diversity equity and inclusion in the workplace


  • Claude Robinson, executive vice president of external affairs, UCAN

Claude Robinson
Executive Vice President of External Affairs

Claude A. Robinson Jr. was born in Philadelphia. To beat the negative ills of the inner city, he attended St. Johns Northwestern Military & Naval Academy (SJNMNA) in Lake Geneva, Wisconsin, for most of his high school years. At SJNMNA, Robinson excelled as a student-athlete and leader. He is a graduate of the University of Wisconsin-Whitewater, where he earned a bachelor’s in Psychology. He was also captain of the 1989-1990 NCAA Division III men’s basketball championship team. Robinson went on to earn a master’s in counseling at Chicago State University. His interest in sports education turned into a passion for serving youth. He currently serves as an AAU basketball coach for The Athlete Within and Kenwood Academy High School. 

Robinson specializes in the personal development, education, and motivation of youth and children. A staunch advocate for youth, Robinson continually challenges adults to examine their perspectives and diligently strives to build positive youth and adult partnerships. He currently serves as the executive vice president of external affairs and diversity at UCAN. Robinson’s work has yielded numerous accolades, including awards from former Chicago Mayor Richard M. Daley, Miss Illinois Leadership Award 2001, and WGN-TV Channel 9’s 2000 “Unsung Hero” award. In 2008, Robinson led a U.S. delegation on a four city “Best Practice” exchange to the United Kingdom to assist policy makers and community leaders on positive youth development.




D2: Improving Leadership and Interpersonal Effectiveness through SOCIALSTYLE

Track: Leadership Practices

In this session, participants will learn about the two dimensions that make up the SOCIAL STYLE model for leadership and interpersonal effectiveness. They will also practice identifying the verbal and nonverbal behaviors that match each dimension through a short video. Participants will learn the key characteristics of the four SOCIAL STYLEs; the strengths and weaknesses of each style; and the style need, orientation, and growth action for each style.

Workshop attendees will also learn why the "Golden Rule" is all wrong and why the "Platinum Rule" is key to leadership and interpersonal effectiveness.

SOCIAL STYLE® is the world’s leading Behavioral Style model developed by the Tracom Corporation. This evidence-based program backed by years of valid research has been used by thousands of organizations to improve leadership, organizational, and team performance. SOCIAL STYLE® is used by global organizations and leading executives because it’s highly effective, yet easy to understand and apply. Easiest model to learn, remember, and apply (easier than DiSC or MBTI).

Years of research into workplace success have shown that people tend to show behavior that is dominant in one of four SOCIAL STYLEs, each with its own preferred way of acting, thinking and making decisions. Understanding these behavioral preferences and applying versatility strategies helps determine the best way to interact with everyone more successfully.

Learning Objectives

  • The two dimensions of behavior that form the Social Style® model
  • The four Social Styles and how they differ related to these two dimensions
  • Key characteristics and behaviors, strengths, and weaknesses of each Social Style
  • The style need, style orientation, and growth action for each style
  • The difference between the “Golden Rule” and the “Platinum Role” and why the “Golden Rule” is all wrong


  • Howard S. Garval, founder and principal, Leaders 4 Futures LLC 

Howard S. Garval
Founder and Principal
Leaders 4 Futures LLC

Howard Garval is the founder and principal of Leaders 4 Futures LLC, a consulting practice focused on preparing the next generation of nonprofit leaders to move into senior and executive leadership positions including the CEO position.

Howard served as president & CEO of Child & Family Service (CFS) Hawaii from 2006-2017 and retired Sept. 30, 2017. Prior to his tenure in Hawaii, he served as president & CEO of The Village for Families & Children in Hartford, Connecticut, from 2002-2006 and provided senior and executive leadership at the Village for 18 years. 

