SENIOR DIRECTOR OF DEVELOPMENT
MEMPHIS, TENNESSEE
The Arts Consulting Group seeks your interest or candidate recommendations to fill the Senior Director of Development position at Ballet Memphis in Memphis, Tennessee.
THE ORGANIZATION
Now celebrating its 21st season, Ballet Memphis is a creative resource to the nation as a maker and interpreter of its Southern cultural legacy through dance, production and training. Artistic Director/CEO Dorothy Gunther Pugh founded the Company in 1986 as Memphis Concert Ballet with two professional dancers and a budget of $75,000. Today, Ballet Memphis employs 15 professional dancers and has a $3.2 million budget. The Company performs at the historic Orpheum Theatre in downtown Memphis, as well as at non-traditional venues throughout the city and on tour, most recently at The Joyce Theater in New York City. The Ballet Memphis School trains more than 600 students annually. Additional student performance experience is provided through the Junior Company of Ballet Memphis. Ballet Memphis also offers Pilates and movement instruction at the Hope and Healing Center. Ballet Memphis' Educational Enrichment program is made possible in part by the generous support of the Greater Memphis Arts Council performs for and presents teaching artist sessions to more than 15,000 students annually. In 2006-2007, the combined entities of Ballet Memphis—dance company, ballet school and Pilates Centre—served approximately 75,000 people.
Ballet Memphis was recognized by the Ford Foundation as a national treasure when the Company was awarded a $1 million New Directions/New Donors for the Arts grant in 2000. Ballet Memphis was one of only four dance companies in the country to receive this honor along with San Francisco Ballet, Hubbard Street Dance and the Alvin Ailey School of American Dance. In 2007, the Andrew W. Mellon Foundation awarded a planning grant to Ballet Memphis to support field interviews, research, and convenings aimed at examining the intellectual and civic relevance and operational challenges of regional ballet companies in mid-sized cities. The work is being conducted primarily by Artistic Director/CEO Dorothy Gunther Pugh working with Russell Willis Taylor from National Arts Strategies. The planning grant will result in a paper that will be made available to the dance field. This discovery phase of the project requires the input of business leaders, futurists, marketing and trends experts, innovative non-profit leaders, and academics. Topics for discussion include the current civic imperatives facing cities, and how the arts are currently involved in addressing these issues, as well as what it means to be a successful community organization in each of various cities. In the second phase of the project, Ballet Memphis will pilot these new ideas using Memphis and its professional dance company as a lab with the goal of providing a national model for other companies to explore.
Ballet Memphis is dedicated to building on the creative energy that has always driven the city. As a maker and interpreter of their region's cultural legacy through dance, production and training, Ballet Memphis artists are creating original artistic works at the studios. Every day its talented dancers, who come to live in Memphis from all over the world, are bringing these magnificent works to life. And every day Ballet Memphis is carving out a spot for Memphis on the national artistic map. Additionally, Ballet Memphis' education program has received national acclaim from the Wolf Trap Foundation.
In 2001, Ballet Memphis became the first-ever Memphis arts organization to appear on a main stage in the nation's cultural capitol when the Company performed at New York's Kaye Playhouse to enthusiastic reviews by the New York press. The Company was also featured in Fast Company and The Wall Street Journal. Ballet Memphis scored another big win with the addition of internationally-renowned choreographer Trey McIntyre to its staff. Trey joined Ballet Memphis in the 2002-2003 season as the Company's first-ever choreographer-in-residence, producing two works for Ballet Memphis each year. In April of 2003, Ballet Memphis was one of nine companies invited to perform in Houston's Dance Salad along with The Royal Swedish Ballet, Netherlands Dance Theater and the Dutch National Ballet.
Ballet Memphis has created an environment and numerous opportunities for its dancers to grow as choreographers, as this is one of its highest priorities. Dancers are able to choreograph their first pieces for the Junior Company, then work with professional dancers as part of InteriorWorks, the annual show produced by company members. As they continue to grow as dance makers, they have the opportunity to present works in “Momentum: The Emerging Choreographers' Showcase.” Those that have made it to the main stage include Steven McMahon, Joseph Jefferies, Damien Patterson and Garrett Ammon.
THE POSITION
The selected candidate will possess a strong entrepreneurial spirit and effective supervisory skills and should demonstrate excellent interpersonal, organizational, analytical and communications skills. Ballet Memphis seeks a creative, energetic development professional to provide fundraising leadership as the company prepares for its twentieth anniversary season. The Senior Director of Development will report to the Managing Director and work closely with the Artistic Director, Managing Director and Board leadership to expand the Ballet Memphis donor base through the creation of major and planned giving programs that can help shape the organization's future. This position works closely with the internal team to personally cultivate board members and major gift prospects in broadening their relationship with Ballet Memphis. The successful candidate will plan, organize, and direct annual fund activities, including donor cultivation and communication with individual donors, foundations, corporations, and government agencies while overseeing special events and volunteer services. The Senior Director of Development must also be adept at recognizing opportunities to increase donor participation, creating and implementing fundraising strategies, and working collaboratively with a dedicated and lively team to meet its annual fund raising goal. The selected candidate will also work closely with the institution's Managing Director to effectively advance the mission and goals of Ballet Memphis to ensure that it is recognized as a leader in the dance field.
TRAITS AND CHARACTERISTICS
The selected candidate will possess a strong entrepreneurial spirit and effective supervisory skills and should demonstrate excellent interpersonal, organizational, analytical and communications skills. Ballet Memphis seeks someone with an optimistic orientation and “can do” attitude who easily adapts to changing assignments as required. A team-oriented individual with the ability to help shape the big picture while effectively implementing and following through on the many details that will define an exceptional development department is needed.
Additionally, the candidate should demonstrate the following:
- Self Management -Independently pursues objectives in an organized and efficient manner, prioritizes activities, maintains level of activity without direct supervision and minimizes disruptions to complete high quality work on time.
