Christopher Waters Email & Phone Number

Wilmington, De, Us

New Castle, De, Us

Before being asked to join the faculty as an Adjunct Professor, I was a guest lecturer for Wilmington University as well as non-profit groups and other universities and colleges. As an Adjunct Professor, I was promoted to Course Designer for the newly created Nonprofit Management Program and now continue to serve as an Adjunct Professor. In this role, I craft curriculum for upper-level leadership courses and advise students in their professional development, group projects, and coursework. To ensure a comprehensive learning experience,I regularly attend professional development events focused on scholarly practices and engaging methodologies.By request of the partnerships and management at Wilmington University, I designed and implemented leadership training, distinct from management, which was used to train supervisors and leaders in the City of Wilmington government. Based on the pilot’s success, it will be run with 20-25 students every 3-6 months as the new standard City of Wilmington Leadership Academy. My teaching approach includes a mix of individual and group work, case studies, and discussions on current events related to organizational change. By emphasizing both theory and practical world examples, applying brain-based learning for multiple intelligences, and employing various learning styles, my students are met where they are and better grasp and apply the material. I’ve shared insights on nonprofit board development and how government and private sectors collaborate to solve problems.I designed and taught Nonprofit Finance, and taught Organizational Design, Organizational Development, Strategic Management, Human Resources Management, and Social Entrepreneurship courses currently being offered.

Dover, De, Us

Leveraging my experience in program development, I was contracted to administer $200 million in Stimulus/Covid Relief Funds for the Delaware State Housing Authority’s DEHAP program. This included advising on system building and administration to ensure effective fund distribution. After completing this contract, I was selected to assist with the Community Partner Support Unit, coordinating over 250 community partners to foster impactful collaboration. To streamline operations for the staff of nearly 200, I develop job descriptions and create, update, and train on policies and procedures, such as standardizing intake forms and marketing materials and redeveloping the onboarding process into a single, time-saving form.Recently, our 5-person DHSS/DSS system team received the 2023 Gold Standard Team award for our exceptional contributions to the state’s strategic communication efforts, highlighting our success in collaborating with new partners and improving service delivery.

Philadelphia, Pa, Us

Provided virtual and online teaching, coaching, feedback, guidance, and support to 150+ worldwide changemakers, leaders and students from nonprofit, corporate and social impact/innovation sectors.

Chicago, Il, Us

The National Able Network, headquartered in Chicago, brought me in to commence and oversee administration and operations of a new location offering workforce development programs in New Castle, including the Senior Community Service Employment Program (SCSEP) workforce development program. I managed $750,000 of $1.2M annual Federal DOL contract.From the first day I took on this position, I slowly designed a true workforce development program. My first step was to hire a Career Coach who would empathize with the participants, but not sympathize with them. After interviewing several candidates, I chose my Career Coach. After which I expanded the staff to five by hiring a Job Developer (the first at National Able Network), Database Manager, and Payroll Coordinator. To change the culture, I made it mandatory for participants to attend basic computer training. In my view, the basic computer training was a springboard to more advanced training, such as online job applications, résumé writing, etc. The transition was met with heavy resistance from the participants. In spite of that, 63% of participants gaining employment and 83% retaining employmentMeanwhile, I opened the new office, purchased office furniture, worked with IT to secure phones, computers and internet, handled payroll 90+ participants and staff, and established new partnerships with 18 new host agencies, the Department of Labor, Goodwill Industries, New Castle Chamber of Commerce, and Delaware Alliance for Nonprofit Advancement.We successfully accomplished 5 of 6 Federal Department of Labor contract metrics within the 1st year.New Castle County site was highest in 3 of the major metrics, entered employment, service hours, and average earnings for the State of Delaware SCSEP program. Due to the program’s success, Governor Carney appointed me to the Delaware Women’s Workforce Council to design equal pay initiatives, improve negotiations skills, and study minimum wage.

Philadelphia, Pa, Us

In partnership with the City of Philadelphia’s Commerce Department, the Home Buy Now program was aimed at working with employers to develop housing, implement community development plans, and expand the home-owning employee population for the city and its companies. By distributing $735,000 in City of Philadelphia funds, $44M in new home sales has been produced for community redevelopment.Every year the number of houses bought through this program has increased: from 22 to 40, and then up to 60. I mentored and directed summer interns and consultants through economic research projects, one of which determined that $1.60 was recouped for every grant dollar in the program. Expanding the program required running workshops designed to:1. Inform employees how to access the program in partnership with mortgage companies, real estate companies, and financial advisors.2. Help employers administer and market the program to employees and prospective employees.To help the City of Philadelphia address workforce shortcomings, I provided a report detailing workforce development recommendations, including additional alternative education programs meant to engage and train workers for promising career paths. The former director bestowed me with the Community Development Financial Institute (CDFI) Initiative before he retired, in which a CDFI in Philadelphia is chosen to bolster and offer tech assistance. I conduct meetings and continue outreach to other banks to get them involved in the formation of an advisory committee.Also, as a member of the Executive Communication Committee, I oversee the department’s press releases, event planning, and website content. Before I left I established protocols for clear accountability systems, internal funding, and communication with stakeholders regularly. I taught them how to offer services through the programs even if grant money cannot be matched.

Washington, District Of Columbia, Us

Initially, I was developing the South Jersey territory, which had no fundraising programs upon my arrival. My research indicated that a Walk would have the greatest impact both in fundraising, awareness, and branding. This had never been done in South Jersey, but had been done and discontinued in Wilmington. Our first walk raised $5K and our second raised $26K. I was then asked to reconstitute the walk for Wilmington, a chapter that had regained their charter and was in rebuilding mode. This walk raised $10K with a minimal contact list. All sponsors and large healthcare donors were developed through old-fashioned grit and charm. My campaign experience really helped here, and I approached this as I would have a campaign, starting with a small group and building as I went. These new relationships with hospitals and doctors also led to new support and training programs.The chapter also received a development grant from the National Foundation of America.

Before Jack Markell won the campaign for Governor, he was the underdog – the first Treasurer to run for Governor. The campaign had been very contentious, and without a last-minute push by the team, comprised of 6 Field Coordinators rallying community organizations, to increase voter turnout, Governor Markell wouldn’t have won the primary election by a 2% margin. Through our continued work to coordinate with other candidates and campaign staff, the general election was won by a 35% margin.After the election, I served as a liaison, communicating the Governor’s priorities and serving as a point of contact for the public and state agencies to address concerns.

Moorestown, New Jersey, Us

I worked in 4 different departments and for clients including Christiana Care, Barclays Bank, and Nationwide Provident Insurance Company. Internally, I created a database library for the IT Security Department.

Washington, Dc, Us

Administered and coordinated the City of Wilmington Democratic Caucus, D.A.P. Wilmington Rally and creating the Delaware Technical Community College Initiative. Developed and executed the Get Out The Vote strategies and events with election committees and chairs. Organized volunteers for grassroot organizations and voter information drives. Increased voter turnout in the City of Wilmington by 10% over the previous mid-term election.

Coordinated closing day events and speakers for 2005 Governor’s School for Delaware Program Initiative. Created curriculum and material for Academic program of 2005 Governor’s School. Increased participation of Delaware high schools by 25% over previous year.

Master Of Science - Ms, Non-Government Organizational And Non-Profit Leadership

Executive Program - Social Impact Strategy

Master Of Science - Ms, Public Adminstration

Bachelor Of Arts - Ba, Psychology

Certificate, Aresty Institute Of Executive Education