Garval is a graduate of the PONO Leadership Program in Hawaii and a recipient of the Ho’okele Leadership Award from the Alexander Gerbode and Hawaii Community Foundations. In Hawaii, Garval also served as the chair of the PHOCUSED (Protecting Hawaii’s ‘Ohana, Children, Under-Served, Elderly and Disabled) Board of Directors; the Hawaii Family Support Institute Advisory Board; and in 2017, served as chair of the State Procurement Policy Board after serving on that board for about three years. Nationally, he is a member of the Executive Leadership Institute Alumni Connections Group of the Alliance for Strong Families and Communities and served as its first chair from 2008-2011. 

Garval has been providing executive coaching and mentoring for nonprofit leaders in Hawaii and nationally for the last five years. He is also a certified facilitator/trainer in two leadership inventories: Social Style and DISC.




D3: Frank Discussion on Human Resources: What’s Keeping You Up at Night?

Track: Nonprofit Workforce Development Strategies
Format: Candid Campfire Conversations

Join fellow human resources executives for a candid conversation on the challenges and opportunities that have them tossing and turning at night. This session will be led by members of the Alliance for Strong Families and Communities Human Resources Alliance Peer Exchange Core Team and will feature topics affecting today’s nonprofit workforce.

There will be no formal presentation during this session. It’ll just be a time for “real talk” with your peers. Participants will share their top three challenges and opportunities prior to the conference to help identify those issue areas that are most pertinent and relevant for the group. Past topics have included staff recruitment and retention strategies, vetting human resources management systems, human resources policies, and issues concerning pay/benefits.




E1: Creating Thriving and Innovative Partnerships

Track: Strategy and Innovation Approaches
Format: Talk Show Panel

Creating strong, longstanding partnerships is important for corporations and community-based organizations alike. However, as many know from experience, finding the “right” partners isn’t an easy task, and neither is the ongoing alignment of goals and strategies. This diverse panel of leaders from corporate and nonprofit sectors will share their insights and experiences developing and supporting a variety of partnerships that have supported their missions. Panelists will explore why it’s valuable to partner, best practices and considerations related to vetting, developing and initiating new partnerships, and how to best support a strong, evolving partnership overtime. Panelist will discuss lessons learned, challenges, and emerging strategies.

After short presentations from each speaker, attendees will have the opportunity to engage in small groups, reflecting on their own experiences, lessons learned and opportunities to engage new partners. We will conclude the session by developing specific action plans to support attendees’ efforts back home.

Learning Objectives

  • How to use partners to improve outcomes, extend programming reach without overextending resources, and manage large numbers of partners to readily support innovation, sustainability and excellence
  • Actionable guidance and best practices related to positioning and presenting your organization as a good partner, along with identifying, vetting and initiating new community-based and corporate partnerships
  • Health, wellness, and workforce readiness resources available to them through the Alliance’s partnership with Aramark Building Community


  • Rebecca Owens, director of community relations, Aramark (@aramark)
  • John Lydon, CEO, Auberle (@Auberle)
  • Isabelle Pike, director of development, Branches (@BranchesFL)
  • Kim Torres, director of student services, Branches (@BranchesFL)

Rebecca Owens
Director of Community Relations

Rebecca Owens is a trusted communications professional with nearly 15 years of experience working for corporations in the fields of community relations, strategic philanthropy, and public relations. Owens joined Aramark in 2013 as the manager of community relations, the global company that provides services in food, facilities, and uniforms where people learn, work, play, and recover. Most recently, she was promoted to director of community relations. Under her leadership, she manages their largest philanthropic and volunteer program, Aramark Building Community, and in 2014 helped launch and execute the company’s inaugural Global Volunteer Day which is celebrating its fifth anniversary this year. Owens is responsible for managing the strategy and program development as well as supports the company’s broader philanthropic and charitable giving efforts. Under her leadership, she has been instrumental in expanding their volunteer program, Aramark Building Community, increasing volunteer engagement throughout the organization and deepening community relationships around the world. Owens is also responsible for overseeing the company’s national partnerships including City Year and the Alliance for Strong Families and Communities. Owens is a graduate from Temple University in Philadelphia with a bachelor’s communications. She currently serves as a member of the Greater Philadelphia Volunteer Council. 