- Customer Focus - Consistently places a high value on donors. Objectively listens to, understands and represents donor feedback, anticipates donor needs and develops appropriate solutions. Meets all promises and commitments made to donors.
- Interpersonal Skills - Initiates and develops relationships in positive ways. Successfully works with a wide range of people at varying levels of the organization. Communicates with others in ways that are clear and considerate. Demonstrates ease in relating to a diverse range of people.
- Goal Achievement - Establishes goals that are relevant, realistic and attainable. Identifies and implements required plans and milestones to achieve specific goals. Stays on target to complete goals regardless of obstacles.
- Influencing Others - Effectively impacts others' actions. Gains commitment from others to achieve desired results. Analyses others' opinions and leads them to understand and willingly accept desired alternatives. Persuades others in a positive manner.
PRIMARY RESPONSIBILITIES
Oversees staff of two in special events, patron services and development operations/volunteer services including selecting and mentoring employees; planning, assigning, and directing work; appraising performance; addressing complaints and resolving problems; carrying out supervisory responsibilities in accordance with the organization's policies and applicable laws. Other essential duties and include, but are not limited to, the following:
EXPERIENCE AND QUALIFICATIONS
Bachelor's degree and a minimum of 3-5 years of senior development experience and a successful track record in individual and major giving is required. A sophisticated understanding of the tools of fundraising, excellent communications and planning skills, and the ability to work as part of a team and motivate others is necessary. Knowledge of contact management systems, databases, research and other donor relations software systems is needed, as are skills on the internet, with spreadsheets and word processing systems.
COMPENSATION AND BENEFITS
Competitive with generous benefits, including medical/dental insurance, 401(k) contribution plan, vacation, sick leave and holidays.
APPLICATIONS AND INQUIRIES
Send letter and resume with demonstrable accomplishments to:
Mr. Daniel J. Zanella, Vice President
Arts Consulting Group, Inc.
1040 Avenue of the Americas, 24th Floor
New York, NY 10018
Tel: (212) 918-1498
Fax: (212) 931-8544
E-Mail: balletmemphis@artsconsulting.com
Ballet Memphis: Passion, Power, Performance
Ballet Memphis is an Equal Opportunity Employer
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DIRECTOR OF DEVELOPMENT
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NEWPORT BEACH, CALIFORNIA
The Arts Consulting Group seeks your interest or candidate recommendations to fill the Director of Development position at the the Orange County Museum of Art, located in Newport Beach, California.
ORGANIZATION
The Orange County Museum of Art (www.ocma.net) was founded in 1962 and has played a central role in the support and promotion of modern and contemporary art in Southern California ever since. Its mission is to enrich the lives of a diverse and changing community through modern and contemporary art. The museum is guided by the conviction that exhibitions and programs should link 20th century and contemporary art, bridge local and global cultures, and inspire the sense of inquiry, creativity, and imagination within all people.
Key in its long-term vision is the construction of a new home that is fully capable of supporting its artistic, programmatic, and community engagement goals; a destination museum that is locally relevant and internationally significant. The museum has the opportunity to develop an 80,000 square foot facility at the Segerstrom Center for the Arts in Costa Mesa, California. A new facility is conceived as the full realization of the museum's values and aspirations, one that is architecturally significant, and incorporates art and artists into the design and life of the facility. At the same time, the museum must balance its fiscal responsibilities by identifying a number of facility-related earned income opportunities associated with a new home and leveraging its real estate assets to maximum effect. With this in mind, the museum is in the planning stages of a major capital campaign to support a building project and more than double its endowment fund.
Artistic excellence and financial stability encouraged the museum's board and other major donors to provide $2 million, over and above the operating budget, to take the next major step in the museum's development by supporting a comprehensive planning process for a new facility located in the heart of Orange County's cultural campus. These funds are being used for master planning, an international architectural competition, real estate and capital campaign consultants, and business planning. Spearheaded by the Bridge to the Future Committee, composed of select board and key staff, this planning process represents an institution-wide commitment to long-term capacity building at all levels. As the museum enters into a new era of growth and achievement, it is essential for it to continue building its artistic, financial, and managerial capacity over the next three years, as it makes the case for becoming a major Orange County and Southern California arts institution.
The museum and its many supporters believe that there is a great opportunity for a mid-sized modern and contemporary art museum in Southern California capable of swift responsiveness to current developments in the visual arts with the ability to place the latest innovations within the larger context of modern art history. This opportunity includes developing a building that will become a symbol for the vitality of contemporary culture, incorporating new technologies and media, and raising the level of environmental sustainability in museum architecture. Such a project will make a unique and essential contribution to the cultural life of Southern California, and help set the standard for museum design and programming nationally and internationally. Beginning in January 2008, two new board committees have been established to support capital fundraising and the building project.
The Orange County Museum of Art is the premier visual arts organization for nearly 3 million residents in one of the fastest-growing areas in California and the country. Critically acclaimed exhibitions, together with the Orange Lounge, its satellite gallery devoted to new media at South Coast Plaza, draw over 50,000 visitors annually. Some 15,000 children and adults participate in award-winning education programs. Members and contributors number nearly 3,000 and the museum employs 40 full and part-time staff. A recent audience survey revealed that the majority of the museum's visitors are over the age of 35, from Orange County, and with over 80% achieving a college education. It is the museum's goal to increase total visitorship by 10% a year to 60,000 by 2009 and to have that audience more closely reflect the demographics of Orange County.
