Development Project Manager

The City of Dayton and Learn to Earn Dayton will partner with FUSE to design, launch, and operationalize a Children’s Cabinet that formalizes cross-sector collaboration, embeds authentic youth voice, and drives coordinated action around the outcomes that matter most to Dayton’s children and families. Structured as a two-year engagement, this fellowship will establish the governance infrastructure, shared data systems, and sustainability strategies needed to make the Cabinet a lasting civic institution, one that advances Learn to Earn Dayton’s cradle-to-career priorities and positions Dayton as a national model for community-driven youth systems change. Fellowship Dates: October 26, 2026 – October 20, 2028 Salary: Executive Fellows are FUSE employees and receive an annual salary of $95,000. Fellows can also access various health, dental, and vision insurance benefits. This amount is not representative of market-rate salaries for the experienced professionals in our program but is intended as compensation for a year of public service. ABOUT THE FUSE EXECUTIVE FELLOWSHIP FUSE is a national nonprofit dedicated to increasing the capacity of local governments to work more effectively for communities. We embed private sector executives in city and county agencies to lead projects that improve public services and accelerate systems change. Since 2012, FUSE has led over 400 projects in 58 governments across 26 states, impacting a total population equivalent to 1 in 10 Americans. PROJECT BACKGROUND Dayton is a city with great civic pride, a strong tradition of collaboration, and a growing commitment to ensuring that every child has the opportunity to thrive. Across the city, schools, nonprofits, healthcare providers, and community organizations are doing meaningful work to support young people, yet the collective impact of these investments has been constrained by fragmentation across systems. Coordination among partners has historically depended on informal relationships rather than institutionalized structures, and data about youth well‑being remains distributed across multiple institutions, making it difficult to see a unified picture of how children are faring and where resources can be deployed most effectively. The work of the City of Dayton and Learn to Earn Dayton has been building toward this moment for years. City Commission leadership has prioritized youth development as a central strategic commitment, and the City has invested meaningfully in convening, aligning, and amplifying the work of its community partners. A defining step forward was the Youth Voice Project, a student visioning initiative developed in partnership with Learn to Earn Dayton that engaged young people across Dayton in identifying their priorities and articulating a shared vision for their communities. Dayton is also participating in the Strive Together City Accelerator, in partnership with Harvard Education Redesign. PROJECT APPROACH During the first 90 days of the fellowship, the FUSE Executive Fellow will conduct an in-depth discovery phase to develop a comprehensive understanding of Dayton’s existing landscape of youth‑serving systems, cross‑sector partnerships, and community conditions. The fellow will lead a structured listening tour with a broad range of stakeholders, including City Commission leadership, Learn to Earn Dayton staff, Montgomery County human service agencies, Dayton Public Schools, public charter schools, youth‑serving nonprofits, healthcare and behavioral health providers, philanthropy, business leaders, and, critically, young people themselves. The fellow will review the Youth Voice Project plan and related community engagement findings, assess how data about youth well‑being is currently collected and used across institutions, and research best practices from peer cities. Following the discovery phase, the fellow will shift to designing and launching the Children’s Cabinet. This work will include defining the Cabinet’s governance structure: its membership composition, roles and responsibilities, decision‑making processes, and accountability mechanisms, all calibrated to what the City can and cannot resource and do, and where community partnerships must fill gaps. The fellow will facilitate the process of convening founding Cabinet members and establishing a shared vision, strategic priorities, and an initial agenda to guide the body’s work in its first year. Attention will be paid to ensuring that Cabinet membership is genuinely representative and inclusive, reaching beyond the “usual suspects” to include voices from underserved neighborhoods and communities that have historically been absent from these tables. The fellow will also lead efforts to centralize and integrate data about the well‑being of Dayton’s young people, working across institutions, including schools, the Children’s Hospital, city departments, and community