Selected Current Searches

A partial list of in-process searches follows, along with a brief position description. If you wish to be considered, please contact the consultant listed via e-mail with a resume attached.

General inquiries should be sent via regular mail. If your background and experience are appropriate for our practice, we will include your information in our database, and will contact you in the future.

Please click on a particular search for a brief position description:

Please click on a particular search for a brief position description:

AMERICAN FRIENDS OF THE HEBREW UNIVERSITY
Executive Director, Greater New York Region

AMERICAN RED CROSS GREATER NEW YORK REGION
Regional Chief Executive

ASU LODESTAR CENTER
Advancing Philanthropy Initiative Director

AUSTIN MUSEUM OF ART
Executive Director and Chief Executive Officer

COMMITTEE OF 100
Director of Development

CORNELL FINE ARTS MUSEUM AT ROLLINS COLLEGE
Bruce A. Beal Director

THE HEINZ CENTER
President

JASA (JEWISH ASSOCIATION SERVING THE AGING)
Chief Administrative Officer

MUSEUM OF ARTS AND DESIGN
Deputy Director, Development and Marketing

NEUBERGER MUSEUM OF ART, SUNY PURCHASE COLLEGE
Director

NEW 42ND STREET
Vice President of Development

NEW AMERICA FOUNDATION
Washington, DC

ORBIS INTERNATIONAL
Director of Development, Americas

THE ROSE ART MUSEUM
Director

RUTH AND ELMER WELLIN MUSEUM OF ART AT HAMILTON COLLEGE
Director

WORLD RESOURCES INSTITUTE
President

Position Descriptions in Brief

AMERICAN FRIENDS OF THE HEBREW UNIVERSITY, New York, NY

Executive Director, Greater New York Region

American Friends of The Hebrew University (AFHU) is a national, not-for-profit organization that provides programs, events and activities in support of The Hebrew University of Jerusalem.  Forging a meaningful partnership between the people of the United States and the people of Israel, AFHU (www.afhu.org) helps to ensure the nation’s wellbeing by nurturing Israel’s greatest asset:  the intellectual strength of its people.  Founded in 1925 by the American philanthropist, Felix M. Warburg, AFHU has been a central force in The Hebrew University’s rise to international prominence.  Today, AFHU is part of an international Society of Friends organization group spanning more than 25 countries.  AFHU  is headquartered in New York City and maintains seven regional offices around the United States.  AFHU’s campaigns enable The Hebrew University to:  recruit and retain outstanding faculty; build teaching and research facilities; provide student scholarships; advance research; and further regional and international peace and pluralism.

The Hebrew University of Jerusalem (www.huji.ac.il/huji/eng), Israel’s first university, was founded on Mount Scopus in 1918 by visionaries including Albert Einstein, Sigmund Freud, Martin Buber and Chaim Weizmann.  Since opening its doors in 1925, Israel’s flagship institution for higher learning has been dedicated to fostering human health, illuminating the world through the humanities, and expanding the boundaries of knowledge and human imagination.  Through scholarly collaboration, joint research and outreach, The Hebrew University builds bridges to peace between Israel, her regional neighbors and with societies on every continent.

Ranked among the world’s leading universities, The Hebrew University is located on three campuses in Jerusalem and a fourth in Rehovot.  More than 23,000 students from over 65 countries choose The Hebrew University for its seven academic Faculties in the Humanities, Law, Science, Social Sciences, Medicine, Dental Medicine, and The Robert H. Smith Faculty of Agriculture, Food and Environment. 

Faculty and alumni of The Hebrew University have won seven Nobel Prizes in the last decade.  Distinguished alumni include Israeli Prime Ministers, the first female Supreme Court President, 24 percent of Knesset members and half of Israel’s Supreme Court justices.  By supporting one of the world’s most prestigious and productive universities, AFHU fosters vital research in medicine, technology and sustainable agriculture, among many other areas of innovation.  AFHU’s support helps to educate leaders destined to have a profound impact on tomorrow, and its contributions enhance Israel’s global stature and create an enduring and timeless partnership between Israel and communities worldwide.

GENERAL SUMMARY

The Executive Director of the Greater New York Region is responsible for leading and managing a comprehensive fundraising and awareness campaign within New York City, Westchester County, Long Island and Connecticut.  Serving as catalyst, coordinator and frontline fundraiser, the Executive Director will plan, organize, direct, and evaluate annual and planned giving campaigns and major and principal gifts through a broad-based effort that includes a variety of educational programs, fundraising events, and direct cultivation, solicitation and stewardship.

The Executive Director reports to the National Director of Development and will build collaborative relationships, both internally and externally, in order to expand and increase philanthropic support within the region.  He or she will bring a fresh perspective to AFHU’s efforts, recognizing and harnessing the enormous potential in the region by developing a plan and strategy to significantly increase the number of donors and dollars raised by the New York campaign.

PRINCIPAL DUTIES AND RESPONSIBILITIES

The Executive Director will bring a creative and strategic vision to AFHU and will:

• Assume leadership of the regional campaign; develop and implement a comprehensive campaign infrastructure, define strategies and clearly articulate goals and objectives including principal and major gifts, planned giving, special events and direct mail follow-up;

• Establish a strong working partnership with the National Director of Development (based in Boca Raton, Florida); build an effective relationship with the National Executive Director and other national staff whose work supports and enhances the New York Region’s efforts; attend Senior Management meetings;

• Gain the trust and confidence of the Chairman and the rest of the Greater New York Region Board; use their talents, resources and ideas to enhance fundraising activities; know and understand the Board’s giving patterns and encourage their participation as major donors and solicitors; assist staff in continuing to build a strong regional board;

• Provide leadership and supervision to regional staff in developing regional fundraising game plans and objectives; monitor achievements and revise game plans when financial shortfalls occur; monitor all aspects of the campaign to ensure accountability;

• Play a hands-on, creative role in the identification, cultivation and solicitation of major gifts prospects; personally cultivate and solicit donors as appropriate; develop and lead missions to Israel to enhance donor participation and connection to the University;

• Provide support and direction for regional staff to plan and implement informational and special events for the cultivation of potential donors and lay leaders, including educational programs, parlor meetings, community events and quarterly regional board meetings;

• Manage the New York regional office; invest in staff development and ensure that the staff has the tools and support needed to be successful; establish processes that will ensure greater staff accountability, including best practices; hire when necessary; promote trust and teamwork within the region;
• Be an enthusiastic and visible advocate for the American Friends of The Hebrew University; articulate a clear and compelling case for support of the University;

• Develop key relationships with The Hebrew University administration and faculty as appropriate in support of fundraising initiatives and donor interests;

• Ensure that all donors are appropriately thanked and regularly communicated with; make donor stewardship a priority at all levels.

IDEAL EXPERIENCE AND QUALIFICATIONS

The ideal candidate should have the following experience and qualifications:

• Proven experience developing and implementing a significant and successful fundraising effort in an institution or organization that has a reputation for quality and excellence;

• Proven leadership and management experience, with a track record of successfully managing and motivating a fundraising team to achieve stated results and soliciting major gifts;

• A successful track record of personally identifying, cultivating, soliciting and stewarding major individual donors and community leaders for annual and planned gifts;

• Demonstrated ability to work effectively with and gain the support of a sophisticated board; experience motivating and supporting the fundraising efforts of Board members and other volunteers;

• A track record as an effective communicator; skilled in writing and speaking; adept at crafting proposals, donor correspondence and other kinds of materials;

• Bachelor’s degree required; advanced degree preferred.

PERSONAL CHARACTERISTICS

The Executive Director will be:

• Committed to and enthusiastic about the mission and programs of The Hebrew University;

• A confident, intelligent and articulate self-starter and finisher who is creative and entrepreneurial yet collaborative and team-oriented; comfortable with taking calculated risks;

• Outgoing, straightforward and self-possessed; one who shares information readily, listens as well as gives advice, respects the abilities of others, and makes decisions with confidence;

• A skillful diplomat, able to build and maintain successful relationships with colleagues, donors, Board members and other lay leaders, as well as professors, researchers, students and other members of the academic community;

• Flexible and well organized, with exceptional attention to detail and follow through;

• Able to manage stress and maintain professionalism in high pressure situations;

• Able to travel to Israel as needed;

• Emotionally mature, with a sense of humor to maintain perspective and balance.  

Please send applications and nominations to the attention of Becky Klein at

AFHU@PhillipsOppenheim.com.

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AMERICAN RED CROSS GREATER NEW YORK REGION, New York, NY

Regional Chief Executive

The American Red Cross Greater New York Region is seeking a dynamic leader to serve as Regional Chief Executive.  The Regional Chief Executive will lead a dedicated team of mission-driven professionals and volunteers in service delivery, fundraising, and partnership development and management, attracting and leveraging substantial resources to achieve the mission of one of the largest Red Cross chapters in the nation.

THE RED CROSS

Clara Barton and a circle of acquaintances founded the American Red Cross in Washington, DC in 1881 after learning of the Swiss-inspired International Red Cross Movement.  The Red Cross received its first congressional charter in 1900, and the charter remains in effect today.  As a humanitarian organization led by volunteers, the mission is to provide relief to victims of disasters and help people prevent, prepare for and respond to emergencies.  While closely associated with the federal government in the promotion of its objectives, the Red Cross is an independent nonprofit organization and is financially supported by voluntary public contributions and cost reimbursement.  The President of the United States is Honorary Chairman of the Board of Governors which elects the President of the Red Cross.

THE REGION

The American Red Cross Greater New York Region (the Region) comprises three chapters in the Greater New York area including the regional chapter based in New York City and two community chapters – one serving Long Island and one serving Westchester, Lower Hudson Valley and Greenwich, Connecticut.  The Region provides disaster preparedness, response and recovery and offers a variety of health and safety classes as well as a blood donation program, and provides services to the Armed Forces and international social services to a population of 13 million residents in the Region.  In addition, it is one of six identified catastrophic disaster risk areas in the country and, as such, maintains a highly performing Disaster Response Department. 

The Red Cross Greater New York Region, one of the top 25 markets in the United States, has a staff of 109, approximately 7,000 volunteers and a budget of $30 million of which $8 million comes from statewide grants; the greater amount is raised from individuals, corporations, foundations and special events.

THE POSITION

The Regional Chief Executive of the American Red Cross Greater New York Region will serve as the public face for the Region and will lead, direct and manage the geographic area’s service delivery, fundraising, external relations and day-to-day activities.  Inspiring and dedicated to the mission and purpose of the Red Cross, the Regional Chief Executive will be accountable for achieving challenging fundraising and financial goals through nationally defined, locally executed revenue development programs and performance targets. 

Reporting directly to the American Red Cross Northeast Division Vice President and also working in close partnership with the Board of Trustees of the Region, the Regional Chief Executive will ensure that the Region is fiscally, operationally and administratively sound and that the local Board and staff are focused on mission and fundraising efforts that are well conceived, attainable, imaginative and balanced.

The Regional Chief Executive will build relationships with key constituents including local and state governmentpartners to ensure successful mission delivery.  As an external presence and spokesperson, the individual will expand funding from individual donors, foundations and corporations in all areas of the Region and develop more diverse sources of revenue, coordinating with national fundraising leadership, local development staff and Board.  As a member of the Division leadership team, s/he will supervise a senior management team consisting of:  the Chief Operating Officer, Chief Development Officer, Community Chapter Executives for Metro New York North and Long Island, and Directors of Communications, Disaster Services, Community and Government Relations, and Administrative Support.  The individual will also work closely with marketing, finance, technology and other national headquarters functions that support the Region.

It is of primary importance that the Regional Chief Executive build greater awareness for the mission and purpose of the Red Cross, collaborate with partners within the Region’s geographic area, and ensure that all constituencies and publics are served and that donors are cultivated and supportive.

KEY RESPONSIBILITIES

The Regional Chief Executive will provide strong, energetic and motivational leadership, with the capability to listen carefully, lead by example and, in partnership with many stakeholders including volunteers, move the Region forward, mindful of the commitment throughout the country to one Red Cross.  In addition, the individual will be expected to:

• Lead a team of dedicated, mission-driven professionals, both paid and volunteer, to increase the community’s resilience and motivate residents to prevent, prepare for and respond to emergencies; act as the convener of community resources to ensure community preparedness and resilience, and ensure that the Red Cross mission is delivered within the Region; maintain responsibility for disaster response, representing the community during crises and working with national staff to ensure effective service delivery;

• Ensure strong visibility for the American Red Cross regionally; represent the Red Cross and form high-level relationships with key organizations and community leaders including donors, local and state government officials, corporations, civic organizations, and other community charitable and nonprofit organizations; drive community awareness, participation and commitment to the Red Cross by being an active community participant and ensure regular media communications regarding Red Cross services and regional/national activities in coordination with regional/national communication strategies; serve as the primary regional media interface, leveraging relationships with regional media to ensure timely and accurate information about services and programs;

• Raise funds to deliver the Red Cross mission down the street, across the country, and around the world; with the support of a Division fundraising VP, lead in developing strategies and growing and leveraging financial resources; work with the Regional and Community Chapter Boards to achieve fundraising objectives;

• Build Regional understanding of and capacity for service delivery through engagement and retention of volunteers, partners and donors; recruit high-profile community leaders who will advocate for the organization; partner with the local Board of Trustees in fundraising, planning and service delivery activities; ensure that youth and young adults are engaged and that critical community and business leaders view the Red Cross as the preferred way for individuals, groups and corporations to fulfill their desire for meaningful and fulfilling philanthropic experiences;

• Manage program and financial metrics; work with the Division Vice President to establish Regional revenue and expenses budgets and be responsible for delivery of Regional goals;  deliver sound strategic and operational management/oversight in addition to being held accountable for contributions, income and assets;

• Develop and retain a talented, effective and diverse workforce of employees and volunteers; work collaboratively with Community Chapter Boards, building a consensus environment, and provide oversight and support of Community Chapter Executives; 

• Support and contribute to the Division goals and activities; ensure a coordinated relationship with external constituents and collaborative interactions with other Red Cross units; serve on national task forces and projects as needed.

IMMEDIATE PRIORITIES

• Become thoroughly familiar with the Region and with the American Red Cross – their history, mission, structure, culture, programs, operations and funding; quickly get to know staff; invest significant time upfront to meet and create or sustain trusting relationships with key constituencies.