The museum's reputation as one of the most important exhibition venues in the region was established from the very beginning. The museum organized such significant early exhibitions as the Morris Graves Retrospective (1963), Steiglitz Circle (1963), California Hard-Edge Painting (1964), Richard Diebenkorn Paintings (1965), Joe Goode and Edward Ruscha (1968), and Robert Rauschenberg in Black and White (1969). The museum served as a venue for Mark Rothko (1974), Robert Smithson (1974), The Last Time I Saw Ferus, 1957-1966 (1976), David Park Retrospective (1977), Stella Since 1970 (1978), Jasper Johns Prints 1970-1977 (1979), Ed Kienholz (1982), and Edvard Munch: Expressionist Paintings 1900-1940 (1983). It presented and acquired one of Bill Viola's most important early video installations, Theater of Memory (1987) and organized the critical retrospectives of Vija Celmins (1980), Chris Burden: A Twenty-Year Survey (1988) and Charles Ray (1990).
More recently, the museum has presented Lee Bul: Live Forever (2002) Iñigo Manglano-Ovalle (2003), Girls' Night Out (2003), Beautiful Losers: Contemporary Art, Skateboarding, and Street Culture (2004), Picasso to Pollock: Modern Masterpieces from the Wadsworth Atheneum Museum of Art (2004), John Waters: Change of Life (2005), Villa America: American Moderns, 1910-1950, (2006), and Catherine Opie (2006). Exhibitions organized by the museum with national and international tours include Mary Heilmann: To Be Someone (2007), Kutlug Ataman: Paradise (2007), Birth of the Cool: California Art, Design and Culture at Mid-Century (2007), and Peter Saul (2008).
The museum is now recognized as one of the finest small museums in America, with an outstanding collection, an ambitious exhibition program that rivals those of much larger museums, and groundbreaking education programs that respond to California curriculum standards. The museum's collection of 2,500 objects is concentrated on California art from the 1960s to the present and in recent years has expanded to include a substantial number of works from Latin America and Asia. The quality of the collection, and its importance to the history of 20th century art in California, was recently recognized with major funding from the Getty Grant Program and the Henry Luce Foundation for a series of collection exhibitions and vastly expanded web resources based on new collections research. The collection is a significant resource locally, nationally, and internationally, with important loans over the last year made to the Los Angeles County Museum of Art, Santa Monica Museum of Art, Grey Art Gallery and Study Center at New York University, Pompidou Center in Paris, and the Kunsthalle Dusseldorf in Germany.
In 2004 the Museum launched the Orange Lounge at South Coast Plaza, the first museum space on the west coast devoted to new media and video, and the only space of its kind located in a major retail complex, cited in the August 29th Sunday New York Times as "one of the most innovative museum ventures to emerge on the West Coast in recent memory."
Important institutions such as the Minneapolis Institute for the Arts, the Wexner Center for the Arts, the New Museum of Contemporary Art, the Vancouver Art Museum, and the Addison Gallery of Art host the museum's traveling exhibitions. Three of the museum's exhibitions toured to nine cities over the last two years—a key indication of the museum's scholarly and artistic leadership in its field. The museum was also one of the first in America to employ the use of iPods for audio tours, and to offer downloads of audio tours on its Web site, pioneering the use of new technologies that enable smaller museum's to offer visitors high quality interpretative materials. In response to these achievements and the success of 2004 California Biennial, the only exhibition to regularly survey the work of young artists in the state, the Los Angeles Times stated in October 2004, "The Orange County Museum of Art is back. The new leadership has charted a course to restore the museum's luster and expand its national presence."
The museum has now established a strong foundation on which to build: improved facilities with the $500,000 launch of the Orange Lounge and the $1 million renovation of the Newport Beach facility in 2004; a revitalized program and seasoned senior staff; and a new graphic identity and Web site that position the museum as a lively, progressive, and relevant cultural institution. The Board of Trustees will review a new strategic plan that takes the museum through 2012 in March 2008. The museum has grown its budget from $2.5 million in FY2003 to $4.2 million this year, and it has added nearly $6 million to its endowment to bring it to $13 million in total investment funds.
POSITION SUMMARY
The Director of Development provides the leadership and direction for the museum's comprehensive fundraising program, which includes annual fund, special events, membership, capital funds, donor acquisition and restricted project support, and endowment giving. Supervising a staff of five, the Director of Development cultivates donor prospects; maintains and enhances relationships with current donors; and develops, implements, and evaluates short-and long-term development strategies to advance the museum's artistic vision and mission. The position works closely with the museum's Director, Capital Campaign Committee and Board to provide leadership in designing and implementing overall capital campaign strategy. This includes guiding best practices in cultivating donor prospects, establishing an effective moves management program, soliciting funds, devising naming and other donor benefit opportunities, and managing the overall activities associated with a major capital construction and endowment project.
