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SENIOR DIRECTOR
Programs and Service Delivery — Boys & Girls Club of CPA
Position Summary
The Senior Director of Programs and Service Delivery is accountable for the performance, integrity, and growth of CPA's Boys & Girls Club programming, OST school-based sites, and early learning programs. This role translates agency strategy into program-level execution — building the staffing, systems, and oversight needed to deliver high-quality, compliant, and financially sound programs, while leading the design and expansion of new CPA services. Reports to the Vice President of Boys & Girls Club.
Core Responsibilities & Expected Outcomes
The table below pairs each core responsibility with the outcome it is expected to produce, so success in the role can be measured directly against agency, funder, and regulatory expectations.
Responsibility Area | What the Role Does | Expected Outcome |
Strategic program leadership | As a member of the CPA leadership team, set direction for all Boys & Girls Club programming, OST school-based sites, and early learning services. | Programs operate under a unified strategic direction; leadership decisions reflect agency-wide priorities, not siloed program interests. |
Staff leadership & talent management | Direct program Directors/Coordinators; recruit, hire, and retain qualified staff in accordance with funder, government, and CPA standards. | Fully staffed, qualified program teams with retention rates that meet agency targets; staffing consistently meets funder and regulatory requirements. |
Program design & compliance oversight | Design, implement, and supervise new and revised programs and services; develop and enforce written procedures ensuring compliance with CPA, government, and funder requirements. | Programs pass funder and regulatory audits/reviews with no material findings; new and revised services launch on schedule and meet defined program standards. |
Outcome measurement & quality monitoring | Develop and implement quantifiable outcome measures; monitor and evaluate programs for quality, impact, budget compliance, and success against objectives. | Documented outcome data is available for every program; underperforming programs are identified and corrected before they affect funding or accreditation. |
Performance & risk management | Track enrollment, staffing, culture, and financial performance across departments; identify and close service-delivery gaps. | Enrollment and budget targets are met or variances are explained and addressed proactively; service gaps are resolved before they escalate. |
Cross-department coordination | Coordinate operations across departments and centers to support efficiency and consistency of service delivery. | Programs and centers operate with consistent standards and minimal duplication of effort; hand-offs between departments are seamless. |
Regulatory & personnel compliance | Partner with Human Resources and the Director of Safety and Compliance to ensure staff meet mandated qualifications, training, and documentation requirements. | 100% of staff files meet licensing/funder documentation standards at any point of inspection; no compliance-related staffing gaps. |
Budget oversight | Partner with the Finance Team to build, review, and manage program budgets and spending. | Programs operate within approved budgets; variances are flagged early with corrective plans in place. |
Program growth & innovation | Identify opportunities to expand and improve CPA programming; lead the development of new programs and services. | At least one viable new program or service enhancement is advanced per year; existing programs show measurable improvement over time. |
Reporting & grants | Complete accurate, timely reports, applications, and grant requests. | All reports and grant deliverables are submitted on or ahead of deadline with no funder-flagged errors. |
Stakeholder engagement & advocacy | Meet with leadership, staff, participants, and community agencies to advance services, resolve problems, and advocate for the department and agency. | Strong, productive relationships with community and funding partners; issues are resolved at the appropriate level before they require escalation. |
Funder relations | Build and maintain positive, productive relationships with funding agencies and organizations. | Funder relationships support continued and expanded funding for CPA programs. |
Core Competencies
- Leads and directs program staff independently — planning, motivating, training, disciplining, and resolving problems — with measurable improvement in team performance.
- Determines and implements best practices that meet or exceed agency and funder requirements.
- Produces accurate, timely reports and program documentation that withstand funder and regulatory scrutiny.
- Communicates effectively and professionally with staff, participants, families, and partner organizations, in writing and in person.
Minimum Qualifications
- Bachelor's degree required (Master's preferred) in Human Services, Education, Business, Psychology, or a related field.
- Ten (10) years of experience in a social service program, including five (5) years in a supervisory or program administrator role — or an equivalent combination of training, education, and experience.
Other Requirements
- Normal physical demands of an office environment, including lifting, bending, and carrying.
- Regular travel to CPA facilities throughout the Greater Philadelphia area.
- This position is exempt from the overtime provisions of the Fair Labor Standards Act.
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