• Establish a solid working partnership with the Division Vice President and with the Board of Trustees of the Region and the Community Chapter Boards, gaining their confidence and forging relationships that will continue to uphold the mission of the Red Cross and the strategy for the Region’s operations and fundraising; strengthen the ongoing and regular level of communications with the Board; help to recommend and recruit Region Board members; guide the Region to achieve results and reach its goals, objectives and performance targets.

• Promote the Region as a community leader with its external stakeholders and with the media; engage and coalesce constituents around the mission; raise the Region’s profile among government officials, donors, other service providers and the general public.

• Assume leadership of the Region’s fundraising strategies, as well as understand the funding strategies nationally, working closely with the Chief Development Officer and the Division Fund Raising Vice President; immediately establish personal and effective relationships with key donors and partners in order to strengthen, diversify and generate major levels of support and individual contributions; in collaboration with staff and Board leadership, identify opportunities to continue the expansion of the organization’s donor base from foundations, corporations and individuals; cultivate, solicit/re-solicit donors on an ongoing basis; increase effective affiliations with existing government, corporate and program funders; ensure that there is a high level of shared responsibility and partnership with Board and staff for fundraising purposes.

• Ensure alignment between the American Red Cross Greater New York Region and the National office.

• Support, manage and execute the Region’s business plan with appropriate milestones and metrics; test and evaluate the plan’s assumptions in light of internal and external circumstances, refining as appropriate; continue to solidify the American Red Cross restructuring plan.

• Understand the budget; with divisional, national and local leaders, set priorities as related to resources/budgets and program spending without losing the commitment to the populations being served; hold him/herself as well as staff accountable for achieving financial targets.

• Continue to motivate, nurture, train and hire staff; evaluate the management team, ensuring that strong and talented professionals are in place and giving them support while holding them accountable.

IDEAL EXPERIENCE

The Regional Chief Executive should thoroughly embrace and represent the Red Cross mission and purpose and have the following experience and qualifications:

• Proven leadership, managerial, problem-solving and planning capability as a leader with a not-for-profit organization, corporation or in government, with a demonstrated understanding of how services are delivered, staff is led and funds are raised;

• A record of success in having managed a complex organization with significant operations and programs that serve comprehensive communities/clients/publics; an exemplary reputation with stature and credibility in the field;

• Proven experience as a dynamic fundraiser with the ability to maximize resources and successfully generate and secure financial support through strong, collaborative relationships with individual donors, corporations, foundations and government/community leaders;

• The ability to work at a strategic level and interact professionally with a dedicated board and staff members who have diverse professional skills and perspectives; a record of inspiring exceptional commitment from staff and volunteers; the skill to establish and implement organizational strategy and manage through growth and change, while building strong teams and consensus;

• An understanding of working in an organization with national/chapter relationships;

• Excellent oral and written communications skills, including formal and extemporaneous presentations to many constituencies; able to represent the Red Cross throughout the community;

• An understanding of and appreciation for the importance of diversity at all levels;

• An advanced degree in public administration, health or human services, business, or related field.

PERSONAL CHARACTERISTICS

The Regional Chief Executive will be a person of the highest integrity, and should also be:

• Committed to the Red Cross mission, volunteers, staff and communities; capable of projecting vision, confidence and wisdom with the collaborative skills necessary to garner the trust and confidence of the management team, other staff, Board and funders;

• A strong, caring leader and catalyst with the credibility to motivate and engage others; entrepreneurial and flexible with a naturally consultative and inclusive management style who can act decisively while encouraging others to adapt to change; a consensus builder who works collaboratively to maximize the contributions of the staff and Board, and impart credibility, good judgment, trust and enthusiasm while motivating others in a similar vein;

• A seasoned professional who is organized, strategic, financially and philanthropically aware, and politically astute; able to develop and maintain a sense of team spirit, encourage effective work teams and help people to grow; capable of maintaining high morale in a group of committed professionals;

• An analytical and creative problem solver and skilled negotiator who lays out expectations,  delivers results, and can anticipate problems and respond to challenges as they arise;

• An individual whose sense of humor and maturity allow her/him to maintain perspective and a sense of balance;

• Willing to be present and represent the Red Cross when there are local emergencies and disasters.

Nominations and applications may be submitted to Debra Oppenheim and Becky Klein at

ARCGNYR@PhillipsOppenheim.com.

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ASU LODESTAR CENTER, Phoenix, AZ
Advancing Philanthropy Initiative Director

MISSION, VALUES & PRINCIPLES

The mission of Arizona State University's Lodestar Center for Philanthropy and Nonprofit Innovation is to help build the capacity of the social sector by enhancing the effectiveness of those who lead, manage, and support nonprofits. Its mission is accomplished through a comprehensive array of research, education, technical assistance and convening activities that provide stakeholders with knowledge and tools that enhance their effectiveness and impact. The Center is guided by the following values and principles: Academic-Practitioner Respect; Collaboration; Creativity; Excellence; Inclusiveness; Trans-Disciplinary and Cross-Sector Knowledge; Trust; University-Based Leveraging; and Volunteerism.

SEARCH SUMMARY

The ASU Lodestar Center, one of the nation’s leading academic and leadership development centers in the country for nonprofit excellence, is seeking an entrepreneurial, strategic and visionary thought leader with a passion for and an expertise in optimizing catalytic leadership for highly effective outcome-based and impactful philanthropy as its Advancing Philanthropy Initiative Director.

The Center has pioneered a comprehensive and effective interdisciplinary curriculum to equip prospective and current philanthropists with an array of tools and educational resources to ensure effective grantmaking via research, leadership, education, conferences and convenings. More specifically, the Advancing Philanthropy Initiative leverages the knowledge resources of university faculty, national/global thought leaders and relevant organizations to provide experiential seminars and forums, enabling philanthropists to engage in peer networks to exchange knowledge and best practices and ultimately maximize the impact of their contributions.

HISTORY

The ASU Lodestar Center for Philanthropy & Nonprofit Innovation was developed by Arizona State University’s respected Nonprofit Leadership Alliance (formerly American Humanics, Inc.) undergraduate program which was founded more than 30 years ago. The Center was created after an extensive and inclusive process involving faculty, staff, students, nonprofits and funders, including major grants from the W.K. Kellogg Foundation.

In 1999, the Arizona Board of Regents approved the then Center for Nonprofit Leadership and Management to become a comprehensive academic center to enhance the effectiveness of nonprofits. In 2008, the Center for Nonprofit Leadership and Management became the ASU Lodestar Center for Philanthropy & Nonprofit Innovation, honoring a $5 million investment by the Lodestar Foundation. The Advancing Philanthropy Initiative supports, informs and understands the practice of philanthropy – the “support” side of the Center’s mission.

THE ORGANIZATION AND ITS PROGRAMS

Building upon the legacy of the Center of Nonprofit Leadership and Management, the new Lodestar Center seeks not only to advance nonprofit leadership practice so that organizations can better achieve their mission, but also to inform and engage philanthropy. As an academic, research and leadership development center, the Center’s outreach is extensive and holds promise that both supply and demand sides of philanthropy can rise to levels of greater results and impact.

The Center is committed to providing 1) Convenings for stakeholders that introduce the best in thought leadership and practice; 2) Knowledge and tools publications on pertinent subjects as developed by ASU researchers as well as by ASU Lodestar Center partners; and 3) Development of the Center’s Advancing Philanthropy Network of philanthropists who are inspired to develop and support additional niche program offerings as deemed appropriate.

The Center, which has a staff of 25, resides within Arizona State University’s College of Public Program at 411 North Central Avenue and is affiliated with ASU’s School of Community Resources and Development. The Center receives the bulk of its support from the University with supplemental support from foundation grants and fees.

BASIC FUNCTION The Advancing Philanthropy Initiative Director will provide the overall leadership, direction and vision for the Center’s Philanthropy Initiative. In addition to providing oversight of the day-to-day operations and activities, the Director will work in concert with the Center’s board, committees and relevant community stakeholders. The Director is responsible for developing, planning, organizing, implementing and evaluating the Initiative’s programs, marketing efforts, general operations and business plan. Also, he/she will, in partnership with the Executive Director, serve as an external presence and spokesperson for the development and strengthening of all activities advancing philanthropy.

Reporting to the Center’s Executive Director, the Director will ensure that the Center’s outreach, programs, technical assistance and research are contributing to the promotion of responsive and effective philanthropy. He/she will engender the trust and confidence of the Executive Director and staff so that the Center’s policies, services and programs are of the highest quality and have thebroadest outreach. It is of primary importance that the Director provides the leadership, management, commitment, vision and credibility to inspire and promote the Center’s goals for the philanthropic sector.

PRIORITIES

The Director’s priorities will be to:

• Represent the Center’s core values, history, mission and philosophy; find ways to proactively advance and support and promote its mission and programs generally and its Advancing Philanthropy Initiative specifically;
• Ensure high-quality services with demonstrable impact; cultivate the entrepreneurial energy and creativity to advance the Center’s Advancing Philanthropy Initiative; execute a vision for the steady growth and expansion of the Initiative; expand outreach and ensure greater results;
• Identify, inspire, convene and nurture current and future philanthropists in heightened engagement and participation in the growth of strategic and responsive philanthropy in the Southwest;
• Promote multiple strategies for learning effective philanthropy; create and foster networks of learning communities;
• Ensure stable growth and expansion of the Initiative to meet the goal of strengthening philanthropy in the Southwest;
• Focus on building and supporting a small dynamic team for the Initiative; develop the support to carry forward the strategic visioning and steering of the Initiative; provide professional growth opportunities for staff members;
• Oversee the evaluation and impact of the Initiative’s outreach and programs with solid metrics; support, manage and implement strategic planning;
• Look for opportunities and plan for potential expansion of philanthropic programs and/or strategic alliances with others in the philanthropic field;
• Together with staff, monitor key trends and issues in the field of philanthropy, with a particular focus on the Southwest region, and communicate their implications to the Center’s Executive Director and staff with recommended action;
• Act as an advocate and spokesperson to promote the Center as the voice for the established and emerging philanthropic community throughout the Southwest and beyond; raise the Center’s profile among prospective current philanthropists, large grantmaking institutions, social sector leaders, government officials, members of the media and the general public within the region and nationally;
• Write, produce and present both internal and external written and verbal communication on relevant issues in philanthropy for multiple audiences.
  

IDEAL EXPERIENCE

The Director should thoroughly embrace and understand the Center’s role, mission and philosophy, and have the following experience and qualifications:

• A solid history as a passionate, dedicated and effective advocate in the philanthropic field with a full appreciation for the role of philanthropy in society; keen knowledge of models, strategies and tools to promote effective philanthropy;
• Proven leadership skills within the philanthropic community with evidenced support for helping to strengthen the sector;
• Solid experience as a dynamic marketer, with the ability to secure support from diverse sources; an understanding of fundraising and research;
• An exceptional skill set for creative and strategic analysis with the ability to think out of the box and offer fresh and new ideas to educate and provide philanthropists tools to maximize the impact of their contributions;
• The ability to interact and work with diverse constituencies from philanthropic leaders, academics, donors, policy makers, business executives, members of the media and other social sector leaders;
  As ability to prioritize, problem solve and multi-task effectively;
• The skills to lead and engage through consensus, listening and incorporating different voices from diverse constituencies within the sector;
• A team builder with the initiative to be a self-starter;
• A commitment to rigorous evaluation through the ongoing use of clear and cohesive organizational outcomes;
• A working knowledge of and familiarity with the philanthropic community, its policies, leaders and trends, as well as funding matters; an understanding of public policy and the Greater Phoenix Region; a demonstrated connection to and ability to access philanthropic networks;
• Experience planning and leading seminars, education sessions, special events and conferences to ensure that they are well organized with clear outcomes for the participants;
• Excellent oral and written communication skills;
• Experience with navigating a university or comparable environment;
• An exemplary reputation for diligence and integrity;
• A bachelor’s degree is required; an advanced degree is preferred.

Please send nominations or applications, including all contact information to:

Paul Spivey at Phillips Oppenheim, 521 Fifth Avenue, 29th Floor, New York, New York 10175
Fax: (212) 953-1775; E-mail: LodestarCenter@PhillipsOppenheim.com.

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AUSTIN MUSEUM OF ART, Austin, TX
Executive Director and Chief Executive Officer

“The Museum provides rich environments for a wide range of audiences to investigate and experience excellence in modern and contemporary art.  The Museum accomplishes this through innovative exhibitions, education, interpretative programs and direct access to the creative process.”

Background

Launching an exciting new chapter for the arts in Austin, the Austin Museum of Art (AMOA) and Arthouse at the Jones Center (Arthouse) merged in November 2011.  With a strong vote of confidence, both boards approved the merger along with a vision for an institution that will be a key player on the national art scene and an important reason to visit Austin.  With an annual operating budget of $3.2 million, a $15 million endowment and zero debt, combining the two organizations made both fiscal and artistic sense and has created a newly combined entity with a rich history, dedicated staff and board, strong programs, a successful school, multifaceted physical assets, and enormous potential. 

AMOA-Arthouse owns outright two architecturally significant pieces of property – AMOA’s  historic 1916 Driscoll Villa at the stunning12-acre Laguna Gloria site on the shores of Lake Austin and Arthouse at the Jones Center, an award-winning exhibition space opened in 2010 in downtown Austin.  Both facilities are currently exhibiting works, with nascent plans for a new exhibition building and a sculpture park at Laguna Gloria.  The Board has set aside $5 million in seed money towards this exciting project.  In addition, the Art School at Laguna Gloria continues to thrive, serving 5,000 students from ages four to adult, in a classroom and studio complex situated in a beautiful natural setting.  Both AMOA and Arthouse have a history of strong public programming, including Arthouse’s model youth and teen programs Club Arthouse and Young Artists, Arthouse’s rooftop film series, and AMOA’s programs for families such as Second Saturdays are for Families.  AMOA also brought to the merger a modest collection of 670 modern and contemporary works in a variety of media.  The collection features works from local, regional and national artists.

For the time being, both organizations will operate under the interim name “AMOA-Arthouse”, with a combined staff of 32 serving all functions of the Museum at two locations.  A rebranding effort will be launched, which will include determining a permanent name and identity for the new institution.  The new entity’s Board of Trustees is comprised of 29 former members of the AMOA and Arthouse boards and can grow to a maximum size of 50 as new trustees are added.