GENERAL RESPONSIBILITIES
Develop and oversee all functions in the fundraising program including Trustee Giving, Major Gifts, Membership, Corporate Sponsorships and Support, Foundation and Government Grants, Annual & Capital Giving Campaigns, Prospect Management, Special Events and the following areas:
- Develop strategic short and long-term fundraising plans and goals and opportunities for the organization and execute their implementation including the development of a comprehensive capital and annual operating fund campaign and its associated messaging
- Provide input and opinions to the leadership team on overall organizational decisions as appropriate as a member of senior management
- Oversee day-to-day management responsibility for the development department team; hire, train, and supervise development staff
- Assist in recruiting, convening, and supporting fundraising committees of the Board of Trustees
- Provide Trustees with adequate support and tools to engage in fundraising, partner with Board and Director on large asks as necessary and appropriate
- Develop and manage department budgets, including projection of fundraising revenue
- Plan and implement an on-going major gifts program with measurable goals and outcomes
- Develop and implement a planned giving program
- Build and administer a personal portfolio of major donors and prospects
- Effectively utilize outside consultants including campaign counsel as needed
- Performs other duties as assigned within the scope of responsibility and requirements of the position
CAMPAIGN MANAGEMENT ROLE
Prepare Prospect Lists and Perform Research
- Develop list of prospective donors capable of making a gift of $50,000 or more
- Develop prospect tracking mechanisms
- Conduct research on interests and capabilities of prospects
- Advise on additional research tools and strategies to supplement existing internal data, including wealth screening or other services which may be required
- Identify, rate, and solicit ready prospects with team input
Assist in Recruiting, Convening, & Supporting a Campaign Leadership Committee
- Provide campaign strategy, research, planning and implementation services
- Develop a "job description" for the Leadership Committee
- Develop a list of committee members with the museum's Director, Board and senior staff
- Invite identified individuals to serve on Committee
- Provide support and assistance with Committee member solicitation
Assess and Confirm Institutional Plans, Campaign Progress and Goals
- Review, assess and/or develop appropriate naming opportunities, donor benefit structures, and cultivation strategies
- Determine parameters of campaign and what projects will be supported
- Establish guidelines for coordinating the solicitation of major donors
- Establish formula for dividing funds raised jointly or alone
- Define administrative support process
Develop Campaign Communications and Messaging
- Determine whether current messaging clearly represents the museum and its campaign; revise as needed
- Develop information to be included on website
- Based on parameters of campaign and goal, develop case that best articulates a compelling case and which can be used for individual, foundation and corporate donors
- Prepare, review & revise proposals and solicitation materials, including collaterals as needed
- Develop appropriate campaign information to be included on website with proactive e-fundraising strategies
- Organize cultivation activities and events that have the potential to lead to major gifts toward campaign priorities
Convene and Support Leadership Committee
- Organize the campaign committee, prepare materials for committee meetings and keep committee members apprised of campaign deadlines and progress
- Inform and educate Committee to serve as ambassadors for the Campaign using best business practices
- Hold prospect review session with Leadership Committee, seeking recommendations for new prospects and connections to advance the campaign
- Work with Committee to determine appropriate levels of support and participation
Provide Hands-on Campaign Strategy, Plan and Implementation
Review and revise the detailed written Capital Fundraising Campaign Strategic Plan prepared by outside counsel that includes:
- A summary of the established campaign policies, parameters and protocols
- Recommendations for resources required to develop prospect research, donor cultivation and solicitation strategies, donor recognition program, special events, publicity and public relations materials, and campaign presentation materials
- Outlines donor giving opportunities and associated recognition programs
- A detailed timeline and action steps for a multi-year campaign indicating key deadlines, campaign activities, and a gift pyramid showing numbers of prospective donors needed for gifts at various levels
- Detailed action plan outlining implementation steps.
- Provide hands-on Leadership in Implementation of the Action Plan
- Manage the campaign and Capital Fundraising Campaign Strategic Plan implementation
- Provide ongoing counsel and support to the museum staff, Board, and Campaign Leadership Committee
TRAITS AND CHARACTERISTICS
The selected individual will have a well-rounded set of competencies that sets him/her apart from others in the field as a donor-oriented leader with the ability to set, pursue, and reach goals. Leading candidates will have proven tenacity, decisiveness, multitasking abilities and be flexible in achieving results. This will require an individual who can communicate the importance of organizational vision and its impact on the community while providing stewardship for the people who will combine forces to achieve success. Superior interpersonal and organizational skills, verbal and written presentation abilities, diplomacy, and strategic thinking are highly desired. Ease in relating to donors and community stakeholders who have varying backgrounds, ages, experience, and educational levels is important. The Director of Development should also value the balance between the investment of time, resources, and energy with goal achievement. Creativity in the ever-evolving technological world combined with sensibility regarding the effective use of time, resources and energy is greatly appreciated.
EXPERIENCE AND QUALIFICATIONS
Qualified applicants must have a Bachelor's degree in communications, liberal arts, or other related areas, as well as and a minimum ten years of senior development experience in fundraising for cultural or educational institutions, including demonstrated success in capital campaign and major gift solicitation. Five or more years experience supervising professional staff; excellent oral and written communication skills, the ability to make sound, ethical decisions and judgment calls in a strategic manner. Excellent organizational, project management, and computer skills, as well as the ability to develop constructive and cooperative working relationships with others. A sophisticated understanding of moves management, donor research, fundraising strategy, Board stewardship, donor cultivation, as well as excellent communication, computer and planning skills are required. Experience with DonorPerfect or similar software preferred and the ability to develop constructive and cooperative working relationships with others is needed.
COMPENSATION AND BENEFITS
Very competitive salary with generous benefits, including medical, dental and vision insurance, life insurance, vacation, and the option to add short- and long-term disability insurance. Staff will work in general office conditions with no known exposure to environmental hazards. The position requires a significant amount of computer work and use of general office equipment. Work will require frequent evening and weekend hours consistent with the museum's schedule of events and activities.
APPLICATIONS AND INQUIRIES
Send letter and resume with demonstrable accomplishments to:
Mr. Bruce D. Thibodeau, President
Arts Consulting Group, Inc.
1601 Hi Point Street
Los Angeles, CA 90035-4503
E-Mail: ocma@artsconsulting.com
Tel (323) 936.0626
Fax (323) 936.1196
Orange County Museum of Art is an Equal Opportunity Employer.
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MANAGING DIRECTOR
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LOS ANGELES, CALIFORNIA
The Arts Consulting Group seeks your interest or candidate recommendations to fill the Managing Director position at the Cornerstone Theater Company located in Los Angeles, California.
ORGANIZATION
Cornerstone Theater Company was founded in 1986 by Alison Carey and Bill Rauch. It is a multi-ethnic, ensemble-based theater company that commissions and produces new plays of both original works and contemporary adaptations of classics, which combine the artistry of professionals and community collaborators. By making theater with and for people of many ages, cultures and levels of theatrical experience, Cornerstone builds bridges between and within diverse communities in its home city of Los Angeles and nationwide. It has achieved critical acclaim for both its inclusive approach to theater making and the quality of its artistic work, including numerous awards and recognition for its achievements. Many of the country's most significant regional theaters have sought to partner with Cornerstone in the creation of commissioned collaborations.