John Lydon

John Lydon has been the CEO of Auberle since 2004. The organization serves 4,000 at risk children and families annually in 25 programs. He has shifted Auberle from a residential agency to serving 60 percent of clients in their homes. Auberle has more than 80 partners in its 412 Youth Zone and 101 partners in the Employment Institute. Auberle has received many awards including the Aramark Building Community Organizational Leadership Award; Innovation Award by the Pittsburgh Business Times; NAACP Annual Organization Award; Smart 50 Company Award by Smart Business Magazine for Impact, Innovation and Sustainability; Agency of the Year Award by the Alliance for Strong Families and Communities; and, for the last six years, a Top Place to Work Award. In Pittsburgh, Lydon has been recognized as a Most Admired CEO, a Top Regional CEO, and with the St. Thomas More Society Award.

Lydon served as the chair of the Greater Pittsburgh Non-Profit Partnership (450 regional nonprofits), on multiple regional government panels and in numerous regional collaborations. He has spoken at over 30 seminars, including several Alliance conferences and at the Executive Leadership Institute at the University of Michigan; authored more than 20 articles; and taught on the faculty of the University of Pittsburgh School of Law from 2002-2017.

Isabelle Pike
Director of Development

Isabelle Pike has served as the development director of Branches since 2009. Isabelle moved to Miami after graduating from Boston University with a bachelor’s in international relations and worked for United Way of Miami-Dade as a senior development officer for several years as well as Celebrity Cruises as manager of special events. Since Pike’s tenure at Branches, the budget has doubled, and corporate and foundation relationships have grown immensely. She also helped launch and complete a $5 million Capital Campaign for one renovated and one new Branches facility. Pike is actively involved in her local community and is inspired by Branches’ mission, dedicating the last decade to raising resources for impactful programs so working families and their children may break the cycle of generational poverty. 

Kim Torres
Director of Student Services

Kim Torres has dedicated her life to serving at risk children and families in South Florida through the founding and leading of the Branches’ Grow & Climb programs, which serve children and youth. She originally relocated to Florida from Virginia to work with youth during the summer of 1993 after Hurricane Andrew. She began her work in Florida City with one day of programming in December of 1993. Torres gave her phone number to a little boy name Francisco who called her every day asking when she was going to put together another fun day and work with them again. Due to his persistence, Torres started a one-day-per-week outreach program in February 1994 for elementary children at Branches United Methodist Mission. Twenty-four years later, Branches Florida City continues to change the lives of many children, youth, and their families through holistic services. The Branches Model has been replicated in South Miami and North Miami. 




E2: Frank Discussion on Financial Challenges: What’s Keeping You Up at Night?

Track: Financial Health and Sustainability Strategies
Format: Candid Campfire Conversations

Join fellow finance executives for a candid conversation on those challenges and opportunities that have them tossing and turning at night. This session will be led by members of the Alliance for Strong Families and Communities CFO Alliance Peer Exchange Core Team and will feature topics affecting the financial health and sustainability of community-based organizations.

This session will not include a formal. It’s just a time for “real talk” with your peers. Participants will share their top three challenges and opportunities prior to the conference to help identify the issue areas that are most pertinent and relevant for the group. Past topics have included risk management strategies, using dashboards, managing cashflow, revenue diversification strategies, and audit and regulation changes.




E3: World Cafe: Conversations to Support Intergenerational Cohesion


  • Strategy and Innovation Approaches
  • Nonprofit Workforce Development Strategies

For this world café-style session, participants will join one of three tables, each hosted by staff members from the Second Acts for Strong Communities demonstration sites to engage in a discussion around new models, approaches, best practices, and challenges related to a specific sub topic of engaging older adults in their communities and the workplace.

Participants will rotate through all three tables, spending 25 minutes at each. After the small-group discussions, all participants will share insights or other results from their conversations with the rest of the large group.