Currently, AMOA-Arthouse is presenting a co-organized photography exhibition, The Anxiety of

Photography, at the Jones Center.  The two institutions have collaborated many times before.  In fact, AMOA and Arthouse both sprang from one entity known as the Texas Fine Arts Alliance (TFAA), founded in 1911.  In 1961, TFAA created Laguna Gloria Art Museum as a separate entity.  Eventually, TFAA became Arthouse and Laguna Gloria Art Museum became AMOA. Now, 100 years after TFAA began, the two institutions have reunited.  Exhibitions are planned at both the Jones Center and at Laguna Gloria through the summer of 2012, each with a programming and education component designed to engage all Austinites.

Austin

Austin, the capital of Texas, is a vibrant and forward-thinking city of 800,000, with 1.7 million people in the greater metropolitan area.  Known as the Live Music Capital of the World, Austin broadly embraces and encourages the arts in all disciplines and takes pride in such notable festivals and institutions as the Austin City Limits Festival, South by Southwest, Austin Film Festival, Ballet Austin, Long Center for the Performing Arts and Austin Symphony.  Home to the University of Texas at Austin, the city is infused with the energy of a student population of 55,000 and benefits from the cultural resources of the University, including seven museums – most notably the Blanton Museum of Art, one of the foremost university museums in the United States.  The city’s creative community is peopled with writers, designers, painters, sculptors, dancers, filmmakers, musicians and artists of all kinds.  Austin also nurtures a growing technology sector, drawing on the talent produced by the University, and counts companies such as Dell, Apple, IBM, Google, Intel and Samsung among its corporate roster.  Reflecting the slogan adopted by its independent business district, Keep Austin Weird, the city both embraces the state in which it resides and proudly sets itself apart as a progressive, open-minded, innovative and welcoming city.

Basic Function and First-Year Objectives

The Executive Director and CEO will provide the leadership, vision and direction for AMOA-Arthouse, taking the curatorial lead in shaping the newly combined entity and defining the scope and direction of the institution’s exhibitions and public programming.  The Executive Director and CEO will assume management of AMOA-Arthouse’s day-to-day operations, balancing and finding synergies in the programmatic focus and culture of two distinct spaces while being true to the overarching mission and vision of the newly chartered entity.  Reporting to the Board Chair, the Executive Director and CEO will be an enthusiastic spokesperson who can represent AMOA-Arthouse’s interests to the local Austin community, patrons and other funders, as well as to regional, national and international arts constituents.  The Executive Director and CEO will also be an outstanding fundraiser who will expand the Museum’s base of financial support.  Additionally, this person will ensure that AMOA-Arthouse continues to capture the interest and support of the notably diverse audience and membership bases of the two founding institutions. 

In the first year, the Executive Director and CEO, in partnership with the Board and staff, will be charged with developing a strategic plan that will capitalize on the considerable strengths of both institutions.  Under that plan, he or she will:  assume a lead role in the ongoing integration of Arthouse and AMOA; create a financial and fundraising strategy that places the institution on a healthy financial footing; and initiate a substantive rebranding, marketing and audience development campaign to introduce the Museum to local, regional and national audiences and to reconnect it with its stakeholders and funders.  He/she will also articulate an artistic vision that will galvanize staff and Board and includes a vibrant program in contemporary art to ensure that AMOA-Arthouse remains relevant and is broadly supported moving forward.

Immediate Priorities and Ongoing Responsibilities

It is expected that the Executive Director and CEO will be an inspiring yet pragmatic leader and manager who can generate ideas as well as empower and support others to achieve them.  He/she will have the following priorities:

• Know AMOA-Arthouse thoroughly; learn its history and culture, collection and exhibitions, educational and public programs, operations, and constituents; understand the institution’s base of support and, most of all, its potential;
• Develop, with staff and Board, a programmatic vision for AMOA-Arthouse that reflects a commitment to excellence, a foundation in modern and contemporary art, and a dedication to programming that is made accessible to a wide range of audiences; embrace new technology and digital media in order to meet audiences when and where they want to learn;
• Forge strong working relationships with the President and other trustees to enhance their support for the institution; likewise, get to know and gain the trust of AMOA-Arthouse staff and other stakeholders; collaborate closely with Board and staff to facilitate a smooth integration;
• Thoroughly understand the financial dynamics of the organization and proactively address ongoing fundraising needs; hire a new director of development and support him/her in creating a strong department; ensure that sound fundraising strategies are in place; cultivate existing as well as new patrons, creating renewed interest and excitement in the Museum;
• In partnership with the Rebranding Committee, lead a strategic rebranding process; identify avenues for reintroducing the newly merged Museum to the broadest audience possible; indentify new and creative ways to build audience, expand visibility and enhance revenue;
• Lead the Board in a strategic discussion regarding the current collection and determine institutional priorities relating to future collecting;
• Evaluate all existing programming with a fresh eye and, working with Board and staff, make changes as needed;
• Find ways to expand and deepen AMOA-Arthouse’s connection to a wide range of constituencies local and beyond; be an active participant and leader in Austin’s cultural scene and position the museum as a convener and catalyst; identify opportunities to collaborate across a broad spectrum of the city’s cultural institutions; 
• Lead in the development of and fundraising for a new gallery and sculpture park at Laguna Gloria; oversee construction and implementation of these new assets as they come to fruition.

The Executive Director and CEO will also have ongoing responsibility for the following:

General Management

• Ensure, by effective leadership and management, that the day-to-day operations are efficiently administered in a fiscally responsible manner;
• Manage, motivate, nurture and evaluate staff and maintain a collegial staff structure; encourage staff’s desire for professional development and rigorous standards;
• Develop short- and long-range plans and continually ensure that policies are evaluated, implemented and congruent with institutional goals and industry best practices;
• Monitor the preservation and maintenance of AMOA-Arthouse’s physical assets; determine the best use of available indoor and outdoor space to support AMOA-Arthouse’s activities including the rooftop at the Jones Center and the amphitheatre at Laguna Gloria.

Program

• Develop strategies for programs and exhibitions that increase attendance and the engagement of AMOA-Arthouse’s constituents; ensure integration of exhibition and education objectives; be actively involved in public programs;
• Identify and maximize opportunities for mutual support and integration between the Art School and its constituents and the educational offerings at the Jones Center;
• Continue to create opportunities to produce scholarly publications in conjunction with exhibitions to keep AMOA-Arthouse visible in the wider art community;
• Ensure the care and protection of the collection, updating and amending existing collection policies as needed.

Communications, Marketing and Development

• Embrace the role of primary spokesperson and chief fundraiser for AMOA-Arthouse; provide leadership to the development team to enhance individual, institutional and corporate giving; nurture and support the Board’s role in fundraising and friend raising;
• Work with staff to build an exciting and broad-based membership program that offers clear benefits to members and draws new audiences to the institution;
• Encourage the Board’s interest in best practices and recognition for excellence; keep trustees informed on a regular basis; help identify and cultivate the next generation of Board leadership.

Ideal Qualifications and Characteristics

The ideal candidate will be optimistic, creative and enthusiastic about the potential for AMOA-Arthouse and will have or be the following:

• An active and involved leader; strategic, inspiring and collaborative; demonstrated aptitude to mentor, motivate and hold accountable a dedicated staff and board;
• Senior staff-level administrative experience in an art museum known for quality and excellence; competence and experience handling multiple sites and revenue streams; comfortable in a kunsthalle and a traditional museum;
• Significant curatorial experience and background in art history; ability to lead a curatorial team and balance the diverse programs that reflect the history of AMOA and Arthouse;
• An understanding of and commitment to modern and contemporary art; knowledge of the art world and its key players; an ability to translate this into meaningful collaborations and exhibitions for the institution;
• Demonstrated ability in crafting innovative and fiscally sound exhibitions and educational programming that speaks to and reflects the broad range of interests of the institution’s newly integrated constituencies;
• Ability to build and nurture relationships with a wide range of individuals from artists to academics to collectors to business and civic leaders; proven fundraising ability from a variety of sources, including successful experience cultivating and soliciting gifts from individuals; capital campaign experience is a plus;
• Direct experience planning, capital fundraising, overseeing construction, and implementing programming for a new gallery and/or sculpture garden;
• Financial acumen commensurate with running a museum of the size and stature of AMOA-Arthouse; able to interpret and articulate financial statements and financial performance; able to oversee the planning and execution of capital projects;
• Demonstrated skill as an effective spokesperson and ambassador for an institution or program, both verbally and in writing;
• Conversant in the use of technology and digital media in promoting an institution, reaching audiences, and creating innovative and engaging exhibitions and programs;
• Ability to negotiate graciously yet remain clear, decisive, proactive and fair; someone who possesses an understanding of the subtleties of motivating, directing and working with a group of committed and sometimes strong personalities, yet who can also hold his or her own;
• Integrity; an engaging professional who is committed to excellence, practices good judgment and exudes ease, credibility and a delight in the work at hand; a sense of humor to maintain balance and perspective.

 For additional information on the museum, please visit www.amoa.org.

Applications and nominations should be sent to the attention of Becky Klein and Mark Tarnacki at

AMOA-Arthouse@PhillipsOppenheim.com. 

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COMMITTEE OF 100, New York, NY
Director of Development

INTRODUCTION & MISSION

The Committee of 100 is an international, non-profit, non-partisan membership organization that brings a Chinese American perspective to issues concerning Asian Americans as well as US - China relations. Our organization draws upon the collective experience, knowledge and resources of our members – Chinese Americans who have achieved prominence in a variety of fields.

The Committee of 100 is committed to a dual mission:

• To encourage constructive relations between the peoples of the United States and Greater China; and
• To promote the full participation of Chinese Americans in all fields of American life.

SEARCH SUMMARY

The Committee of 100 seeks a seasoned and highly-motivated Director of Development to lead a sustainable fund-raising organization that will cover annual operating expenses and seed a significant endowment.

THE ORGANIZATION AND ITS INITIATIVES

The Committee of 100 was founded in early 1990 to provide a collective voice for Chinese American leaders to speak to both U.S. and international issues. With more than 20 years of impact, the Committee is respected as a strategic adviser to government leaders in both the U.S. and China and has received public and media recognition for its involvement in issues affecting the advancement of Asian Americans and the progress of US - China relations.

Each year, the Committee of 100 conducts an annual conference and gala as well as a host of other special events to convene leaders committed to understanding and enhancing relations between the U.S. and China and to advance opportunities for Chinese Americans.

The Committee of 100 operates a number of initiatives designed to:

• Conduct relevant research on Chinese Americans and U.S. - China relations
• Expose influential Americans to China through travel;
• Mentor young Asian American professionals and post-graduate students in China;
• Address the under-representation of board members of Asian descent in Fortune 500 companies;
• Increase American students and teachers’ understanding of Chinese language, culture and history;
• Examine the representation of Asian Pacific Americans in higher education at all levels; and
• Introduce the public to Chinese art and culture.

The central office of the Committee of 100 is located at 677 Fifth Avenue in New York City.

BASIC RESPONSIBILITIES

The Development Director will report directly to the Committee of 100 Executive Director.

• The Development Director will work closely with the Executive Director and with the Committee of 100 Chairman, CFO and Development Committee Chairman in setting annual and medium-term capital and funding strategies, as well as helping to lead a capital campaign over the next two to three years with a goal in excess of $5 million.
• The Development Director will also assist the Executive Director and the Development Committee Chairman in setting the Development Committee meeting agenda as well as the Development Committee’s annual and medium-term goals.

The Development Director will lead annual Committee of 100 fund raising campaigns demonstrating consistent annual growth each year.

• The Development Director will identify, solicit, and cultivate new medium- and long-term funding sources, including corporate, foundation, government and individual.
• The Development Director will maintain and build strong individual, but more importantly, Committee of 100 institutional, relationships with key donors or donor decision-makers.
  The Development Director is expected to construct within a year a functionally deep Committee of 100 data base of past, present and potential donors. The data base should allow on-going analysis and understanding of donor objectives as well as the tracking of comparable or competitive market donations.

The Development Director will oversee the organization’s compliance under existing grants and donations by upholding the highest standards of integrity and compliance to external and Committee of 100 standards.

IDEAL EXPERIENCE & CHARACTERISTICS

The Development Director must have the ability to identify, cultivate, prepare and submit funding proposals in order to close the deal and secure funding.

• The Development Director must have an outstanding ability to articulate desired strategy, goals and outcomes, both verbally and in writing. She/he must have a track record, ensuring credibility, and an interpersonal style that inspires confidence and trust among potential donors, donor advisors and decision-makers, Committee of 100 members and administrative staff.
• The Development Director must have keen conceptual and policy-making skills so that she/he will be able to lead discussions on fund-raising policy, including suitability of funding sources and appropriateness of new Committee of 100 programs to address donor recognition needs.

The Development Director must be a strong people manager, able to lead, manage, motivate, train, develop, grow and retain a self-funded Development team of qualified, high performance professionals who embrace values, principles and working styles consistent with the Committee of 100 mission and legacy.

• The Development Director must also be able to work horizontally across the Committee of 100 organization, including with key Committee of 100 Committee chairmen and leaders.
• The Development Director will report individual and team progress and accountability through performance metrics that identify accomplishments against agreed annual and long-term goals on a timely basis.

The Development Director should have a bachelor's degree and a minimum of ten years of experience of fundraising experience, with the ability to show progressive achievements in personal solicitation, effective board training, and the ability to create a high performing and sustainable development program. Strong proficiency with spreadsheet and presentation software programs is essential. Experience with an international non-profit organization, or with an academic/research/advocacy institution, will be advantageous.

Please send nominations or applications, including all contact information to: Paul Spivey C100@PhillipsOppenheim.com

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CORNELL FINE ARTS MUSEUM AT ROLLINS COLLEGE, Winter Park, FL
Bruce A. Beal Director                                                                           

Founded in 1885, Rollins College is an independent, nonsectarian liberal arts college, the oldest recognized college in Florida.  Located in picturesque Winter Park in the heart of Central Florida, Rollins College is a top-ranked school with global reach, offering living and learning opportunities close to urban Orlando and within easy reach of Florida’s natural beauties.  Rollins enrolls about 3,200 students in undergraduate and graduate-level programs. The College is consistently included in the Orlando Sentinel’s Top 100 Companies for Working Families. 