The original Ensemble initially lived and worked in primarily rural communities, creating 12 epic musical productions in 10 states. The company helped define "community based theater" with innovative collaborations, producing work that engaged the collective talent of professionals and community artists. In 1991, the first Bridge Show brought together over 50 community-based artists who toured 10,000 miles to each other's hometowns. In 1992, Cornerstone settled in Los Angeles. During its 20 plus years, the Ensemble has commissioned nearly 50 playwrights and produced over 60 new works of American adaptations of classics and original plays.
Cornerstone is both a theater ensemble and a bridge building community organizing force. Pursuing its indivisible goals of excellence and inclusion, Cornerstone accomplishes its mission through five primary programs:
Community Collaborations are at the core of its work as a theater company. During a several-month residency, professional artists work alongside community artists of all ages on a new play or adapted classic that celebrates the community, which is then performed in a community venue. Following a series of community collaborations, the company produces a culminating Bridge Show that offers the opportunity for diverse groups of past participants to come together and experience deeper, ongoing community engagement with Cornerstone and with each other.
Ensemble Productions, original productions created by the ensemble and guest artists that allow the company to exercise different creative muscles than those typically engaged during community collaborations. Ensemble productions usually run four to six weeks, are sometimes site-specific, often created to tour, always include one pay-what-you-can performance per week and typically become part of the company's permanent repertory
Educational Programs bring the company's community-based theater methodology to young audiences and early career theater artists. In Literature to Life Los Angeles, Cornerstone brings productions based on books from Los Angeles Unified School District's core curriculum to students in grades 6-12. The program has reached over 42,000 students. The company also offers training through an annual Summer Internship and the Altvater Fellowship, which offers 10-week programs that allow interns and fellows to develop a deeper understanding of the role that the arts can play in a community.
The Cornerstone Institute, a four-week summer residency program that offers a unique, hands-on collaborative experience of creating theater and exploring strategies for community engagement while living with and within a small diverse rural community. In many ways, the Institute allows students to revisit the early roots of the Ensemble and be informed by the lessons learned from over twenty years of successful collaborations.
Throughout its history, Cornerstone has been carefully managed and has grown into a company with an operating budget of over $1.1 million, of which over 83% is derived from contributed income. The company is consistently supported by national funding sources that recognize its long history of innovation and national impact. Cornerstone also has a modest endowment and cash reserve, upon which it seeks to build.
VALUES
The values of Cornerstone Theater include:
< Commitment to process, accompanied by a shared belief that we learn more by listening than talking, exemplified by the ensemble's consensus decision making on all artistic hiring and major program and policy decisions;
< Commitment to diversity of all types as exemplified by the make-up of our board, staff and ensemble;
< Belief that society can flourish only when its members know and respect one another, exemplified by our mission of building bridges between and within diverse communities;
< Belief that everyone is an artist, as exemplified by the community collaborations which form our primary program.
GOVERNANCE
Cornerstone Theatre Company has effectively transitioned from a founder led company to the next generation of leadership when it named Michael John Garcès as its Artistic Director in 2006. The Ensemble is fully prepared to support new leadership, and the organization is financially sound and its core programs continue to attract loyal audiences, community collaborators and financial support. The governance and management of Cornerstone Theater Company is based on a unique structure. There are three core components of the organization: Ensemble, Board and Staff. The Ensemble, comprised of 16 professional actors, writers, designers, technicians and administrators committed to Cornerstone and its mission, makes decisions by consensus, and as a collective, is a key informant to all artistic decisions made within the company. The Ensemble is led by the Artistic Director who, with the Managing Director, is one of two contracted employees responsible to the Board of Directors. In addition to the Artistic Director and Managing Director, two other representatives of the Ensemble currently serve, in addition to their artistic responsibilities, as Board members, the 19-member Board of Directors sets policy, advocates for the organization, supports the company's fundraising efforts, exercises its fiduciary duty, makes decisions democratically and attempts to seriously consider the opinions, values and concerns of the Ensemble as it makes decisions that impact the organization. The Staff, comprised of 10 full-time members, is charged with major responsibilities that include maintaining an administrative and production infrastructure, managing all programs, including producing the company's shows, raising funds, and managing all income, expenses and assets at the direction of the Board.
POSITION SUMMARY
The Managing Director works closely with the Artistic Director, Ensemble, staff, and an engaged Board of Directors, all of whom live Cornerstone's mission within a dynamic team. The Managing Director is responsible for the overall management and staff supervision of the non-artistic aspects of the company, including fundraising, budgeting, financial management, contract administration, strategic planning, community engagement, and Board relations. The Managing Director must assume a leadership role within the context of a consensus-run ensemble. The Managing Director functions at the nexus between several important organizational goals, including the responsibility to support its ongoing ensemble, the commitment to fiscal stability, and the ongoing development of its important relationships with communities.
PRIMARY RESPONSIBILITIES
Primary responsiblities of the position include:
Institutional Advancement and Community Relations
< Serves as a primary spokesperson to the community along with the Artistic Director in clearly articulating the mission and impact of Cornerstone.
< Oversees development activities including assisting identification and cultivation of potential funding sources with Director of Development and Board of Directors.
< Provides stewardship for fundraising activities from individual, foundation, corporation and government agency supporters and the new initiative for social entrepreneurship with the Director of Development and Development Committee of the Board.
< Uses educational outreach programs to increase awareness of the Company by corporations, granting sources, and the general public.
< Ensures that education program impacts are effectively communicated to stakeholders and that Cornerstone is best serving the community's needs in this area.