Table topics will include:

  • Intergenerational workforces
  • Intergenerational community-based programs
  • Community engagement models

Learning Objectives

  • Models and best practices for integrating older adults to help strengthen workforces 
  • New models and best practices related to intergenerational program approaches 
  • Innovative approaches to amplify the voice and leadership abilities of older adults


  • Emily Merritt, director, Intergenerational Initiatives, Alliance for Strong Families and Communities

Table Hosts

  • Terry Kaelber, Community Experience Partnership project director, United Neighborhood Houses of New York
  • Nancy Meegan, vice president of human resources, Ascentria Care Alliance
  • Karen Herrmann, vice president of human resources, OhioGuidestone
  • Leigh Routman, director of community engagement, Alpert Jewish Family & Children's Service
  • Jose Rivera, assistant director of senior engagement and connection, BakerRipley
  • Jane Bavineau, vice president of Sheltering Arms Senior Services Division, BakerRipley
  • Eric L. Weaver, director of community engagement, Lad Lake
  • Joey Keahiolalo, director of O'ahu programs, Child & Family Service
  • Delores Hardwick, chief of staff, Grace Hill Settlement House
  • William Haley, president and CEO, Family Foundations
  • Ellie Mixter-Keller, Encore fellow super connector, Alliance for Strong Families and Communities

José Rivera
Assistant Director of Senior Engagement and Connection

José Rivera is the assistant director of senior engagement and connection at BakerRipley in Houston. He oversees case management, volunteer services, intergenerational programs, and BakerRipley’s participation in the Second Acts for Strong Communities pilot project. 

A Houston resident since 2004, Rivera received his bachelor’s from the University of Houston and also has an executive master’s in public administration from Texas Southern University. He has over 14 years of experience in community development and government service with an expertise in building strategic partnerships interfacing with government entities, nonprofit organizations, and community residents.

Leigh Routman
Director of Community Engagement
Alpert Jewish Family Service

Leigh Routman is the director of community engagement at Alpert Jewish Family Service. In this role, she oversees numerous volunteer programs. Routman is responsible for the onboarding of volunteers, their placement in their specific roles within the organization, and their ongoing training.

She also oversees the organization’s participation in the Second Acts for Strong Communities pilot project, as well as numerous other programs focusing on “boomer engagement.” Routman has been a social worker for over 25 years. She received her bachelor’s from University of Florida and her master’s in social work from Barry University. 

Eric Weaver
Director of Community Engagement
Lad Lake

Eric Weaver is a veteran youth advocate with extensive experience in education, juvenile justice, and social service. His is currently the director of community engagement at Lad Lake. In this role, he works to stimulate growth within the organization and staff so that they can support growth in the youth and families that we serve. He specializes in doing extraordinary things by working with other ordinary people.

Nancy Meegan
Vice President of Human Resources
Ascentria Care Alliance

Nancy Meegan is vice president of human resources at Ascentria Care Alliance, a New England-based nonprofit, with 1,400 employees headquartered in Worcester, Massachusetts. Throughout her career, Meegan has had a passion for mission driven nonprofits. She began as a child and family clinician and for the past 25 years has worked in human resources leadership positions. She is committed to finding and supporting outstanding staff and embraces a diverse workplace.      

Jane Bavineau
Vice President of Sheltering Arms Senior Services Division 

Jane Bavineau is a social worker by education and training, and she has worked in the field of gerontology for nearly 40 years. As the vice president of the Sheltering Arms Senior Services Division of BakerRipley, she has leadership responsibility for a variety of services, including 11 senior centers, numerous evidence-based health promotion programs, in-home services, a dementia-specific day center, case management, and various caregiver support services. Prior to her current position, Bavineau was the founder and executive director of Care for Elders, a partnership of more than 80 organizations dedicated to informing public policy and enhancing community practice to improve the lives of older adults and family caregivers in Houston/Harris County.

Ellie Mixter-Keller
Encore Fellow
Alliance for Strong Families and Communities

Ellie Mixter-Keller is an advocate for 50+ talent. In her encore career, she supports the Alliance for Strong Families and Communities’ intergenerational initiative Second Acts for Strong Communities. She helps Alliance members re-examine experienced worker and volunteer models. As a career counselor since the economic downturn, she studies workforce trends, human resources/recruiting strategies, and helps cohort members see the gig-economy as an opportunity to intentionally recruit 50+ talent and design collaborative intergenerational workforce teams.