U.S. News & World Report has ranked Rollins first among master’s-level universities in the South for the fifth consecutive year, and BusinessWeek and Forbes have named the college’s MBA program the best in Florida.  The college ranks among the top 10 master’s-granting institutions in the country for the number of students who study abroad, and two-thirds of the faculty are, or have been, engaged in international pursuits.  The President’s Internationalization Initiative enables every faculty member to have an international experience at least once every three years.

With the introduction of the Winter Park Institute in 2008, Rollins brings world-renowned thinkers, artists and public figures to the college community.  These visiting scholars offer public lectures and readings, symposiums, seminars, master classes, interviews and special-interest sessions that enrich the lives of students and the community.   

THE MUSEUM

The Cornell Fine Arts Museum (CFAM) is a cultural resource for Central Florida that exists to collect, exhibit, interpret and advocate for the visual arts.  CFAM is committed to promoting active use of its collection and resources by the college community and beyond, while fostering dialogue among academic disciplines at the College.  In addition to producing exhibitions, lectures, performances, film series, residencies, publications, and a website, the museum serves as an extension of the undergraduate curricula of the Department of Art and Art History. 

The recently renovated museum is home to a diverse collection, with more than 5,000 objects ranging from Ancient Egypt and Mesopotamia to the early Renaissance to cutting-edge contemporary.  Original and traveling exhibitions change seasonally and are drawn from a broad range of paintings, prints, drawings, sculptures and objects in the permanent collection, which includes the works of Tintoretto, Giovanni Battista Tiepolo, Lavinia Fontana, Thomas Lawrence, Albert Bierstadt, John Frederick Kensett, Thomas Moran, Henri Matisse, Pablo Picasso, Ed Ruscha and Alex Katz, as well as a group of significant works by Bloomsbury artists.  The past decade has reflected extraordinary growth, as notable works from the collection have been exhibited for the first time, and more than 700 new works have been donated or purchased.  Recent acquisitions include works on paper by Paul Cézanne, Henri Matisse and Jean-Michel Basquiat.  CFAM is accredited by the American Association of Museums. 

The Cornell Fine Arts Museum is dedicated to:  

• Providing an open and dynamic learning environment through meaningful and direct interaction with works of art;

• Serving as a teaching museum, fostering the college’s educational mission and commitment to excellence;

• Nurturing emerging trends in the art world and encouraging artists to create new and innovative work;

• Offering a broad range of exhibitions that enriches the campus, the city of Winter Park, and the community beyond;

• Fostering the professional development of students interested in careers in museum professions with experiential learning opportunities, while offering students with other career goals the opportunity to understand the role and contributions of art museums in contemporary life;

• Drawing on methodologies from the arts, humanities, sciences and social sciences to explore new models of study in visual and material culture;

• Interacting with the college’s arts community in the museum’s exhibition spaces and throughout the campus;

• Serving as the premier teaching museum in our region and beyond;

• Being a national innovator among academic museums in creating an inviting and accessible environment for experiencing and participating in visual arts. 

HISTORY

Rollins began collecting art more than a century ago.  The collection grew significantly in 1937 when the Samuel H. Kress Foundation donated several Italian Renaissance paintings, including Madonna and Child Enthroned by Cosimo Rosselli, a Sistine Chapel artist.  In 1941, Winter Park resident and Rollins trustee, Jeanette Morse Genius (married to Dr. Hugh McKean, president of Rollins from 1951 to 1969), donated the funds to erect the Morse Gallery of Art.  Many other benefactors soon added to its collection of American and European art.

During the 1960s, gifts from alumni enriched the old masters collection.  In 1976, George Cornell (Rollins ’35) and his wife, Harriet, contributed more than $1 million to construct a fine arts complex.  The George D. and Harriet W. Cornell Fine Arts Center opened in 1978, and the renovated and enlarged Morse Gallery of Art became the Cornell Fine Arts Museum, with the Department of Art and Art History housed next door.

On January 20, 2006, the Cornell Fine Arts Museum reopened its doors to the public after an 18-month, $4.5 million renovation.  The new and larger building, with five display galleries, an education gallery and a print study room, still retains the intimate character visitors love.

In 2008, Rollins graduate, Bruce A. Beal, chairman of the Beal Companies, donated $1 million to endow the directorship of the Cornell Fine Arts Museum in honor of the College’s class of 1958 for its 50th reunion.

THE POSITION

The Bruce A. Beal Director of the Cornell Fine Arts Museum will provide the strategic vision and artistic direction for the museum and will ensure that the museum reflects the College’s commitment to the highest standards.  Taking the curatorial lead, the Director will define the scope and direction of exhibitions and programming and will deliver dynamic exhibitions and programs that generate awareness and excitement on campus and in the community. The individual will manage staff, oversee the budget, establish an innovative and inspired exhibition schedule, conserve and display the permanent collection, and coordinate external and internal speakers and events.  Reporting to the Provost, the Director will ensure that CFAM’s mission is fulfilled and that the museum remains clear and ambitious in its strategic intent.

The Director will take the lead in fundraising and will work closely with the Board of Visitors to secure the resources needed to broadly support the museum’s ongoing operations, exhibitions, acquisitions and programming, as well as the development of new initiatives.  In collaboration with the Board, the Director will recommend acquisitions and actively pursue external funding sources.

The Director will demonstrate a strong commitment to promoting the value of the visual arts in a liberal arts college environment and in the community beyond.  The individual should be enthusiastic about collaborating with faculty and undergraduate students in different disciplines with a goal of supporting the academic mission of Rollins College and the cultural enrichment of the community.   

RESPONSIBILITIES

The Director will: 

• Get to know the Cornell, including the collection, history, culture, programs, finances, operations and constituents; understand the city of Winter Park and the museum’s base and potential of support;

• Establish productive working relationships with the Provost and other administrators, the museum staff, key members of the Rollins faculty, and other stakeholders;

• Develop collaborative relationships with the faculty and students in the Department of Art and Art History;

• Get to know the Board of Visitors and its leadership; understand the Board’s strengths and capabilities and bring forth its best ideas, efforts, resources and contacts; develop effective Board communications; redefine or clarify Executive Committee roles and strengthen committees that deliver and are consistent with CFAM’s long-range planning efforts;

• Critically examine CFAM’s mission and direct a planning process to guide the museum through the next five or so years;

• Solidify and enhance the Cornell as a vibrant, integral participant and partner both on campus and in the community; affirm in the community through outreach and actions the museum’s role as a collegial partner;

• Assess current fundraising activities and determine short- and long-term fundraising needs in the context of CFAM’s strategic goals; cultivate high-level donors and potential individual, corporate and foundation supporters; work collaboratively with the Board of Visitors and Rollins’ Development Office to identify and attract resources to the museum; 

• Lay the groundwork and garner the momentum necessary to participate in the next phase of the College’s capital campaign, connecting museum fundraising to the campaign;

• Develop compelling ways to promote the museum’s activities to its current members and increase the appeal of the museum to new members; focus staff on serving/strengthening membership, including the Cornell Contemporaries; reestablish and invigorate the Director’s Circle;

• Assess and strengthen CFAM’s collection through careful acquisitions and deaccessions; develop policies to direct acceptance of works of art and/or deaccessioning of art that does not fit CFAM’s mission;

• In partnership with the Curator and the Curator of Education, provide direction for future exhibitions, scholarly publications, programs and educational outreach;

• Enhance CFAM’s role as a teaching resource; ensure integration of exhibition and education objectives; build relationships with Rollins’ academic departments in order to initiate collaborative programming within the broader liberal arts educational experience;

• Address CFAM’s facilities concerns, including space limitations, ongoing storage issues and other shortcomings;

• Work collegially with other local and regional museums (Morse Museum of American Art, Orlando Museum of Art, Mennello Museum of American Art, Albin Polasek Museum, and others) and find ways to expand and deepen the museum’s connection to regional and national constituencies;

• Ensure, by effective leadership and management, that the day-to-day operations and programs of the Cornell are professionally and efficiently administered;

• Expand public programming for diverse audiences, ranging from grammar school children to students from disadvantaged high schools to the general public;

• Evaluate the museum’s marketing and public relations initiatives; use new media and social networking to promote programs and exhibitions;

• Cultivate, nurture and hold staff accountable; support staff’s professional development;

• Remain up to date on the latest developments in museum management.  

IDEAL EXPERIENCE AND QUALIFICATIONS

The ideal candidate will have the following experience and qualifications: 

• A successful record in the planning and administration of museum programs and community outreach; an understanding of the role of community in the success of an institution; college museum experience a plus;

• A person with connections with other museums and art groups/individuals who can evoke confidence and arrange for loans of art works;

• Ability to build and nurture relationships with a range of people; proven fundraising ability, including successful experience soliciting gifts from individual donors; capital campaign experience a plus;

• Demonstrated ability to organize, lead and support a professional staff, including experience managing operations and budgets; familiarity with the academic environment; ability and desire to work with faculty and students across disciplines at a liberal arts college;

• Knowledge of the art world and its key players nationally; ability to evaluate and select works of art; an understanding of and commitment to teaching collections and an ability to translate that into meaningful collaborations and exhibitions;

• MA in visual arts, art education, art history or a related field; PhD or an equivalent of education and experience preferred; significant museum managerial or curatorial experience, including financial sophistication and fundraising experience, preferably in an academic environment; distinction in his or her area of expertise is preferred;

• Demonstrated ability to serve as an effective ambassador, with outstanding verbal and written communication skills.

PERSONAL CHARACTERISTICS

The ideal candidate will be: 

• An active, engaged, creative and visionary leader, committed to bringing cultural experiences to a wide and diverse audience;

• An individual with an entrepreneurial spirit, inspired by the opportunity to build a museum, and with a track record demonstrating resourcefulness and good judgment;

• A problem-solver with strong management ability who understands the subtleties of motivating, directing, delegating, handling, and prioritizing multiple activities and responsibilities;

• A diplomat and advocate who can negotiate graciously with a group of committed and sometimes strong personalities, yet remain decisive, proactive and fair;

• A clear and strong communicator;

• An individual who cares deeply about students’ art education and can further that training;

• A person with good judgment and integrity – warm, unpretentious, authentic, committed to excellence and delighted in the work at hand.

For additional information about CFAM, please visit www.rollins.edu/cfam.  

Please submit applications to the attention of Mark J. Tarnacki at:

 CornellFineArts@PhillipsOppenheim.com

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THE HEINZ CENTER, Washington, DC
President

The H. John Heinz III Center for Science, Economics and the Environment is a nonprofit, nonpartisan organization founded on the premise that enduring solutions to the most pressing environmental problems require informed decisions.  Its mission is to advance sound environmental policy and management based on rigorous science and economics to ensure a healthy thriving world for future generations.  In pursuit of this, it engages experts with diverse perspectives, provides analysis and consultation, and supports dialogue to foster a sustainable environment and robust economy.  The Center actively engages environmental organizations, industry, academia and the government to identify issues, develop recommendations and implement solutions.  The Center tackles some of the most important environmental issues of our time through cross-sector collaboration and seeks to shape and impact lasting solutions for the future.

BASIC RESPONSIBILITIES

Reporting to the Board of Trustees, the President will provide the leadership to implement the strategic direction and vision for the Center and its programs, research and analysis, and convening efforts.  He/she has the responsibility and is accountable for managing the strategic, programmatic and financial operations of the Center.  The President will ensure that the Center continues to play a leadership role in the field, while maintaining a commitment to the organization’s core values and the quality and integrity of its programs and research. 

The President will be expected to serve as an external presence and spokesperson – strengthening current funding, developing new and more diverse sources of revenue, representing the Center’s mission and purpose, and raising the visibility of the Center through partnerships and collaborations with existing programs, and by creating opportunities for new partnerships and initiatives.  It is critically important that the President be able to speak clearly, credibly and passionately about science, economics and the environment to stakeholders and funders.  Therefore, the President must be able to convey the Center’s importance to current and potential stakeholders and to persuade them to contribute resources to advance the organization’s goals.

Working closely with the Board and gaining insight from the Scientific Advisory Council, the President will ensure that the Center remains clear and ambitious about its strategic intent.  The President, while respecting the Center’s internal culture, will ensure that it is fiscally sound and that clearly defined metrics support the organization’s goals and objectives.  The President will provide ongoing leadership and direction around institutional growth and brand identity, articulating a strategy for taking the Center to the next level. 

A key to success for this individual is to understand his or her relationship with the Board.  It is one of collaboration and partnership; one that is essentially evolving and consensual; one that is based on mutual understanding and respect.

IDEAL EXPERIENCE

The President must be environmentally and scientifically literate, with the highest level of personal and professional integrity.  He/she must have global reach and perspective, and have a track record as an institution builder, as well as the following experience and qualifications:

• Leadership, vision and strategic capability to run a research, policy, program demonstration and convening organization focused on external results and enabled by analytic excellence and effective partnerships; ability to form solid relationships with Board and staff; working knowledge of current environmental issues of importance; comfort overseeing multiple engagement strategies in a highly collaborative environment; ability to foster big ideas; respectful of the Center’s unique grounding in scientific research, practical strategies, policy development and convening activities;

• Proven experience as a dynamic fundraiser with the ability to frame the vision and concepts to secure financial support from diverse sources – major individual donors, foundations, corporations and government, particularly in a climate of increasing financial constraints, fewer resources and competition for funds in the Center’s programmatic areas;

• The skills, experience and cultural awareness to bring significant global weight to the position and effectively move the Center forward; respected by policymakers, funders and environmental leaders; ability to work comfortably with the federal, executive and legislative branches, as well as scientists working on issues in the Center’s areas of focus;

• Experience with issues and programs at the intersection of science, economics and the environment; a PhD in a related area preferred;

• Respect within the corporate community to be able to engage with business leaders as the Center partners in a way that retains independence and integrity;

• Ability to communicate passionately, clearly and concisely, both in writing and verbally; ability to represent the Center effectively with a diverse audience, including the scientific and legislative communities, as well as the general public through scientific forums, testimony and all forms of media.

For more information about The Heinz Center, please access www.HeinzCenter.org.

Nominations and applications may be submitted to Mark J. Tarnacki at

Heinz@PhillipsOppenheim.com.

For a full position description, click here.