< Serves as a primary contact with media, foundations, arts community leaders and other institutional stakeholders as needed.
< Guides the creation and timely release of all printed materials including company marketing publications, newsletters, and press releases that generate interest and community participation and support.
Strategic Planning and Governance
< Works with Artistic Director, Board of Directors, Ensemble, Staff and other stakeholders in the development and implementation of short-term operational and long-term strategic plans.
< Works with Artistic Director, Board of Directors, Staff and Ensemble to oversee the strategic planning, including program development, financial support, facility needs and organizational structure.
< Evaluates progress towards goals on a regular basis with the Board, Artistic Director, and senior staff.
< Strategizes the best use of Board resources with the Chairman in developing policy-driven and critical-action item agendas for Board meetings.
< Prepares written reports for presentation to various committees and the Board.
Finance and Administration
< Supervises the preparation and timely financial reporting and oversees the annual operating budgeting and works with the Finance Committee of the Board to track and project income and expenses.
< Collaborates with Artistic Director on artistic budget development for upcoming season and determining feasibility of financing new artistic initiatives.
< Monitors expenses to budget with all departments, coordinates proper expense allocations with Business Manager, and mentors staff on effective budget monitoring and reporting.
< Hires, trains, and supervises administrative staff, and oversees the effective use of financial and technological resources needed to achieve the organization's goals and objectives.
< Monitors employee performance against objectives, while mentoring, guiding, and providing appropriate leadership.
< Creates human resources policies, practices, and procedures with appropriate Board input to ensure that they comply with state and federal employment laws and regulations.
< Establishes an administrative environment and decision-making process that promotes a positive working atmosphere and collegial staff relations.
TRAITS AND CHARACTERISTICS
Cornerstone Theater seeks an innovative, proactive, and creative thinker, able to help shape the company's future while providing internal stability and quiet confidence. This individual will possess a passion for community service and for bringing people together across community lines. In addition to articulating and demonstrating a commitment to the mission, vision, and values of Cornerstone Theater, he/she will also demonstrate a commitment to and share in Cornerstone's aesthetic, which is contemporary, innovative, community-specific and joyful. Finally, the ideal candidate for Cornerstone's new Managing Director will believe in the power of theater to change people's lives.
Additionally, the candidate should demonstrate the key components of the following competencies:
< Self Management – Independently initiates and pursues objectives in an organized and efficient manner, prioritizes activities, maintains level of activity without direct supervision and maximizes team interaction to complete high quality work on time.
< Goal Achievement & Decision Making - Establishes consensus-generated goals that are relevant, realistic and attainable. Identifies and implements required plans and milestones to achieve specific goals. Stays on target to complete goals and devises best practices and decision making processes to overcome obstacles.
< Results Orientation & Problem Solving - Identifies strategic initiatives and embraces a comprehensive organizational focus that most effectively mobilizes human, technical and financial resources to maximize results. Embraces key components of a problem to formulate suitable solutions.
< Interpersonal Skills - Initiates and develops relationships in positive ways. Successfully works with a wide range of people at varying levels both inside and outside the organization. Communicates with others in ways that are clear and considerate. Demonstrates ease in relating to a diverse range of people.
< Diplomacy and Tact - The ability to treat others fairly, regardless of personal biases or beliefs. Maintains positive relationships with others through respect, fair treatment, valuing differences, and respecting diversity.
EXPERIENCE AND QUALIFICATIONS:
At least 5-7 years senior management experience with increasing levels of general management responsibility. Passion for and demonstrable results in an arts, educational, or cultural impact organizations preferred. Excellent verbal and written communication skills with a participatory leadership style in working collaboratively with artistic personnel, staff and volunteers. Compensation is commensurate with experience.
COMPENSATION AND BENEFITS
Competitive based on experience, plus a comprehensive benefits plan including medical and dental insurance, 403(B) contribution plan, vacation, sick leave, personal and holidays.
APPLICATIONS & INQUIRIES
Bruce D. Thibodeau, President
Arts Consulting Group, Inc.
1601 Hi Point Street
Los Angeles, CA 90035-4503
Tel (323) 936.06236
Fax (323) 936.1196
E-mail: cornerstone@artsconsulting.com
Cornerstone Theatre Company is an Equal Opportunity Affirmative Action Employer.
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| NEWPORT BEACH, CALIFORNIA
The Arts Consulting Group seeks your interest or candidate recommendations to fill the Capital Campaign Director position at the the Orange County Museum of Art, located in Newport Beach, California.
ORGANIZATION
The Orange County Museum of Art (www.ocma.net) was founded in 1962 and has played a central role in the support and promotion of modern and contemporary art in Southern California ever since. Its mission is to enrich the lives of a diverse and changing community through modern and contemporary art. The museum is guided by the conviction that exhibitions and programs should link 20th century and contemporary art, bridge local and global cultures, and inspire the sense of inquiry, creativity, and imagination within all people.
Key in its long-term vision is the construction of a new home that is fully capable of supporting its artistic, programmatic, and community engagement goals; a destination museum that is locally relevant and internationally significant. The museum has the opportunity to develop an 80,000 square foot facility at the Segerstrom Center for the Arts in Costa Mesa, California. A new facility is conceived as the full realization of the museum's values and aspirations, one that is architecturally significant, and incorporates art and artists into the design and life of the facility. At the same time, the museum must balance its fiscal responsibilities by identifying a number of facility-related earned income opportunities associated with a new home and leveraging its real estate assets to maximum effect. With this in mind, the museum is in the planning stages of a major capital campaign to support a building project and more than double its endowment fund.