organizations, to develop shared indicators, align data sources, and leverage the City’s existing data team and dashboard infrastructure to build a unified view of how youth are faring. By the end of Year One, the City of Dayton will have a formally constituted Children’s Cabinet with an adopted governance and operating framework, an initial set of shared priorities rooted in the Youth Voice Project plan, and a functioning data system that provides a unified view of youth well‑being across the city. The Cabinet will have conducted its inaugural convenings and established the structural foundation, membership, governance, shared goals, and data infrastructure needed to move from design to implementation. The City, Learn to Earn Dayton, and the fellow will collaborate during Year One to define more specific goals, success measures, and priorities for Year Two, based on emerging insights and the Cabinet’s early momentum. EXPECTED DELIVERABLES By Fall 2027, the FUSE Executive Fellow is expected to have produced the following: Children’s Cabinet Governance and Operating Framework – Designed and launched a formal governance structure that defines Cabinet membership, roles, decision‑making processes, and accountability mechanisms, aligned to what the City of Dayton can resource and sustain, and where community partnerships provide essential capacity. Centralized Youth Well‑Being Data System – Developed a unified data infrastructure that integrates indicators and feeds from schools, healthcare systems, city departments, and community organizations, leveraging the City’s existing data team and dashboard capacity to provide a shared, comprehensive view of how Dayton’s youth are faring and where action is most needed. Shared Strategic Priorities and Measurement Framework – Established a set of data‑informed priorities grounded in the Youth Voice Project plan, accompanied by shared outcome measures, baseline data, and an accountability structure that enables the Cabinet to track progress and demonstrate impact for children and families. Youth Voice and Equity Engagement Model – Created and embedded a structured approach for ensuring meaningful youth and family participation in the Cabinet’s decision‑making, including mechanisms for disaggregated data analysis and representation from underserved neighborhoods and communities. Cabinet Sustainability and Funding Strategy – Produced a roadmap that outlines long‑term ownership, staffing models, funding opportunities, and integration into existing City and Learn to Earn Dayton structures, ensuring the Children’s Cabinet can sustain and expand its impact beyond the fellowship period. By Fall 2028, the Fellow is expected to have produced the following high‑level deliverables: Operationalized and Institutionalized Children’s Cabinet – Transitioned the Cabinet from initial design and launch to a fully operational, sustained governance body with established meeting cadence, decision‑making authority, active cross‑sector participation, and demonstrated use of shared data to guide coordinated action on priority youth outcomes. Demonstrated Progress on Shared Youth Outcomes – Produced evidence of improved cross‑sector coordination through measurable movement on selected child and family outcomes — such as early childhood readiness, school attendance, academic progress, or youth economic opportunity — alongside a documented, replicable model for community‑driven systems alignment that can inform Dayton’s broader citywide strategy. KEY STAKEHOLDERS Executive Sponsor: Mayor Shenise Turner Sloss Place‑Based Partnership Liaison: Stacy Wall Schweikhart, Chief Executive Officer, Learn to Earn Dayton Place‑Based Partnership Liaison: Erica Fields, Senior Director, Partnerships and Community Impact QUALIFICATIONS 15+ years of progressively responsible experience in organizational transformation and change management, from practitioner to enterprise‑level leadership. Synthesizes complex information into clear and concise recommendations and action‑oriented implementation plans. Develops and effectively implements both strategic and operational project management plans. Generates innovative, data‑driven, and result‑oriented solutions to complex challenges. Respond quickly to changing ideas, responsibilities, expectations, trends, strategies, and other processes. Communicates effectively verbally and in writing and excels in active listening and conversing. Fosters collaboration across multiple constituencies to support more effective decision‑making. Establishes and maintains strong relationships with diverse stakeholders, both inside and outside of government, particularly community‑based relationships. Embraces differing viewpoints and implements strategies to find common ground. Demonstrates confidence and professional diplomacy while effectively interacting with individuals at all levels of various organizations. #J-18808-Ljbffr