Volunteering is in her DNA. She volunteers to help people discover their purpose, to re-career, and to help older adults age in place. She spent most of her career as an ad agency creative, was a marketing communications graduate of the University of WI-Milwaukee, and is social media junky.

Emily Merritt
Director of Intergenerational Initiatives
Alliance for Strong Families and Communities

As the director of intergenerational initiatives at the Alliance for Strong Families and Communities, Emily Merritt is leading the initiative to not only bring encore talent (experienced adults 50+) into the Alliance strategic action network, but to also help change the way our communities think about and engage older adults.

Prior to this role, Merritt provided support to the nationwide network of program operators for Ways to Work. Previously, she led the Enhanced School-Based Mentoring Model at Big Brothers Big Sisters, directly benefiting Milwaukee youth through school-based mentoring partnerships, and worked at ElderHelp in San Diego, building an entrepreneurial model that leveraged community supports to help seniors remain in their homes. Merritt is a graduate of the University of Wisconsin-Madison.




E4: Developing a 2Gen Strategy Plan at The Family Partnership

Track: Strategy and Innovation Approaches

This presentation will discuss The Family Partnership's two-year change process of adopting an organizational strategy to be a fully 2Gen organization, from programs to operations. Participants will learn what it focused on, what assessments needed to occur, what decisions needed to be made, what risks needed to be taken, and how the organization took a financially challenging time and turned it into a programmatic opportunity to innovate.

Learning Objectives

  • How to adopt a new strategy from program delivery and internal operations standpoints
  • How to break up a large organizational strategy into "small wins"
  • How to have program changes drive financial changes, and not the other way around


  • John Till, senior vice president of strategy and innovation, The Family Partnership (@FamilyPartner)
  • Caroline Hood, vice president of programs, The Family Partnership (@FamilyPartner)

John Till
Senior Vice President of Strategy and Innovation
The Family Partnership

John Till has overall responsibility for two-generation (2Gen) and brain science-informed strategies at The Family Partnership. He was hired in 1998 to implement family strengthening strategies, and innovations resulting from his efforts transformed the organization, rapidly expanding its services to Latino and other immigrant communities.

Till holds an master’s in biological sciences. His research was on the neuroscience of sensory and cognitive development in children. He is a member of the Alliance for Strong Families and Communities’ Advancing Equity Alliance Peer Exchange Core Team. He is an LGBTQ European American male and lives with his partner Carlos in a Filipino-American immigrant household.

Caroline Hood
Vice President of Programs
The Family Partnership

Caroline Hood joined The Family Partnership in October 2016 as vice president of behavioral health. In the spring of 2017, her role shifted to vice president of programs, overseeing the vast majority of The Family Partnership’s direct service programs, a strategic shift that was part of the organization’s overall redesign to implement and integrate the 2Gen model across its programs, departments, and operations.

Hood brings over 15 years of experience working with individuals and families from diverse communities. Prior to joining The Family Partnership, she served as the executive director of the Center for Recovery and Wellness at Educational Alliance in New York City, where she led all addiction and recovery programming. Prior to this role, she was the regional director of a multi-state service-delivery program providing crisis counseling to individuals and families in trauma. 

Hood holds a master’s in social work from the University of Southern California and a bachelor’s from Columbia University. She is a licensed independent clinical social worker in Minnesota and also holds clinical social work licenses in California and New York.




F2: Building Best-in-Class Executive Teams in the Nonprofit Sector

Track: Leadership Practices

Achieving breakthrough results in a nonprofit organization is a team sport. Even an all-star CEO or executive director can't succeed by him or herself any more than an all-star basketball player can win with teammates watching from the sidelines. Despite this reality, rigorous external assessments of for-profit executive teams suggest that about 80 percent show mediocre or poor performance, and nonprofit executive coaches see similar trends in our sector. 

