Washington State Human Rights Commission

The Organization: National Industries for the Blind (NIB) was
created
in 1938 in response to the passage of the Wagner-O'Day Act which established the Federal Government as a purchaser of products manufactured by not-for-profit organizations employing legally blind persons to provide 75 percent of their direct labor. This law was amended in 1971 to include the purchase of services as well as products and to include people with other severe disabilities and the enabling legislation is now known as the Javits-Wagner-O'Day Act (JWOD), with a program name of AbilityOne.

The mission of NIB is to enhance the opportunities for economic and personal independence of persons who are blind primarily by creating, sustaining and improving employment. Approximately 5,000 persons who are blind are employed in the 87 associated agencies which range in size from 10 to 400 employees and are located in 37 states, the District of Columbia and Puerto Rico. The agencies provide many other services to blind people including rehabilitation and social services and more than 155,000 visually impaired people are served annually.

NIB is self sustaining with no access to direct government subsidy or support and takes pride in the fact that it and the agencies and persons who are blind that it serves believe in self help and independence through providing quality goods and services to the Federal Government at competitive prices. NIB provides extensive services, training and support to the associated agencies and directly assists agencies in getting products and services on the Federal Government approved procurement lists.

NIB is a 501c (3) not-for-profit corporation formed by nonprofit agencies employing persons who are blind to serve as liaison with the Federal Government and is funded by charging a sales fee for allocating Government orders for goods and services to the agencies. The organization has 140 employees and an operating expense budget of $25 million.

Organizational Culture: NIB is a complex, mission driven
organization
that must be run like a business to survive. There is a sense of passion among the staff members about what they do but, at the same time, they take pride in the fact that they are self sustaining and conduct their business in an efficient and effective manner. In serving many masters there is a need for openness, fairness and responsiveness and it is a high energy environment characterized by team play and a desire to get the job done in a first class manner. Consistency and integrity are core cultural values.
NIB is governed by its Board of Directors, but must also be responsive to its external constituencies, such as but not limited to associated agencies, Congress, the Committee for Purchase, consumers, and Federal and military customers.

Basic Function: The President and Chief Executive Officer of NIB
will
be responsible for all NIB activities and functions. Working with the Board he/she will maintain a strategic plan that is in keeping with the mission and devise the tactics necessary to carry out that plan. The President will present a financially responsible budget to the Board annually and hire, train and maintain appropriate staff to implement the approved plans.
Relationships with all external constituencies will be a primary responsibility of the President.

1. Must continually energize the organization by inspired leadership
and
personal example to meet the mission and organizational goals.

2. Must develop an open relationship of mutual trust with the National
Association for the Employment of People Who Are Blind.

3. Will develop and maintain close and effective relationships with
the
Committee for Purchase from People Who are Blind or Severely Disabled, NISH, the major government procurement agencies and departments, and the key private organizations concerned with blindness and people who are blind.

4. Develop and maintain an effective marketing and sales function to
meet
organizational goals and deal with the rapid and dramatic change in the manner in which the Federal Government buys products and services.

5. Maintain an aggressive new product and services development
function
focused on both government and the private sector.

6. Must play a leadership role in the attraction, development &
retention
of the talent needed to be responsive to the changing marketplace and the needs of the associated agencies to adapt to these changes and consider appointing a chief operating officer, to manage the day-to-day affairs of designated functions.

7. Will serve as the principal spokesperson and advocate for NIB and
its
associated agencies in dealing with all branches of the Federal Government, the business community, the public, the press and the blindness community.

8. Will lead NIB in accordance with the highest performance standards
found in the business community while never losing sight of the fact that NIB's primary responsibility is to serve the best interests of people who are blind.

9. Will play an important and continuing role in assisting the Board
Development Committee of the NIB Board in attracting outstanding and well-qualified Directors especially from the private sector.

* Must have successfully managed a complex organization of
similar or
larger size and have at least 10 years of senior management experience.

* Must have proven ability to function effectively in an
environment
of rapid change. Ideally, will have experience in both government and business. If lacking direct government experience, will have been in a business that sold products or services to the government providing familiarity with government procurement.

* Ideally will have knowledge of blindness and the issues facing
those who are blind in our society.

Education: Must have an undergraduate degree from an accredited
college or university and an advanced degree would be highly desirable.

* Is energized and excited by the opportunity to be a positive
force
in the lives of thousands of people who are blind.

* Is viewed as a responsive and collaborative leader and a
developer
of individuals and teams across the organization.

* Demonstrates accurate self-insight and is viewed as committed
to
continuous self-improvement and organizational improvement and refinement.

* Holds self and the organization accountable through the use of
key
performance measures.

* Demonstrates cultural interpersonal effectiveness; is able to
connect with all constituencies and communicate with impact.

To perform the job successfully, an individual should demonstrate the following competencies:

Leadership - The individual inspires and motivates others to perform well and accepts feedback from others; ability to sell the vision.

Management Skills - The individual includes staff in planning, decision-making, and process improvement; makes self available to staff; provides regular performance feedback; develops skills and encourages growth.

Communication Skills - The individual speaks and writes clearly and persuasively in positive or negative situations, demonstrates group presentation skills and conducts productive meetings.

Analytical - The individual has strong general business skills; is able to synthesize complex or diverse information and navigate complex environments.

Marketing Experience - The individual should have marketing experience or demonstrate good understanding of the marketing function.

Judgment - The individual displays willingness to make timely decisions; exhibits sound and accurate judgment.

Relationship Development - Ability to forge, strengthen, and evolve relationships with internal, lateral and external stakeholders

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