Cheryl Y. Williams Email and Phone Number

Reporting to the Chief Executive Officer, the Senior Director of People and Culture is a member of the Executive Leadership Team and is involved in a wide range of strategic planning and internal initiatives, including the creation and implementation of organizational strategies, systems, staffing plans, policies, and practices.The Senior Director of People and Culture is responsible for maintaining a team environment and culture, ensuring work planning and staff life cycle processes support wellness, growth, and satisfaction, and are compliant with applicable labor practices and organizational policies. The main role is to develop and drive a people strategy at every level of the organization, ensuring policies and systems support and improve the employee experience.

The DEIB Director is responsible for leading the development, implementation, and monitoring of initiatives and systems that promote diversity, equity, inclusion, and belonging within the organization, as well as conducting training and awareness programs, and strategic plans. I also direct the development, implementation, and evaluation of agency-wide DEIB plans and efforts. Completed DEI Certification Program University of Virginia, Darden School of Business 2021.

KEY AREAS OF STRENGTH- Executive and Leadership development and coaching (Lominger Competencies, 360 Assessments)- Interpersonal Communication and Work Culture (DiSC, MBTI)- Organizational Development and Strategic Planning- Working with urban adults and youth (Cambridge College, Housing Families, Year Up)- Change Management (Concerns-based Adoption Model, Diffusion Of Innovation)- Facilitation (7 Norms of Collaboration Garmston & Wellman, Covey - 7 Habits/ 5 Choices)Get results! That is what I do and have succeeded for over 20 years. I consult with organizations to understand what results they must achieve and then collaboratively develop a solution that exactly meets those needs. I have experience working with a range of clients throughout the United States and abroad with a specialty working with large multi-million dollar non-profits and foundations. I have a demonstrated history and ability to work effectively and collaboratively with diverse staff and external agencies. I have the self-assurance and the confidence to drive toward results while constantly problem-solving and engaging the commitment of others. I have become a trusted advisor to my clients. I am a thought leader in executive coaching, organizational development, change management, and strategic planning. I have an outgoing, poised, and persuasive communication style. My executive coaching work supports personal learning, work improvement, accountability, and impact. I administer the Lominger Competencies to identify C-Level growth areas. I have demonstrated the skills and ability to develop, coordinate, implement, and facilitate diversity and social justice programs. I specialize in improving interpersonal communication to meet organizational goals. I successfully facilitated large-scale organizational change on numerous occasions. I pride myself on my ability to listen and then translate what I hear into learning designs that are engaging and results-oriented.

Teach ‘Principles and Practices of Adult Learning’ a required first term course that models the principles of andragogy. Students explore theories of adult learning. They clarify the fit between their academic program and their learning and career needs and see how their prior learning fits in. Students become independent learners who can effectively manage the structures, processes, and expectations of undergraduate education. “Cambridge College offers a unique environment where adult learners can build their education on a lifetime of learning. Cambridge College recognizes diversity as an asset to the classroom, the community, and to our society. Our innovative teaching and learning model helps adult students meet the challenges of higher education and earn the degree credentials they need to advance their careers.”

ResponsibilitiesStrategic Planning, Team Development, and Leadership• Provide effective and inspiring leadership by being actively involved in all programs and departments with the mission to end homelessness. Implement and lead a continuous quality improvement process throughout the program and service areas, focusing on systems/process improvement. Promote regular and ongoing opportunities for all staff and clients to give feedback on agency operations.• Mentor and develop staff using a supportive and collaborative approach: assign accountabilities; set objectives; establish priorities, and evaluate results.• Instill a human capital development and “coaching” culture within HFI; upgrade human resources functions including training, development, compensation and benefits, employee relations, performance evaluation recruiting and retention.Operations• In collaboration with the CEO and senior staff, improve the system for collecting programmatic data for funder and internal use; promote a shared sense of responsibility across the organization for accurate and timely reporting;• Upgrade and implement an appropriate system of policies, internal controls, and procedures including development and management of reporting capabilities.

Responsible for leading the design, development, and delivery of talent development programs and activities that build and strengthen capacity of staff and maximize organizational ability.• Oversees the implementation of management and leadership development learning activities. Increased the staff usage of agency sponsored professional development from 12% to 84% in one year.• Responsible for curriculum development in areas of leadership and management, facilitation of classes, and oversees the administration of management assessments and tools. Introduced the Lominger Competencies for the first time to the Executive Team who then identified the top competencies for supervisors and managers.• Collaborates with other departments to develop web-based training that is well designed for the adult learner. Launched the first all staff Learning Opportunities Calendar populated with training opportunities accessed on a monthly basis by over 500 (out of 670) staff.• Develops methods for evaluating program effectiveness. Instituted the first pre/post survey assessment of knowledge and skill acquisition for the supervisor training program.• Piloting three virtual learning programs to test levels of engagement, content delivery and rigor.

Collaborate with educators in U.S., Canada and the Caribbean to create customized plans that enhance individual and organizational learning with an emphasis on instructional leadership and student achievement. • Directed the urban math initiative in four Massachusetts districts with a focus on coaching, leadership and instruction that resulted in an overall increase in student achievement math scores as measured by district tests. • Directed the Best Schools Initiative work for the New Hampshire Department of Education that involved 60 school teams and 45 facilitators in a five-year school improvement effort. Over 85% of the school teams reported significant improvement in team effectiveness, leadership growth and student improvement by the end of the program. • Lead a regional professional development consortium in northern Utah involving six school districts, Weber State University and the Utah Department of Education. This regional approach was a cost saver for the districts and created a regional professional learning community. Their work was featured at a national education conference. • Provided leadership, coaching, program design, materials development, and facilitator training over four years to the Indiana Department of Education in the implementation of their statewide support to low performing schools. One hundred per cent of the participating schools reported an increase in their student achievement scores and greater teacher collaboration and content knowledge. All schools were taken off the state list of underperforming schools after two years in the program. All of the facilitators reported growth in the facilitator skills measurement tool based on pre/post survey results.

Conducted workshops for educators, parents, community members, and business representatives on systemic change, leadership and student centered learning. Responsible for the coordination, integration and implementation of efforts to increase the visibility of the organization and increase the sale of products and services. Represented the organization at ten or more regional and national events yearly. Conducted an education market needs assessment; established relationships with over 50 education groups and associations; conducted awareness sessions and displays at five professional conferences yearly. Recognized with the Outstanding Employee Award.

Director of Marketing Department, 1981-1987 Managed the 32-person Marketing Department. Responsible for the non profit citizenship education foundation’s outreach operations that involved fostering awareness of the organizations philosophy and service nationwide in nearly 3,000 high schools representing all 50 states, U.S. territories, and 13 foreign countries. Chaired the only foundation-wide interdepartmental planning group responsible for implementing more efficient procedures, more effective communication across departments and computer assisted planning to accommodate the 21,000 students and teachers that participated in a one week interactive education curriculum offered each week over a six month period per year. Marketing Coordinator, 1977-1981Marketed the company product - a six-day citizenship education program - to educators, business representatives, politicians, students, and parents. Designed and conducted informational and motivational training sessions for 500 Foundation volunteers in six states. Successfully solicited company support of governors and mayors in four states. Designed and coordinated the month long marketing coordinator training program. Recognized with the Outstanding Employee Award.