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JASA (JEWISH ASSOCIATION SERVING THE AGING), New York, NY
Chief Administrative Officer

JASA’s mission is to sustain and enrich the lives of the aging so that they can remain living in the community with dignity and autonomy.  Created in 1968 as a multi-service, autonomous agency affiliated with the Federation of Jewish Philanthropies (now UJA-Federation of New York) to respond to the escalating numbers of elderly New Yorkers requiring coordinated programs and services, JASA continues to fulfill the Jewish value of honoring the elderly by providing services and innovative programs for older adults at all stages of the aging process.  JASA serves elderly of all ethnic and religious backgrounds and is regarded as a trusted community resource throughout the metropolitan area for information, guidance and advocacy concerning the aging.  Their comprehensive and integrated Social Services continuum functions as a safety net for seniors, and particularly for those who are frail, homebound and/or living in poverty.  Highly skilled staff, committed volunteers and an array of organizational affiliations are at the core of JASA's ability to deliver high quality and comprehensive services.  Each year, they enable 53,000 seniors to live their lives independently.

In 2011, JASA made some major changes as part of a rebranding effort to increase visibility and support.  The agency was revitalized with a new name (Jewish Association Serving the Aging) new logo and new slogan (“staying alive for as long as we live”).  In addition, JASA has been working with Maloney & Fox, a public relations agency, to place stories about JASA in local media, further increasing brand awareness.  JASA’s website is being redesigned, and will be relaunched in 2012.  In September 2011, the organization also moved to new headquarters at 247 West 37th Street, Ninth Floor, New York, NY  10018.  This rebranding will also be utilized to capture the “boomer generation,” introducing them to JASA as supporters, volunteers, and clients.

BASIC FUNCTION

The Chief Administrative Officer (CAO) will manage and direct all of JASA’s business practices and operations including finance, human resources, information technology, real estate, housing and facilities management.  The individual, while fostering a collegial environment, will also ensure the administrative capability of the organization, making decisions and business improvements necessary to support both the government-funded and fee-for-service programs of the agency, delegating effectively and solving problems based on thoughtful planning and analysis.

The Chief Administrative Officer will build and maintain a strong finance department, providing leadership and direction for financial policy and overall management of financial operations.  This individual will provide direction and management of the budget, financial reporting and controls, systems, forecasting, accounting, audit and investment, while connecting finance department processes and procedures with JASA’s overarching programmatic strategies and mission.

The world of services for the aged is rapidly changing in New York State as public support through Medicaid is mandated to change.  These changes imply radically different service and funding models.  JASA is prepared to take a leadership position in this changing environment.  To do so, however, will require the active engagement of the CAO and his/her staff in shaping fee-for service programs including performance based contacts and milestone billing where appropriate and insuring effective management and implementation of third-party billing initiatives.

IDEAL EXPERIENCE AND QUALIFICATIONS

The ideal candidate should have or be the following:

• Proven senior level problem-solving and planning capability and sizeable financial, administrative or operating responsibility at the executive level, ideally in a social service or other major nonprofit sector organization known for its strong financial discipline, innovative business enterprises and complex programs, systems and operations;

• A minimum of 10 years experience in a senior managerial and/or executive capacity in a mid- to large-sized Finance Department is preferred; management information experience; demonstrated ability to understand financial statements and operations, to partner with financial staff, and to translate financial information for managerial action; experience in a complex multi-site, multi-service agency a plus;
  
• A record of successful involvement with Human Resources and Information Technology;
  
• Knowledge of federal, state and city government contracting and third-party reimbursement systems including Medicare/Medicaid billing, policies and procedures; with ease around a range of insurance products;
  
• Financial reporting, analysis and forecasting experience, particularly related to the creation of new initiatives that support a multi-faceted organization;
  
• A broad knowledge of financial enterprise systems and technology as well as comfort with multiple transactions and rapidly changing circumstances; specific experience working with automated financial and accounting systems and accounting software;
  
• Demonstrated ability to work in partnership with a strong Chief Executive Officer, an experienced and results-oriented senior executive and management staff, and a Board of diverse professional, business and community leaders;
  
• An effective, articulate and persuasive communicator, verbally and in writing, who can speak finance and operations in simple and accurate terms;
  
• Degree in accounting, finance and/or business administration from an accredited college or university with preferably an MBA or MPA; additionally, a CPA is highly desired.

PERSONAL CHARACTERISTICS

The ideal candidate will be:

• A dedicated leader/manager, collaborative and team-oriented, who is self-motivated, can take charge, build consensus and affect change; must impart credibility, trust, enthusiasm, integrity, and ethics;
  
• Committed to the mission, purpose and values of JASA and its programs, with the desire to capitalize on and be part of the team that impacts the organization’s future;

• Analytical and strategic, yet tactical – with an understanding of the business implications of plans and strategies; able to creatively design and implement systems and procedures that fit JASA’s current and long-term needs;
  
• Outgoing and straightforward, with the skill to share information, listen and learn as well as give advice; good judgment and the ability to collaborate in a human service-oriented and forward thinking environment;
  
• Decisive and innovative, yet flexible and able to compromise effectively when necessary;
  
• Mission-driven and emotionally mature, with an intact ego, good judgment and a sense of humor.

Nominations and applications may be submitted to Mark J. Tarnacki at

JASA-CAO@phillipsoppenheim.com

For a full position description, click here.

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MUSEUM OF ARTS AND DESIGN, New York, NY
Deputy Director, Development and Marketing

The Museum of Arts and Design collects, displays and interprets objects that document contemporary and historic innovation in craft, art and design.  In its exhibitions and educational programs, the Museum celebrates the creative process through which materials are crafted into works that enhance contemporary life.

For nearly half a century, the Museum of Arts and Design (MAD) – formerly the American Craft Museum – has served as the country’s premier institution dedicated to the collection and exhibition of contemporary objects created in media, such as clay, glass, wood, metal and fiber.  Today, the Museum celebrates materials and processes that are embraced by practitioners in the fields of craft, art and design, as well as architecture, fashion, interior design, technology, performing arts, and art- and design-driven industries.  The institution’s new name, adopted in 2002, reflects this wider spectrum of interest, as well as the increasingly interdisciplinary nature of the Museum’s permanent collection and exhibition programming.

BASIC FUNCTION

The Deputy Director, Development and Marketing will provide the leadership, management and coordination for the Museum’s broad-based fundraising and marketing/communications efforts, building MAD’s ongoing base of private support from individuals, foundations and corporations, and continuing to expand the Museum’s audience and visibility.  This individual will lead a development effort that includes unrestricted funds, restricted program funds, capital funding and building the institution’s endowment.  It is expected that this individual will play a key role in increasing major donor support by identifying, cultivating and soliciting existing and new major donors. 

The Deputy Director, Development and Marketing will oversee a development staff of seven responsible for approximately $4.5 million annually in gifts from individuals, corporations, foundations and government agencies.  He or she will also provide leadership to the Director of Marketing and Director of Public Relations, ensuring the coordination of marketing and fundraising efforts and strategies.  The Deputy Director will be responsible for overseeing membership, corporate membership, event fundraising, and revenue-generating rentals and initiatives.  He or she will also play a lead role in helping to close the $7 million outstanding balance of the capital campaign and achieving a $20 million endowment fund.  The Deputy Director oversees other functions that support the institution’s fundraising efforts, including donor research, donor database and cultivation activities, such as special donor cultivation trips and travel program. 

Reporting directly to the Director of the Museum, the Deputy Director, Development and Marketing will work in close partnership with the Director, as well as with the Board of Trustees, to develop strategies and create new fundraising and marketing initiatives.  While focusing on the institution’s overall fundraising priorities, the Deputy Director also ensures the ongoing engagement of key constituencies in the successful solicitation of multifaceted revenue streams, including cultivation of Trustees, major donors and upper-level members, and members of board standing and ad hoc committees.

IDEAL EXPERIENCE AND QUALIFICATIONS

The ideal candidate will be entrepreneurial, ambitious and creative and should have the following experience and qualifications:

• Proven experience developing and implementing a significant and successful fundraising effort in an institution or organization that has a reputation for quality and excellence; experience managing and leading marketing and public relations is a plus;

• A record of measurable results in organizing and implementing such activities as annual funds, planned giving, major donor programs, corporate sponsorship, foundation giving, donor segmentation and research, membership and special events;

• Demonstrated ability to work effectively with and quickly gain the respect and support of various constituencies, including Board, staff members, potential donors, and foundation, corporate and civic leaders;

• A successful track record of personally identifying, cultivating and soliciting major individual donors for annual, capital and planned gifts;

• Demonstrated experience in managing people and budgets; computer literacy;

• A knowledge and understanding of the New York funding community and the ability to communicate MAD’s mission and interests to a broad audience;

• A level of comfort with museums and the art and design worlds;

• A track record as an effective communicator; skilled in writing and speaking; adept at crafting proposals, donor correspondence, and other kinds of materials.

For more information on the institution, please visit www.madmuseum.org.

Applications and nominations should be sent to the attention of Becky Klein and Mark Tarnacki at MAD@PhillipsOppenheim.com

For a full position description, click here.

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NEUBERGER MUSEUM OF ART AT SUNY PURCHASE COLLEGE, Purchase, NY
Director

“The Neuberger Museum of Art engages and inspires diverse audiences by actively fostering the study, appreciation, understanding and enjoyment of modern art, African art and the art of our time.”

The Neuberger Museum of Art is the premier museum of modern, African, and contemporary art in the Westchester/Fairfield County area. An outstanding arts and education institution, the Museum was conceived with the dual purpose of serving both as an important cultural resource to its regional, national, and international audiences, and as an integral part of Purchase College. Located on Purchase’s 500-acre campus, the Museum’s 78,000 square foot building was designed by the noted architectural firm of Philip Johnson and John Burgee, as part of a master campus plan formulated by Edward Latrobe Barnes. The Museum’s physical size makes it the one of the ten largest museums in New York State and the tenth largest college museum in the country. In addition to displaying work in its five major exhibition galleries, and alternate project spaces in the building, the Museum also exhibits public sculpture in its three exterior sculpture courts and across the Purchase College campus.

The Museum’s outstanding permanent collection was initiated in 1969 with Roy R. Neuberger’s donation of 108 works of mid-century art; at the time of its formulation, the Roy R. Neuberger Collection was considered the most important private collection of American contemporary art in the world. Since that time, the permanent collection of the Neuberger Museum of Art has grown to over 7,000 works of uncompromised quality and variety. Holdings include such remarkable resources and treasures as the Roy R. Neuberger Collection of American Art, the Aimee W. Hirshberg and Lawrence Gussman Collections of African Art, the Hans Richter Collection of Dada and Surrealist Objects, the George and Edith Rickey Collection of Constructivist Art, American, Mexican and European master works from the collection of the late Dina and Alexander Racolin, and the Luis Calzadilla Collection of Contemporary Latin American Art. The Neuberger Museum of Art continues to collect, guided by Mr. Neuberger’s commitment to supporting the work of contemporary artists who examine and expand the ideas of our day.

First and foremost a University Museum with a strong education emphasis, the Neuberger Museum of Art presents seven to eight special exhibitions annually in addition to its displays of permanent collection.

The Museum’s special exhibition goals have been to present modernist works in new and thought-provoking contexts, showcase the breadth and artistic range of African art, present surveys of established artists, and explore new artistic expressions by emerging artists. These goals have been expanded by the establishment in 2008 of the Roy R. Neuberger Exhibition Prize, awarded every two years to an artist for an early career survey and monographic catalogue. Within each of these areas the Museum is highly committed to presenting a variety of media, a range of cultural perspectives, and to exhibiting works by women and artists from diverse cultural backgrounds. The Museum is justifiably proud of the quality of its exhibitions and public programs. Its exhibitions are reviewed regularly in the national and local press, including The New York Times, Art in America, ArtNEWS, Sculpture, The Art Newspaper, L’Oeil, Art Actuel, and The Financial Times.

Accompanying its exhibitions, the Museum programs readings, films, concerts, family festivals and workshops for the community. Museum lectures, the most significant of which is its Yaseen Lecture Series, have featured noted speakers such as Claes Oldenburg, Maya Angelou, Chuck Close, Robert Wilson, Meredith Monk, Andy Goldsworthy, and Faith Ringgold.  In its interdisciplinary work in these areas the Museum articulates with the College, home to a thriving liberal arts and sciences program, the school of art and design, and conservatories in music, dance, and theatre arts. Cross-campus collaborations are part of the mission of Purchase College.

Before the Museum opened in 1974, the Friends of the Neuberger Museum of Art was formed to advance the Museum’s goals. A separately-incorporated campus-related foundation, The Friends is a membership organization open to the public. It has been a dedicated and close community, with some loyal members involved for decades. The Board of Directors of the Friends of the Neuberger Museum of Art, composed of citizens from the region and representatives from Purchase College, State University of New York, oversees the Friends. The Board of Directors helps and directly supports the educational and cultural mission of the Museum, including acquisitions, exhibitions and programs.

Volunteer opportunities at the Neuberger include the Museum Service Council, the Auxiliary Council, and the Docent/Research Council. The 100 member Docent Council receives extensive and noteworthy training and education. The Neuberger is an AAM accredited institution with an annual operating budget of approximately $3.5 million and a full and part time staff of 22. An integral part of a campus devoted to the arts and surrounded by the vibrant art scene of New York City and the Hudson Valley, the Neuberger enjoys the opportunity to be a tastemaker for contemporary works as well as a focal point for dialogue and engagement with art of the last century and other cultures.

THE COLLEGE AND SURROUNDING AREA

Purchase College, part of the State University of New York’s network of 64 publicly funded universities and colleges, was founded in 1967 by Governor Nelson Rockefeller. Envisioned as the arts campus of the SUNY system, Purchase would uniquely combine conservatory training in the visual and performing arts with liberal arts and sciences programs, a professional performing arts center and a professional museum on one campus. Construction of the campus was completed in 1971 and the first building finished was the Neuberger Museum, which opened in 1974. It was designed to permanently house the works of American artists collected over half a century by Roy R. Neuberger. Purchase College is situated directly across the street from the world-renowned Donald M. Kendall Sculpture Gardens at the world headquarters of PepsiCo, Inc.

Located just 25 miles north of New York City, Purchase College uniquely combines professional conservatory training in the visual and performing arts with rigorous majors in the liberal arts and sciences. Our faculty and staff are committed to inspiring an appreciation for both intellectual and artistic talents in all students. Named by Princeton Review as one of the “Best 376 Colleges, 2012”, the campus celebrates individuality, diversity, and creativity as we encourage students to “Think Wide Open”. At Purchase College, the arts play a special role – liberal education infuses the arts and the arts infuse the campus. 