One reason nonprofit executive teams underperform is that the sector has long lacked understanding of what an effective executive team looks like. To address this gap, The Bridgespan Group embarked on the first comprehensive study of effective executive teams in the nonprofit sector, drawing on the best thinking from the for-profit sector; dozens of interviews with nonprofit leaders from top organizations, leadership experts, and executive coaches; and analysis of the hundreds of responses to its executive team diagnostic survey. Through this work, Bridgespan developed an understanding of how nonprofit executive teams support impact, sustainable economics, continuous improvement, talent development, and a vibrant, diverse and inclusive organizational culture. 

In this session, presenters will aim to help executives develop a vision for how they can improve the performance of their executive team. They’ll discuss how to accurately diagnose current strengths and challenges and provide practical tools for how to work with their teams to be more effective. Session participants will walk away with a heightened awareness of the importance of investing in their executive teams, a framework for understanding the attributes of effective executive teams, and practical approaches for making progress on the effectiveness of their own teams.

Learning Objectives

  • Three key attributes of an effective nonprofit executive team
  • The vital role chief executives play in catalyzing improvement in the executive team and clarifying the work of the team
  • Practical steps for improving the performance of the executive team


  • Libbie Landles-Cobb, partner, The Bridgespan Group (@BridgespanGroup)
  • Henry Barmeier, manager, The Bridgespan Group (@BridgespanGroup)

Libbie Landles-Cobb
The Bridgespan Group

Libbie Landles is a partner in The Bridgespan Group’s San Francisco office. She has worked with a variety of nonprofits, national networks, and foundations on issues of strategy and organizational development. As part of Bridgespan’s Leadership Practice, she is a facilitator and coach in Bridgespan’s two-year consulting and capacity building program for nonprofit executive teams, Leading for Impact®. She also leads research on what is required to effectively develop nonprofit leaders.

Landles-Cobb is co-author of the articles “Boosting Nonprofit Performance Where it Counts” (2014), “The Nonprofit Leadership Development Deficit” (2015), and “Leadership Development: Aligning Funders’ Good Intentions with Nonprofits’ Real Needs” (2016), all published by Stanford Social Innovation Review. She has a bachelor’s, magna cum laude, in mathematics and music from Wellesley College, a master’s in sociology from Oxford University, and a master’s in business administration with highest distinction from Harvard Business School.

Henry Barmeier
The Bridgespan Group

Henry Barmeier is a manager in The Bridgespan Group’s San Francisco office. Since joining Bridgespan in 2012, he has helped build and facilitate Bridgespan’s two-year consulting and capacity building program for nonprofit executive teams, Leading for Impact®. He has also worked with a range of nonprofits and foundations in strategy and organizational development engagements, with particular focus on digital education and large human services agencies. Barmeier holds two master’s degrees from Oxford University, where he was a Rhodes Scholar. He also earned a degree in public policy from Princeton University.




G1: Gender Bias in Leadership

Track: Advancing Equity

This session is designed to open the door to dialogue and drive transformational performance and growth in participants’ organizations. The session will be interactive, engaging, relevant, high-energy, multi-medium, and realistic skill focused.

Participants will leave this session with tools and techniques that are relevant and immediately useable. This session will help to define masculine and feminine characteristics and how our bias of these characteristics can set either gender up for failure or success. Gender messaging, from a young age, is a backdrop for the messages we receive and put in play in the workplace. Learn about tools for moving forward to drive an environment where women and men can be successful.

Learning Objectives

  • About gender bias and how it shows up in leadership roles 
  • Why this is critical knowledge for the growth of all leaders
  • The "business case" for gender bias in the workplace
  • Techniques to best equip leaders to navigate gender bias in a fast paced, changing culture


  • Melanie Miller, inclusion strategist, Melanie Miller (@Melanie4Results)

Melanie Miller
Inclusion Strategist
Melanie Miller

Melanie Miller seeks to embrace and transform the human condition.

She is a highly accomplished and sought-after consultant and speaker offering organizations consulting and training services, keynotes, and design with a focus on optimizing organizational effectiveness. Having conducted hundreds of workshops and speaking engagements, she consistently receives extraordinary reviews and outstanding evaluations. 