Artistic excellence and financial stability encouraged the museum's board and other major donors to provide $2 million, over and above the operating budget, to take the next major step in the museum's development by supporting a comprehensive planning process for a new facility located in the heart of Orange County's cultural campus. These funds are being used for master planning, an international architectural competition, real estate and capital campaign consultants, and business planning. Spearheaded by the Bridge to the Future Committee, composed of select board and key staff, this planning process represents an institution-wide commitment to long-term capacity building at all levels. As the museum enters into a new era of growth and achievement, it is essential for it to continue building its artistic, financial, and managerial capacity over the next three years, as it makes the case for becoming a major Orange County and Southern California arts institution.
The museum and its many supporters believe that there is a great opportunity for a mid-sized modern and contemporary art museum in Southern California capable of swift responsiveness to current developments in the visual arts with the ability to place the latest innovations within the larger context of modern art history. This opportunity includes developing a building that will become a symbol for the vitality of contemporary culture, incorporating new technologies and media, and raising the level of environmental sustainability in museum architecture. Such a project will make a unique and essential contribution to the cultural life of Southern California, and help set the standard for museum design and programming nationally and internationally.
The Orange County Museum of Art is the premier visual arts organization for nearly 3 million residents in one of the fastest-growing areas in California and the country. Critically acclaimed exhibitions, together with the Orange Lounge, its free satellite gallery devoted to new media at South Coast Plaza, draw over 50,000 visitors annually. Some 15,000 children and adults participate in award-winning education programs. Members and contributors number nearly 3,000 and the museum employs 40 full and part-time staff. A recent audience survey revealed that the majority of the museum's visitors are over the age of 35, from Orange County, and with over 80% achieving a college education. It is the museum's goal to increase total visitorship by 10% a year to 60,000 by 2009 and to have that audience more closely reflect the demographics of Orange County.
The museum's reputation as one of the most important exhibition venues in the region was established from the very beginning. The museum organized such significant early exhibitions as the Morris Graves Retrospective (1963), Steiglitz Circle (1963), California Hard-Edge Painting (1964), Richard Diebenkorn Paintings (1965), Joe Goode and Edward Ruscha (1968), and Robert Rauschenberg in Black and White (1969). The museum served as a venue for Mark Rothko (1974), Robert Smithson (1974), The Last Time I Saw Ferus, 1957-1966 (1976), David Park Retrospective (1977), Stella Since 1970 (1978), Jasper Johns Prints 1970-1977 (1979), Ed Kienholz (1982), and Edvard Munch: Expressionist Paintings 1900-1940 (1983). It presented and acquired one of Bill Viola's most important early video installations, Theater of Memory (1987) and organized the critical retrospectives of Vija Celmins (1980), Chris Burden: A Twenty-Year Survey (1988) and Charles Ray (1990).
More recently, the museum has presented Lee Bul: Live Forever (2002) Iñigo Manglano-Ovalle (2003), Girls' Night Out (2003), Beautiful Losers: Contemporary Art, Skateboarding, and Street Culture (2004), Picasso to Pollock: Modern Masterpieces from the Wadsworth Atheneum Museum of Art (2004), John Waters: Change of Life (2005), Villa America: American Moderns, 1910-1950, (2006), and Catherine Opie (2006). Exhibitions organized by the museum with national and international tours include Mary Heilmann: To Be Someone (2007), Kutlug Ataman: Paradise (2007), Birth of the Cool: California Art, Design and Culture at Mid-Century (2007), and Peter Saul (2008).
The museum is now recognized as one of the finest small museums in America, with an outstanding collection, an ambitious exhibition program that rivals those of much larger museums, and groundbreaking education programs that respond to California curriculum standards. The museum's collection of 2,500 objects is concentrated on California art from the 1960s to the present and in recent years has expanded to include a substantial number of works from Latin America and Asia. The quality of the collection, and its importance to the history of 20th century art in California, was recently recognized with major grants from the Getty Grant Program and the Henry Luce Foundation for a series of collection exhibitions and vastly expanded web resources based on new collections research. The collection is a significant resource locally, nationally, and internationally, with important loans over the last year made to the Los Angeles County Museum of Art, Santa Monica Museum of Art, Grey Art Gallery and Study Center at New York University, Pompidou Center in Paris, and the Kunsthalle Dusseldorf in Germany.
In 2004 the Museum launched the Orange Lounge at South Coast Plaza, the first museum space on the west coast devoted to new media and video, and the only space of its kind located in a major retail complex, cited in the August 29th Sunday New York Times as "one of the most innovative museum ventures to emerge on the West Coast in recent memory."
Important institutions such as the Minneapolis Institute for the Arts, the Wexner Center for the Arts, the New Museum of Contemporary Art, the Vancouver Art Museum, and the Addison Gallery of Art host the museum's traveling exhibitions. Three of the museum's exhibitions toured to nine cities over the last two years—a key indication of the museum's scholarly and artistic leadership in its field. The museum was also one of the first in America to employ the use of iPods for audio tours, and to offer free downloads of audio tours on its Web site, pioneering the use of new technologies that enable smaller museum's to offer visitors high quality interpretative materials. In response to these achievements and the success of 2004 California Biennial, the only exhibition to regularly survey the work of young artists in the state, the Los Angeles Times stated in October 2004, "The Orange County Museum of Art is back. The new leadership has charted a course to restore the museum's luster and expand its national presence."
The museum has now established a strong foundation on which to build: improved facilities with the $500,000 launch of the Orange Lounge and the $1 million renovation of the Newport Beach facility in 2004; a revitalized program and seasoned senior staff; and a new graphic identity and Web site that position the museum as a lively, progressive, and relevant cultural institution. The museum has grown its budget from $2.5 million in FY2003 to $4.2 million this year, and it has added nearly $6 million to its endowment to bring it to $13 million in total investment funds.