Purchase alumni/ae are at the forefront of their fields, including artists Fred Wilson and Gregory Crewdson, reporter Adam Nagourney, scientists Carl Safina and Jill Bargonetti, directors Chris Wedge and Hal Hartley, playwright Donald Margulies, choreographer Doug Varone, actors Edie Falco, Stanley Tucci, Parker Posey, Sherry Stringfield, Susie Essman, John Treacy Egan and Robert M. Jiminez. Purchase faculty includes an extraordinary community of artists and performers, composers and producers, scholars and scientists.

THE POSITION

The Director of the Neuberger Museum of Art provides the overarching vision for the Museum, building upon its role as an outstanding arts and education institution and directing its course for exhibitions, programs, fundraising, and board relations. This vision identifies the role of the museum as an educator and a gateway to the arts – communicating the role of the arts and the artist in society and the connection of the arts with its audiences. The Director will be an articulate and persuasive spokesperson who can represent the Museum’s interests to the College, community, patrons, funders, and the State as well as to regional, national and international art communities. The Director will be an energetic fundraiser who will increase the Museum’s base of financial support and work with a group of dedicated volunteers.

The Director will be expected to:

• Know the Neuberger thoroughly: its history, potential, culture, collections, programs, constituents, and base of support. From an informed position, the Director will lead the development and implementation of a short and long term strategic plan for special exhibitions of modern, contemporary, and African art, and fully utilize the Museum’s permanent collection for exhibitions as well as the enhancement of special exhibitions and study.  The Director will anticipate the future needs of the Museum to secure its position within the College and the art world at large.
• Forge strong yet sustainable working relationships with the President, Provost, department heads, the Performing Arts Center Director, and faculty to secure their support for the Museum and enhance the arts mission of the institution and curriculum. Position the Museum to be an integral participant in life on campus and in the community. Keep the Provost informed of all relevant issues and attend College meetings as institutional needs demand.
• Engage the Board of Directors of the Friends of the Neuberger Museum of Art and members (“Friends”) to bring forth their best ideas and increase their support, cultivating existing as well as new patrons, and generating interest and excitement in the Museum.
• Ensure that sound fundraising strategies are in place, working collaboratively with the President, the Purchase College Vice President of Institutional Advancement, Neuberger Deputy Directors and the Board of Directors of the Friends to attract and secure resources to the Museum.
• Ensure an increase in Museum funding from private sources, including from its Friends, for programmatic needs, work with the Board of Directors and staff to strengthen the Museum’s collection through careful acquisitions and relationships that may lead to appropriate gifts.
• Manage, motivate and evaluate Neuberger staff. Ensure an integrated and collegial staff structure in which effective delegation and accountability is practiced and upheld.
• Evaluate the Neuberger’s programming and provide clear direction for the planning and the efficient implementation of exhibitions, publications, and outreach. Ensure the integration of exhibition and education objectives. Continue to find other ways to expand and deepen the Museum’s connection to New York City constituencies and remain an active and visible participant in its art, life and culture.
• Actively manage the Museum in a fiscally-responsible manner, taking into consideration the financial implications of programming for a public institution. Work with staff and the Provost’s office to develop and implement the institution’s annual budget. Monitor the preservation and maintenance of the Museum’s physical assets (grounds and building), prioritize expenditures for their upkeep and determine the best use of available indoor and outdoor space.

IDEAL EXPERIENCE AND QUALIFICATIONS

The ideal candidate will have the following experience and qualifications:

• A masters or doctoral degree in an appropriate discipline and senior administrative experience in an art museum known for quality and excellence. Professional experience in an academic environment is a decided plus. Competence, ease and experience handling multiple revenue streams, a professional staff and potentially complex budgets effectively.
• An understanding of and commitment to contemporary art and culture. Knowledge of the art world and its key players. An appreciation for modern and African Art and an ability to translate this into compelling collaborations and exhibitions. Demonstrated ability in crafting innovative approaches to exhibition and educational programming that speaks to internal campus and external audiences.
• A proven ability to build and nurture relationships with a wide range of individuals from artists to academicians to donors to civic leaders. A track record of engaging, motivating and holding a board accountable. A proven ability to fundraise from a variety of sources, including successful experience cultivating and soliciting gifts from individual donors. Capital campaign experience is a plus. A demonstrated ability to serve as an effective spokesperson for a program.
• Creative, strategic and resourceful leadership. Ability to negotiate graciously yet remain clear, decisive, proactive and fair. Experience in the subtleties of motivating, directing, and working with others yet also able to hold his or her own.
• Commitment to bringing cultural experiences to a wide and diverse audience. A high degree of personal and professional integrity, credibility, and good judgment.

Please submit applications to the attention of Sarah James and Mark Tarnacki at
Neuberger@PhillipsOppenheim.com

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NEW 42ND STREET, New York, NY
Vice President of Development

The New 42nd Street was established by New York City and State officials in 1990 as an independent nonprofit organization charged with the revitalization of seven historic theaters on West 42nd Street.  The organization currently holds the master lease on properties with a footprint of 87,000 square feet – more than a quarter of the block’s total footprint of 320,000 square feet – making it one of the largest developers on the street.

The organization ignited the surge of commercial development on the block early in the 1990s when it became the first organization to renovate one of the historic properties, the Victory Theater, as New York’s first theater for children and families, renaming it The New Victory Theater.

BASIC FUNCTION

The Vice President of Development will assume leadership, management and coordination for The New 42nd Street’s comprehensive fundraising efforts.  The individual will be a strategic catalyst and goal-oriented manager who will ensure that The New 42nd Street’s development department functions at the highest level of efficiency and effectiveness with a collaborative, high-caliber, professional team.

Reporting directly to the President, the Vice President of Development is a member of the senior management team.  He/She manages a professional and dedicated staff of four and a seasonal intern (manager of individual giving, grantwriter, data manager, development associate).

PRIORITIES

It is expected that the Vice President of Development will:

• Quickly get to know The New 42nd Street as a whole – its history and culture, purpose and programs, structure and organization, finances, funding, policies, and the substantive issues critical to the organization and its future; be an enthusiastic advocate for the organization’s mission and diverse programs, both within and outside the organization;

• Assume responsibility for the organization’s annual fundraising goals and ensure that that goal is met or exceeded; take a fresh look at all facets of support;

• Establish a strong working partnership with the President and the entire senior management staff built on trust and shared vision;

• Manage the development department; motivate staff and prioritize activities; recruit, hire and train personnel as necessary; set expectations and standards for the department;

• Develop and oversee the departmental budget;

• Cultivate and solicit major corporate, individual and foundation donors;

• Plan and implement the following:  operating and capital fund campaigns; special gift campaigns including benefits, online campaigns, specific projects, sponsorships, planned gifts and donor programs; special events – ensuring that the special events are well planned, efficiently executed and cost effective, with strategies for follow-through and solicitation;

• Identify potential individual, corporate and public sector sources of support and develop proposals for such support working collaboratively with other members of the senior staff;

• Manage communication with and cultivation of The New Vic Council, a board led advocacy group;

• Provide staff support and written reports and materials for the Development Committee of the Board of Directors; 

• Ensure the development department tracks all donors and funding prospects in Tessitura; oversees all gift recording and acknowledgement procedures; private and public grant recording;

• Plan, develop and oversee the design and implementation of  all digital (including social media), print materials and campaigns;

• Oversee the New 42nd Street’s public affairs activities and interactions with public officials and government entities.

IDEAL EXPERIENCE AND QUALIFICATIONS

The ideal candidate will be entrepreneurial, ambitious and creative and should have the following experience and qualifications: 

• At least 10 years of proven fundraising management experience in a sophisticated institution or organization with a reputation for quality and excellence; the development and implementation of successful efforts should include stewardship of digital fundraising and capital campaigns;

• Experience managing people and budgets, strong strategic planning and financial skills; a high comfort level working in a digital environment; proven ability to organize, meet deadlines and work in a team environment;

• The ability to quickly and skillfully gain the respect, cooperation and support of various constituencies, including board members, staff, and potential donors in the individual, corporate and foundation sectors;

• A track record as an effective communicator – a skilled writer and speaker;

• A thoughtful and resourceful risk taker who has overcome previous fundraising challenges through careful planning, innovative strategies and a pursuit of clearly articulated goals.

For additional information about New 42nd Street, please visit www.new42.org.

 Please send applications and nominations to Susan Meade and Mark Tarnacki at New42St@phillipsoppenheim.com. 

For a full position description, click here.

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NEW AMERICA FOUNDATION, Washington, DC
Director, Health Policy Program

The New America Foundation (www.newamerica.net) is a nonprofit, nonpartisan public policy institute that invests in new thinkers and new ideas to address the next generation of challenges facing the United States.

New America emphasizes work that is responsive to the changing conditions and problems of our 21st-century information-age economy – an era shaped by transforming innovation and wealth creation, but also by shortened job tenures, longer life spans, mobile capital, financial imbalances and rising inequality.

The Foundation’s mission is driven by the American ideal that each generation will live better than the last. That ideal is today under strain. Our nation’s education and health care systems are struggling with problems of quality, cost and access. The country requires creative means to address its fiscal challenges and pay for needed social and environmental investments. Abroad, the United States has yet to fashion sustainable foreign and defense policies that will protect citizens and interests in a rapidly integrating world.

New America also emphasizes big ideas, impartial analysis and pragmatic solutions. It invests in outstanding individuals whose ability to communicate to wide and influential audiences can change the country’s policy discussion in critical areas by incubating promising new ideas that will promote a sophisticated level of public policy discourse. Also, as part of its mission, the New America Foundation supports a wide array of ellows – primarily through the Bernard L. Schwartz Fellows Program.

The New America Foundation is located in Washington, DC.

HEALTH POLICY PROGRAM OVERVIEW

The Health Policy Program, one of New America’s key domestic programs, is committed to achieving a high-quality, coordinated and economically sustainable health care system. Building on its successful policy work around increased access, New America’s Health Policy Program is expanding focus to include thenext crucial step in reform: improving the quality and cost-effectiveness of America’s health care delivery system. The Health Policy Program is committed, not only to discovering best practices in medicine and health promotion, but also to communicating these practices to the broadest possible audience including policy makers, health care professionals and, especially, consumers of health care, through scholarly work, convening and original journalism.

Few think tanks are as substantively or institutionally prepared to address the next great step in the health care debate, which is reforming the delivery system infrastructure and the actual practice of medicine. By harnessing its core strengths of ahead-of-the-curve thinking and persuasive communication, the Health Policy Program will build on its niche as a source of sound analysis and creative policy ideas for controlling costs, improving care and spurring the national debate on delivery system transformation.

POSITION SUMMARY

Reporting to the President, the Director of the Health Policy Program is responsible for developing the vision, mission, core ideas, public outreach and funding stream for the Program. Operating in a highly entrepreneurial environment, the Director will be an idea generator, thought leader and manager skilled at working at the intersection of medicine and public policy who can communicate the complexities of the medical experience to diverse audiences and create meaningful public discourse on these critical issues.

It is expected that the Director, in his/her first year, will give shape to a plan for how he/she would make a meaningful contribution within the health policy arena and begin to drive the program toward answers. The Director will develop and communicate a coherent vision, assume overall management responsibility for the program moving forward and, in subsequent years, produce significant outcomes that might include: scholarly reporting from within the health care community; becoming a convening presence that influences others about policy; or using research and a journalistic platform to advance the conversation around health care in order to shift policy.

The Director will refine the unit’s programmatic objectives and provide the leadership necessary to implement key initiatives. This person will be expected to serve as an external presence and spokesperson– collaborating successfully with current funders, attracting new and more diverse sources of revenue, representing mission and purpose, and raising the visibility of the Health Policy Program.

PRIORITIES AND ONGOING RESPONSIBILITIES

The Director will be expected to:

• Thoroughly understand the Health Policy Program – its history and culture, funders and Board members, programs, and funding;
• Work closely with key Board members including Dr. Atul Gawande and Lenny Mendonca to leverage their expertise and connections and engage them as sounding boards; develop/leverage key policy and health-related contacts as appropriate;
• Lead the implementation of a strategic vision for the Program that builds on its significant past accomplishments and enhances its profile; create a conducive environment for the incubation of new ideas that will foster policy conversations;
• Organize convening opportunities to present the Program’s findings; create strategic advocacy alliances; ensure that the Program’s priorities, research and data evaluation are widely communicated to target audiences of policymakers and to the general public;
• Establish and nurture funding streams for the Program’s operation; develop relationships with foundations and others resulting in diverse funding sources that will enable the Program to fulfill its ission;
• Build relationships with other organizations working in the health sector (academia, government and journalism, for example) and develop opportunities for partnership and collaboration;
• Make strategic investments in talent; mentor Program staff; encourage provocative, cutting-edge thinking; respectfully work with other program directors; maintain a dialogue regarding potential conflict or overlap internally.

IDEAL EXPERIENCE

The ideal candidate, who must be substantively and institutionally prepared to address core issues around he health care debate, will incubate and foster a new programmatic agenda around health policy, and should have the following experience and qualifications:

• Significant, front-line clinical or health care policy experience in either an academic institution, think tank, government or media organization – or as a health care practitioner (MD or nurse);
• A specific area of expertise or niche, along with the ability to carve out a unique space in the discussions around health care would be a plus;
• A high comfort level with developing collaborations and partnerships and cultivating alliances; experience working with foundations and others to secure funding for program area and research projects;A capacity for public leadership and a demonstrated ability to work effectively with and influence a broad range of people including foundation leaders, policy makers, the media, politicians, business leaders, government officials, academicians and others;
• Outstanding oral and written communications skills, with a record of and commitment to publishing and other journalistic endeavors as a means to advance the Program’s policy agenda in nonpartisan and non-polarizing ways; an understanding of and level of comfort with the
  media;
• Ability to strategize, conceptualize, plan and critically analyze projects; able to encourage provocative, cutting-edge thinking;
• Ability to identify, hire and mentor talented staff; entrepreneurial; able to manage Program area astand-alone, “small business”; demonstrated ability to manage grant funding to support program area;
• Excellent interpersonal skills, including the ability to inspire others and take initiative.
  