Miller draws on her years in corporate America to link strategies with relevant and sustainable practices. Her focus is optimizing organizational effectiveness, engagement, and productivity through inclusion. She believes she has the opportunity and obligation to change the narrative around inclusion. She has spoken at Harvard University’s Women’s Leadership Institute, IBM’s Minority Women in Leadership Institute, and The Diversity Leadership Academy, and is frequently featured in magazines, blogs and podcasts, and television. She has designed and delivered keynotes and training for many Fortune 100 and other top companies. Her professionalism, customer focus, respect, and integrity are the values she uses to achieve stellar results from the C-suite through the organization. Her specialties are unconscious bias, women in leadership, managing inclusion, micro-behaviors, and generational difference.




G2: Beyond the Program Evaluation: How to Build Model Enhancements

Track: Strategy and Innovation Approaches
Format: Candid Campfire Conversations

During this presentation, Tim Goldsmith will share the best practices that Youth Villages has adopted to ensure evaluations of its programs are set to provide insight into program outcomes and operations. He will also discuss the systems put in place both internally and with implementing partner agencies delivering Youth Villages program models to manage individual and team performance in real time. These systems include a scorecard rubric, internal performance improvement audits, and model fidelity reviews. He will share how and why Youth Villages chose the criteria that it measures daily and how evaluation data was developed to determine thresholds of success. As with most research, the Youth Villages study did find areas where gaps in performance exist. Goldsmith will share theories on why this may have occurred and the steps the organization is taking for improvement.

Goldsmith will also share how Youth Villages has established practices to review the latest research for best clinical practices in order to produce strong outcomes. This will include how it evaluates interventions to determine if they should be incorporated into current program models. Youth Villages is currently studying program enhancements, based on a large random assignment evaluation, for its YVLifeSet program, Goldsmith will provide examples from this study to give context to his presentation.

After sharing Youth Villages’ current practices, he will open the conversation for questions. He will also encourage participants through the campfire conversation format to share how their organizations have approached evaluation results to improve performance. He will ask participants for examples of interventions they have integrated as enhancements to current models and why they were selected. The group will review potential wins and pitfalls that can occur in this process.

Learning Objectives

  • How to design a study to produce usable results
  • How to insure model fidelity as part of a study
  • How to evaluate the results as opportunities for enhancements
  • How to select, implement and measure effective pilot model enhancements


  • Tim Goldsmith, chief clinical officer, Youth Villages (@youthvillages)

Tim Goldsmith
Chief Clinical Officer
Youth Villages

Tim Goldsmith has been a member of the Youth Villages executive staff since 1989. As the chief clinical officer, he provides leadership and supervision in the development and implementation of all clinical models and interventions. Goldsmith has direct responsibility for the clinical, research and evaluation, placement services, and performance improvement and compliance departments. He has been intimately involved in the development and implementation of evidence-based programs at Youth Villages, including trauma-focused cognitive behavior therapy, Multisystemic Therapy, Collaborative Problem Solving and other outcome-based strategies.

Goldsmith holds a bachelor’s in sociology from Lambuth College and earned his master’s and doctorate in marriage and family therapy from the University of Southern California.

He has served a gubernatorial appointment to the Tennessee Commission on Children and Youth, been a member of the national advisory council of the Children in Managed Care Initiative of the Center for Healthcare Strategies (funded by the Annie E. Casey Foundation), and has served as an advisor board member for MST Services.

Goldsmith has given professional presentations the Children’s Mental Health and Research Policy conference, Blueprints Conference, Florida Child Welfare conference, and the Alliance for Children and Families conference.




G3: Solutions Showcase

The Solutions Showcase is uniquely designed to provide conference participants with an exclusive opportunity to evaluate solutions and ask questions in a low-pressure environment. Using a speed networking format, participants will learn about innovative solutions and proven models to increase operational efficiency, improve outcomes, and achieve systems change. Presenters will share new products, services or data, and answer your questions during a series of multiple short rounds. Come experience variety and liveliness at this interactive session.