POSITION SUMMARY
The Capital Campaign Director works closely with the museum's Director, Development Director, Capital Campaign Committee and Board to provide leadership in designing and implementing overall capital campaign strategy. This includes guiding best practices in cultivating donor prospects, establishing an effective moves management program, soliciting funds, devising naming and other donor benefit opportunities, and managing the overall activities associated with a $75 million major capital construction and endowment project. This position also plans, organizes, and implements donor programs within major organizational policies and is an integral senior management team player. The position reports to the Director and supervises a campaign assistant and works closely with volunteer leadership in ensuring smooth internal operations and external branding for the campaign.
PRIMARY RESPONSIBILITIES
Prepare Prospect Lists and Perform Research
- Develop list of prospective donors capable of making a gift of $50,000 or more
- Develop prospect tracking mechanisms
- Conduct research on interests and capabilities of prospects
- Advise on additional research tools and strategies to supplement existing internal data, including wealth screening or other services which may be required
- Identify, rate, and solicit ready prospects with team input
Assist in Recruiting, Convening, & Supporting a Campaign Leadership Committee
- Provide campaign strategy, research, planning and implementation services
- Develop a "job description" for the Leadership Committee
- Develop a list of committee members with the museum's Director, Board and senior staff
- Invite identified individuals to serve on Committee
- Provide support and assistance with Committee member solicitation
Assess and Confirm Institutional Plans, Campaign Progress and Goals
- Review, assess and/or develop appropriate naming opportunities, donor benefit structures, and cultivation strategies
- Determine parameters of campaign and what projects will be supported
- Establish guidelines for coordinating the solicitation of major donors
- Establish formula for dividing funds raised jointly or alone
- Define administrative support process
Develop Campaign Communications and Messaging
- Determine whether current messaging clearly represents the museum and its campaign; revise as needed
- Develop information to be included on website
- Based on parameters of campaign and goal, develop case that best articulates a compelling case and which can be used for individual, foundation and corporate donors
- Prepare, review & revise proposals and solicitation materials, including collaterals as needed
- Develop appropriate campaign information to be included on website with proactive e-fundraising strategies
- Organize cultivation activities and events that have the potential to lead to major gifts toward campaign priorities
Convene and Support Leadership Committee
- Organize the campaign committee, prepare materials for committee meetings and keep committee members apprised of campaign deadlines and progress
- Inform and educate Committee to serve as ambassadors for the Campaign using best business practices
- Hold prospect review session with Leadership Committee, seeking recommendations for new prospects and connections to advance the campaign
- Work with Committee to determine appropriate levels of support and participation
Provide Hands-on Campaign Strategy, Plan and Implementation
Review and revise the detailed written Capital Fundraising Campaign Strategic Plan prepared by outside counsel that includes:
- A summary of the established campaign policies, parameters and protocols
- Recommendations for resources required to develop prospect research, donor cultivation and solicitation strategies, donor recognition program, special events, publicity and public relations materials, and campaign presentation materials
- Outlines donor giving opportunities and associated recognition programs
- A detailed timeline and action steps for a multi-year campaign indicating key deadlines, campaign activities, and a gift pyramid showing numbers of prospective donors needed for gifts at various levels
- Detailed action plan outlining implementation steps.
Provide hands-on Leadership in Implementation of the Action Plan
- Manage the campaign and Capital Fundraising Campaign Strategic Plan implementation
- Provide ongoing counsel and support to the museum staff, Board, and Campaign Leadership Committee
TRAITS AND CHARACTERISTICS
The selected individual will have a well-rounded set of competencies that sets him/her apart from others in the field as a donor-oriented leader with the ability to set, pursue, and reach goals. Leading candidates will have proven tenacity, decisiveness, multitasking abilities and be flexible in achieving results. This will require an individual who can communicate the importance of organizational vision and its impact on the community while providing stewardship for the people who will combine forces to achieve a successful campaign. Superior interpersonal and organizational skills, verbal and written presentation abilities, diplomacy, and strategic thinking are highly desired. Ease in relating to donors and community stakeholders who have varying backgrounds, ages, experience, and educational levels is important. The Capital Campaign Director should also value the balance between the investment of time, resources, and energy with goal achievement. Creativity in the ever-evolving technological world combined with sensibility regarding the effective use of time, resources and energy is greatly appreciated.
EXPERIENCE AND QUALIFICATIONS
Qualified applicants must have a bachelor's degree and a minimum of 8-10 years of senior development experience with a proven track record in capital campaigns. A sophisticated understanding of moves management, donor research, fundraising strategy, Board stewardship, donor cultivation, as well as excellent communication, computer and planning skills are required. Experience with DonorPerfect or similar software preferred and the ability to develop constructive and cooperative working relationships with others is needed.
COMPENSATION AND BENEFITS
Very competitive salary with generous benefits, including medical, dental and vision insurance, short- and long-term disability insurance, life insurance, and vacation.
APPLICATIONS AND INQUIRIES
Send letter and resume with demonstrable accomplishments to:
Mr. Bruce D. Thibodeau, President
Arts Consulting Group, Inc.
1601 Hi Point Street
Los Angeles, CA 90035-4503
E-Mail:ocma@artsconsulting.com
Tel (323) 936.0626
Fax (323) 936.1196
Orange County Museum of Art is an Equal Opportunity Employer.
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On behalf of the Board of Directors of the Chicago High School for the Arts (CHSA), Carrington and Carrington, Ltd., is seeking candidates for the position of Executive Director. The mission of the CHSA is to provide artistically gifted, diverse Chicago high school students intensive pre-professional training in the arts, combined with a comprehensive college preparatory academic curriculum, and personal and social development. This position opened up recently and it is possible that we would move rather quickly to fill it. I would appreciate you sharing this information with others in your professional network.
Nelvia M. Brady, Ph.D.
On behalf of Marian Carrington
Carrington & Carrington, Ltd.
39 S. LaSalle St.
Suite 700
Chicago, IL 60603-1557
312-606-0015
mcarrington@cclltd.com
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