PERSONAL CHARACTERISTICS

The successful candidate should be:

• Ability to identify, hire and mentor talented staff; entrepreneurial; able to manage Program area as tand-alone, “small business”; demonstrated ability to manage grant funding to support program area;
• Excellent interpersonal skills, including the ability to inspire others and take initiative.
• Committed to the mission and values of the New America Foundation; open-minded, with the flexibility necessary to provide direction in a complex initiative; a strategic and highly analytical thinker who is able to manage the Health Policy Program while providing a vision for its future;
• An entrepreneurial leader who is adept at analyzing and formulating disparate information into sound, well-organized plans and at prioritizing, organizing and following through; a “doer” with a willingness to work hands-on in developing and executing various activities ranging from the internal day-to-day operations to the highly creative and visible; comfortable with ambiguity; Outcome-focused and results-driven; able to capture and share those outcomes and results; decisive and resourceful, with the organizational wisdom to gain and effectively use the support of the Board, sector leaders, funders and staff at all levels;
• A collaborator and consensus builder with good judgment and interpersonal skills that embodies collaboration and a team-oriented approach; able to balance diverse agendas and points of view while maintaining on all fronts a sense of common purpose; firm and confident yet flexible and willing to take risks;
• Energetic, positive and independent; able to confidently present views;
• Someone with a sense of humor and maturity in order to maintain perspective and a sense of alance; diplomatic.
  
  Nominations and applications may be submitted to Mark J. Tarnacki at
  NewAmerica@PhillipsOppenheim.com.

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ORBIS INTERNATIONAL, New York, NY
Director of Development, Americas

ORBIS prevents and treats blindness by providing quality eye care to transform lives.

Blindness affects 45 million people around the world, with 80% of those cases treatable or preventable. ORBIS International is a nonprofit humanitarian organization dedicated to saving sight and eliminating avoidable blindness worldwide.  ORBIS International provides the tools, training and technology necessary for local partners to assess their needs and develop workable and lasting solutions to the tragedy of avoidable blindness.  By building their long-term capabilities, ORBIS helps its partners to take the actions necessary so they can provide their own high quality eye care services that are affordable, sustainable and accessible to all – regardless of income or geographic location.

To fulfill this mission, ORBIS has carried out more than 1,000 programs in 87 countries so far, enhancing the skills of more than 262,000 eye care professionals and providing direct treatment to millions of blind and visually disabled people.  ORBIS works with local partners in developing countries to build their capacity through a programmatic approach that steadily increases the availability of quality eye care and provides solutions to preventable blindness.

ORBIS has established comprehensive eye care and blindness prevention programs in Bangladesh, China, Ethiopia, India, Vietnam, Peru, Jamaica, South Africa and is poised to develop and implement additional projects in many other countries around the globe.  In addition to taking advantage of ORBIS’s training platforms, ORBIS’s support to its local partners includes: building and renovating clinics; creating referral networks for screening and treatment; conducting mobile vision care; implementing public and in-school education campaigns; distributing medicine for the prevention and treatment of trachoma; and introducing quality assurance measures into hospital practices.

In addition to its regional eye care and blindness prevention programs in the Asia and Africa ORBIS develops experts and shares knowledge through:

• Programs in developing countries that build capacity of high quality eye care and vision health.

• The Flying Eye Hospital.  This is the world’s only airborne ophthalmic training and surgical facility and is the focal point for ORBIS’s education and advocacy programs.  During training programs, ophthalmologists, nurses, anesthesiologists and biomedical engineers from developing nations work side-by-side with ORBIS staff and volunteer experts to learn new diagnostic and clinical skills and to perform sight-saving surgeries.

• Hospital-Based Training Programs and Fellowships.  Intensive specialized training at local partner hospitals or at the world’s leading eye care institutions increases the number and quality of skilled eye care professionals in developing nations.  ORBIS has over 450 volunteers who bring expertise from a wide range of eye care disciplines.

• ORBIS Cyber-Sight.  A unique telemedicine initiative, Cyber-Sight uses the Internet to connect eye doctors throughout the world with ORBIS volunteer ophthalmologists and real-time consultation on patient cases and eye care techniques.  This tool also provides E-Learning and accreditation.

To sustain the eye care infrastructure it builds on a global basis, ORBIS is also focused on:  Public Awareness – increasing the consensus that blindness can be prevented or treated and; and Advocacy – promoting improved eye care services at the local and national levels.

ORBIS International has an annual operating budget of approximately $35 million with $65 million in gifts in kind.  Its global headquarters are located in New York City. The Asian regional offices are managed from ORBIS’s central Asia hub in Hong Kong and the ORBIS London offices manages program and fundraising activities in Europe, Africa and the Middle East regions.

POSITION OVERVIEW

As leader of the Americas fundraising team, the Director of Development, Americas provides strategic leadership to ORBIS’s fundraising efforts in the U.S., Canada and the Latin America and Caribbean regions.  The incumbent will be expected to lead a robust effort to broaden the organization’s ongoing base of private and public support, expanding contributions from individuals, foundations and corporations and government agencies. 

Specifically, the incumbent will oversee the coordination and implementation of various fundraising activities and functions and ensure they effectively communicate the case to appropriate constituencies to increase and diversify philanthropic.  ORBIS’s corporate partnerships, direct marketing, foundation grants and special events programs are well established and the incumbent is to play a key role in increasing major donor support by identifying, cultivating and soliciting existing and new major donors.  The incumbent is also expected to develop a case for support for ORBIS global programs and outreach; including a campaign in support of ORBIS new MD10 airplane, which will be launched in 2013.

As department head, the Director will guide and motivate a professional staff of five, foster a professional work environment with consistent standards, clear expectations, careful planning and effective teamwork.  The incumbent will provide regular and meaningful performance feedback and identify professional development opportunities.

Reporting directly to the President and CEO, the Director will work closely with the Board to develop strategies to cultivate and create new fundraising initiatives and broaden the awareness of ORBIS in North America.  Serving as a global ambassador of ORBIS, the Director fosters internal and external relationships with ORBIS colleagues, fellow fundraising professionals, and other key contacts and supporters around the world, as well as the general public.

PRIORITIES AND RESPONSIBILITIES

The Director of Development will thoroughly understand ORBIS, its structure and organization, finances and stakeholders; be sensitive to its donors, partners, staff and Board; and have the following priorities and responsibilities:

• Be a strategic leader, visionary, and expert for ORBIS’ fundraising activities in the Americas region; lead the design and implementation of the overall fundraising strategies across all funding streams including major gifts, direct mail, events, foundation grants and corporate partnerships; ensure these strategies meet revenue goals, maintain excellence and support expansion, while ensuring that all program initiatives are viable from a funding perspective;

• Assume a proactive, creative leadership role in the identification, cultivation and solicitation of individual major gifts; working with the President and/or Board members as appropriate, nurture donor relationships to increase and diversify the base of support; create and implement a plan to leverage the current U.S. donor base and market ORBIS to a new cadre of donors at all levels;

• Build and maintain effective working relationships with the Board of Directors; enlist and motivate Board members to actively participate in fundraising activities as well as advocate for ORBIS International and its programs worldwide; know and understand the Board’s giving patterns and encourage their participation as major donors and solicitors; implement strategies to assist them in identifying prospective donors and maximizing their outreach and fundraising potential; continue to expand and fine-tune direct mail fundraising acquisitions and appeals;

• In partnership with the Director of Corporate Partnerships, pursue and broaden existing corporate support and develop relationships with untapped corporation resources throughout North and Central America; pursue pro bono contributions of goods and services as appropriate to support development efforts;

• Manage the Development Department and ensure that all staff efforts are focused on meeting fundraising goals and working interactively for the common good; supervise and motivate the staff; manage departmental budgets;

• Supervise and mentor the development team; recruit and marshal the talents of a competent and creative team and inspire them to achieve new benchmarks of success by providing leadership, inspiration, accountability, and opportunities for professional growth;

• Develop a strategic plan around the use of ORBIS’ airplane as a public relations and fundraising vehicle; lead special projects such as the Flying Eye Hospital Good Will Tours;

• Assess current development strategy, processes and procedures and, where necessary, design and implement new development systems to efficiently support the development staff and enhance the donor experience;

• Work closely with the communications team, ensuring all materials (both print and online) are consistent, compelling and effectively support development efforts;

• Work with all segments of the organization, domestically and abroad to understand their fundraising needs; liaise with colleagues in ORBIS fundraising offices around the world and share innovation and best-practices and help them as appropriate, to strategize and execute fundraising efforts to meet goals.

IDEAL EXPERIENCE AND QUALIFICATIONS

The ideal candidate will be entrepreneurial, ambitious and creative and should have the following experience and qualifications:

• An organized and strategic approach to fundraising with previous experience creating development strategies directly tied to business objectives; a strong understanding of strategy, ability to understand the “big picture,” and skill in organizational change and dynamics;

• The ability to communicate and maintain ongoing relationships with major donors, corporate sponsors, foundations and government grant makers and other funders;

• Demonstrated ability to work effectively with and quickly gain the respect and support of various constituencies including Board, staff members, potential donors, and foundation and corporate leaders;

• Proven leadership and supervisory experience with a track record of successfully managing a fundraising team to achieve stated results and soliciting six and seven-figure gifts;

• A minimum of 15 years of proven experience in an institution or organization that has a reputation for quality and excellence;

• Excellent communication skills including writing, editing and oral presentations; articulate and persuasive in writing as well as verbally; adept at crafting proposals, donor correspondence and other kinds of materials;

• Bachelor’s degree or extensive equivalent experience.

PERSONAL CHARACTERISTICS

The successful candidate must demonstrate passion for ORBIS’ mission of “saving sight worldwide” along with a strong personal commitment to the purpose and values of the organization.  Additionally this person should have or be:

• Able to lead in a collaborative, entrepreneurial environment; effective interpersonal skills and ability to motivate and engage participation from all levels and various constituencies;

• A skillful diplomat, able to build and maintain successful relationships with colleagues, donors and board members and partners from various cultural and professional backgrounds;

• Decisive, tough and resourceful with the ability to anticipate and act on events and opportunities which may advance ORBIS nationally and internationally;

• Energetic and willing to work hands-on in developing and executing a variety of fundraising activities ranging from the day-to-day to the highly creative and visible;

• A problem solver, able to assess situations quickly and resolve them efficiently and effectively;

• Unflappable; able to function effectively in a demanding, fast-paced and constantly changing work environment;

• Able to travel to nationally and internationally up to 10% of the time;

• Emotional maturity and a sense of humor.

Applications (including cover letters and résumés) and nominations should be sent to the attention of Mark Tarnacki and Susan Meade at ORBIS-Development@PhillipsOppenheim.com

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THE ROSE ART MUSEUM, Waltham, MA
Director

BACKGROUND AND CONTEXT

The Rose Art Museum (http://www.brandeis.edu/rose/) is Brandeis University’s greatest cultural resource.  Founded in 1961, the Rose is an educational component of the University dedicated to collecting, preserving and exhibiting the finest of modern and contemporary art.  The University’s distinguished art collection is comprised of more than 7,000 works and represents New England’s preeminent collection of modern and contemporary American art.  The artistic programming of the Rose reflects the mission of Brandeis and embraces its values of academic excellence, social justice, engaged learning and global citizenship.

Following a recent period of upheaval and significant change, the Rose is currently undergoing a period of rebirth and renewal with the full support of the University administration and trustees. The Director will need to bring special leadership, creativity and enthusiasm to the Museum and its constituencies at this critical time in its history.  Working with optimistic and enthusiastic partners across campus, the position offers a unique opportunity for creative innovation, vision and institutional growth as the Rose reclaims its position of respect and builds to new levels of prominence internally and externally.

The Rose has recently completed extensive renovations, funded by Gerald and Sandra Fineberg, to enhance the appearance of the original building, make it more energy efficient and create a better physical environment for the collection.  This effort culminates with a grand reopening and celebration of the Museum’s 50th anniversary in late October.

THE POSITION

The Director of the Rose is a senior administrative officer of Brandeis University responsible for the artistic leadership and management of a museum with a rich history and enormous potential in a renewed climate of institutional support.  With a broad mandate and a highly visible platform, the Director will:  envision and implement short- and long-range strategic plans for the Museum’s institutional stability and growth; integrate the Rose into the education and cultural life of Brandeis; provide curatorial leadership regarding the care, development and use of the Museum’s permanent collection; organize and curate exhibitions; supervise and work closely with a dedicated professional staff of four; engage participation in the life of the Museum from the campus community, the Museum’s Board of Overseers and the general public; produce catalogues; and actively cultivate donors for the Rose.

Reporting to the Provost, the Director will ensure that the Rose’s mission is fulfilled and that its strategic objectives are fully articulated and attained.  He or she will embrace the often demanding social schedule of a cultural leader, ecoming a visible presence on campus, and in the greater Boston arts community, while enthusiastically cultivating new and existing donors, overseers, friends and community partners. 

PRIORITIES AND RESPONSIBILITIES

Conceive and execute a new institutional vision and enhanced University integration.

• Review and reinvigorate the mission of the Rose to be a major contributor to the University’s educational mission and goals.

• Foster synergies and collaborations across campus, especially with the activities and planning of the campus arts community.

• Coordinate with the Museum’s Director of Academic Programs to engage the Museum’s campus constituencies – specifically students and faculty in the Department of Fine Arts.

• Develop and participate in the teaching of courses related to the mission of the Museum.

• Develop collaborative working relationships with the Provost, the faculty, the Director of the Office of the Arts, the Brandeis Arts Council and other key members of the University’s administrative staff in order to enhance broad-based support for the Rose, financially and otherwise, throughout the Brandeis community.

• Conceive of an innovative, comprehensive and balanced curatorial vision for both temporary exhibitions and shows comprised of works from the permanent collection.

• Cultivate engagement with significant artists and movements in contemporary art.

• Cultivate the relationship of the Rose with the national and international art community, including art museum professionals, collectors and artists.

• Supervise the care and cultivation of the collection; develop long-term strategies for collection management policies in consultation with the Museum’s staff and Board of Overseers and University administration.

• Reestablish the Museum as a leading member of the greater Boston cultural and educational communities.

• Rebuild the Museum’s Board of Overseers, connecting with current and past supporters, and nurturing them as advisors and facilitators of the Museum’s goals and enhanced aspiration as a cultural and educational trailblazer.

• Understand all aspects of the Rose and study its history, collection, operations, programs, elationship with Brandeis, stakeholders internally and externally, and base of financial support.

Develop the resources to realize the vision.

• Develop long-term artistic, educational and financial plans.

• Conceive of and implement a new membership program and benefits system for donors in partnership with the Office of the Arts and the Office of Institutional Advancement.

• Actively participate in fundraising for the Rose; forge productive relationships with the Office of Institutional Advancement and work with them to pursue support for operations and programs, new endowments, capital needs and acquisitions of art.

• Develop the Museum’s earned income potential.

• Cultivate, solicit and steward the Board of Overseers in partnership with the President, Provost and Office of Institutional Advancement.

• Cultivate and guide an advisory faculty committee in partnership with the Provost and Office of the Arts to ensure the Museum’s integration with University initiatives and programs.

Administer the institution.

• Play an active role in the life of Brandeis and the region as an enthusiastic advocate for the Rose; advance the educational mission of the Museum; and serve as a spokesperson for the values and importance of the arts in an institution of higher education.

• In partnership with the Museum’s Deputy Director, structure, hire and manage a professional staff to operate the Museum and implement exhibitions and programs; develop, oversee and manage the budget and other resources.

• Plan for the maintenance of, improvements to and expansion of collection storage and the Museum facilities; work with collections management to implement preservation strategies.

• Work with the Office of Communications to oversee and repair the Museum’s public identity and grow Museum attendance; build awareness of the Rose through effective branding and judicious marketingand communications efforts in both traditional and new media platforms.

• Produce catalogues and other scholarly publications in support of the Museum, its programs and exhibitions.

THE INDIVIDUAL

The Rose Director will be enthusiastic about the Museum’s future and embrace the mission and values of the Museum and Brandeis University.  He or she will have the following experience and qualifications.

• A minimum of 10 years of management and curatorial experience directly relevant to the management of a university museum.

• Expertise in modern and contemporary art and collections management; knowledge of the art world and its key players; the ability to select and evaluate works of art; an ability to translate a preeminent collection into meaningful collaborations and exhibitions.

• Commitment to arts in education and proficiency in working within an academic setting required; teaching experience preferred.

• Demonstrated ability to lead, organize and support a professional staff.

• Demonstrated ability to serve as an effective spokesperson and ambassador for an institution or program, with effective verbal and written communications skills.

• Proven fundraising experience.

• Dynamic leadership skills; able to take well considered risks in pursuit of excellence.

• A collaborative style; able to build and nurture relationships with a diverse range of individuals including Museum staff, administration, faculty, students, artists, alumni, trustees and donors to achieve the Museum’s goals within the University context.

• Knowledge of AAM standards and practices; membership in AAMD preferred.

• MA in art history or equivalent required; doctorate preferred.

Please send applications or nominations to Becky Klein or Sarah James at RoseArtMuseum@PhillipsOppenheim.com.

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RUTH AND ELMER WELLIN MUSEUM OF ART-HAMILTON COLLEGE, Clinton, NY
Director

“Students come to Hamilton to find their voice. As a national leader in teaching students to write effectively, learn from each other and think for themselves, Hamilton produces graduates who have the knowledge, skills and confidence to make their voices heard on issues of importance to them and their communities.”

Context: Hamilton College and the Village of Clinton

Hamilton College, a private liberal arts institution, is situated on 1,300 hilltop acres overlooking the Village of Clinton, in central New York. The third oldest college in New York, Hamilton was chartered in 1812 and named after its former trustee and the first U.S. Secretary of the Treasury, Alexander Hamilton. Today, there are 177 full-time faculty members, allowing for a student-faculty ratio of 10 to one. A men’s college until 1978, it became coeducational after uniting with its sister institution, Kirkland College. Hamilton’s current undergraduate enrollment is 1,812 (53 percent women and 47 percent men). Students hail from 49 states and 45 countries; nearly one-quarter of the student body consists of multicultural students from the United States or international students. Thirteen percent of students are the first generation in their family to attend college. Hamilton is need-blind in its admission decisions and meets the full demonstrated financial need of every accepted student. Nearly half of students study abroad during their time at Hamilton through 180 programs around the world as well as U.S. locations in New York, Boston and Washington. Notable alumni include poet Ezra Pound, psychologist B.F. Skinner, Elihu Root – secretary of war and state under Presidents McKinley and Roosevelt, contemporary artists Spencer Finch and Josh Simpson, novelist Kamila Shamsie, and actor and writer for The Office Paul Lieberstein.

A key component of the Hamilton experience is the College’s open yet rigorous liberal arts curriculum. In place of distribution requirements that are common at most colleges, Hamilton gives its students freedom to choose the courses that reflect their unique interests and plans from 49 areas of study. Faculty advisors assist students in planning a coherent and highly individualized academic program. In fact, close student-faculty relationships at Hamilton are a distinguishing characteristic of the College. Hamilton alumni are exceptionally loyal and passionate supporters of their alma mater. Historically, more than 50 percent of alumni make gifts to Hamilton on an annual basis. As of June 30, 2011, the Hamilton Endowment stood at about $710 million.

The Village of Clinton, founded in 1787 by settlers moving west from Connecticut, has been home to a number of educational institutions going back to the 19th century. Today, more than 93 percent of its citizens over age 25 have a high school diploma or higher. Never a factory town, Clinton did become the first home of the world-famous Bristol-Myers Company when Hamilton graduates William Bristol and John Myers launched it there in 1887. Clinton is 45 minutes east of Syracuse and four hours from New York, Boston and Philadelphia. Utica, New York, largest city in Oneida County and home to the Munson-Williams-Proctor Arts Institute, is eight miles east. The Adirondack Park is an hour north. As of July 2009, there were 234,678 people in Oneida County, including the village of Clinton. The racial makeup of the county was 87 percent white, with the largest inhabitant age category, at almost 30 percent, between the ages of 45 and 64.

The Arts at Hamilton

During the past 10 years, Hamilton has mobilized resources to support such projects as a $56 million state-of-the art science center, a $37 million renovation and expansion for the social sciences, the addition of a new student center, construction of the Blood Fitness and Dance Center, and renovation of a Stanford White-designed campus property into the home of the Art History Department. With the same enthusiasm and commitment, the College has now turned its attention to building sophisticated new spaces designed by the architectural firm of Machado & Silvetti for theater, studio arts and a museum. With ground recently broken for the Ruth and Elmer Wellin Museum of Art (“The Wellin”), and plans to break ground in the next 18 months for a new theater and studio arts facility directly across the street, we are anticipating significant and exciting changes in the role of the arts at Hamilton College.

The arts at Hamilton are inclusive in nature. They exist for and are truly open to all of the students, regardless of their major or future promise as professional artists. The Wellin will become a central part of this experience by developing a new paradigm for what a college museum can do within the liberal arts educational experience.

History of Galleries at Hamilton

June 26, 1873 marks the official beginning of an organized art gallery and collection at Hamilton College. On that date, the Trustees of Hamilton resolved to “…recognize the importance to a complete education of a Knowledge of the Fine Arts, especially painting and sculpture, and appreciate the favorable influence which this Knowledge exerts upon the scholar and the citizen. As a means of furnishing this Knowledge, art collections are of great utility, and we deem this a fitting occasion to adopt some permanent method for promoting an object so desirable.”

From 1873 to 1914, a gallery existed at Memorial Hall. In 1883, Professor Oren Root’s cabinet of curiosities was renamed the Knox Hall of Natural History for James Knox (class of 1830); soon afterward, an edited version of the Knox Hall collection was installed in the lobby of the Science Building. In 1920, alumnus Edward W. Root began teaching an art appreciation course at the College, using examples from his extraordinary personal collection of American modern art. Items acquired by Root became the nucleus for the fine arts portion of Hamilton’s permanent collection. From 1958 to 1982, exhibitions were displayed at the Root Art Center, named in his honor. In 1982, the Emerson Gallery began operating in the spaces it now occupies. With three temporary exhibition spaces and storage space for the Hamilton College Collection, the Emerson Gallery represented a notable shift. The Collection, which then included approximately 400 works of art, has now grown to include roughly 6,500 through the generosity of Hamilton alumni and friends. With the advice of the Committee on the Visual Arts, the Gallery has also developed exhibition programs that have achieved critical acclaim as well as endowed lecture and visiting artist programs. (Members have also endowed art acquisition funds.)

The Hamilton College Collection

The permanent Collection at Hamilton College is a teaching resource composed of art and artifacts from a broad range of cultures and historical periods. Early collections include ethnographic materials from ancient civilizations and the Americas once featured in the College’s Knox Hall of Natural History, and the Burgess Collection of ancient vases and glass illustrating the evolution of these arts from the late ninth

century BC to the 13th century AD. Since 1982, the collection has grown mainly through alumni gifts to include European, American and Asian works on paper, photographs, paintings, and sculpture ranging from ancient to contemporary art. Noted collections include drawings and watercolors from The Beinecke Collection of The Lesser Antilles and works by British artists affiliated with poet Ezra Pound, which are enhanced by materials in the College’s special collections.

When it became clear that the current facility could no longer meet the mission of object-based teaching and study, a larger museum was planned to bring to fruition what has been under discussion for many decades. The proposal for the new museum was not solely to continue and improve the work of the past but to create an entirely new program of visual interrogation, literacy and debate.

The Future: The Wellin at Hamilton

The Wellin Museum at Hamilton College will be a place for teaching and learning. Our goal is to make possible active engagement with uncommon objects of art and culture in diverse and inspiring spaces in order to transform student experiences. The Wellin will be fueled with an experimental energy. The building will be a place of activity and interrogation. The storehouse or vault is not the model; the laboratory and studio are closer parallels.

A visit to The Wellin will be marked by discovery and encounters with questions and new ideas. This will often be accomplished through uncommon juxtapositions of exemplary objects. This dialogue will invite all types of teaching into the Museum. Curatorial imagination will be encouraged, and multiple voices will be invited to speak. The art historian, poet, biologist and economist will all find a welcome space in which to use their own discipline’s vocabulary to navigate the world of ideas.

Galleries at the new site will always be changing and available to all daily visitors. Intimate, powerful, transformative experiences with objects will be the goal rather than attempts at blockbuster-style programming. Much of the collection will be viewable through glass walls and inventive open storage scenarios. Artists, faculty and students will be routinely invited to reinstall sections of the collection. Moveable casework, contained shelving units and glass walls will offer semitransparent barriers and partitions for teaching spaces and sites for small, nimble, quickly changing exhibitions.

Flexibility, transparency and transformation will guide the planning and activities of The Wellin. The Museum will be a space for producing new teaching methods, new ideas and new understandings, becoming a new kind of teaching/learning facility. The Director will be its advocate and visionary, inspiring people to enter, partake and return.

The new and already funded $16 million Wellin Museum building will encompass 30,000 square feet, including a 5,100-square-foot gallery that can be structured in multiple ways. The transparency and interactive participation emphasized in The Wellin’s teaching mission will be evident in the structure, especially the signature glassed-in storage and open archives. The Wellin’s precursor, the Emerson Gallery, has a full-time staff of three and a part-time consulting Director to total four. A staff of five or six is under consideration for the expanded space. The Wellin currently is projected to run a $750,000 annual operating budget.

The Position

The Director of The Wellin will provide the vision and artistic direction for the Museum, taking the lead in shaping the role and reputation of an inclusive, innovative and intellectually-rigorous teaching museum. The Director will be able to articulate the mission clearly and to advocate on behalf of the Museum with trustees and potential patrons so that all are aware of its purpose and potential impact, as well as the metrics for success.

The Director reports to the Vice President for Academic Affairs/Dean of the Faculty and, additionally, may seek to establish a friends group of Museum supporters among interested alumni, parents, etc., that will aid the Museum’s efforts to secure dedicated funds for programming, endowment and acquisitions as needed. The Director will be responsible for hiring, inspiring and managing the staff, along with instituting and running the Museum’s daily operations. He or she will lead and support a programming schedule of the highest quality that captures the interest of all students, faculty and alumni, and provides points of connection across departments on campus and with peer institutions around the country.

The Director will believe emphatically in the importance of the visual arts for all and strive to inculcate a similar appreciation for the objects and art and what they teach us about the world around us and ourselves. The Director should understand and acknowledge issues, identities and traditional knowledge of many different forms of contemporary, modern, historic and prehistoric material culture.

Immediate Priorities

The Director will be expected to:

• Oversee the opening of the new Museum;
• Honor work to date and internalize the history of the arts at Hamilton to inform and enhance the Museum’s strategic direction; develop short- and long-range objectives and metrics; structure and implement policies congruent with the American Association of Museums, with which the Emerson
• Gallery is currently affiliated; review the existing acquisitions policy; report regularly on what makes an excellent teaching museum and how The Wellin fosters that excellence;
• Begin developing plans to fulfill the Museum’s mission to become a new kind of student-centered, teaching/learning facility;
• Reach out to and forge relationships with Museum and campus stakeholders, encompassing students, gallery staff, alumni, the administration, and colleagues on campus and in the community; affirm in the community through outreach and actions the Museum’s role as a collegial partner;
• Assess funding needs and initiate a strategy and procedures to institute a successful fundraising operation in partnership with the Development Office;
• Encourage staff and student innovation, intellectual engagement, and collaboration with academic and professional peers; exploit The Wellin’s unique role on campus to become an inclusive gathering place for all at Hamilton and an important destination in the region;
• Define the Museum’s profile regionally and nationally through standard-setting yet accessible programming and publications;

Provide direction for future exhibitions, acquisitions, publications, programs and educational outreach; evaluate scheduling demands with an eye toward balancing programming and resources; ensure integration of exhibition and education objectives with each other and with fiscal objectives.

Ongoing Responsibilities

The Director will have ongoing responsibility for:

• Ensuring that the day-to-day operations and programs of The Wellin are efficiently administered in a fiscally responsible manner;
• Motivating, nurturing and maintaining an established collegial and non-hierarchical culture, and assuming or delegating appropriate responsibility;
• Guiding and directing the members of the Museum staff in development and promotion of educational, creative, cutting-edge ideas and programs and services offered by the Museum that challenge visitors’ assumptions about visual expression; working closely with staff to optimize use of the new facility with activities that support the Museum’s campus imperative and attract visitors;
• Establishing and developing the Museum’s role as a teaching resource and serving as the Museum’s principal liaison with campus and community leadership to develop programs, policies and procedures; building relationships with the College departments and community to initiate opportunities for collaborative programming within the broader liberal arts educational experience to ensure that the Museum is accessible and vital;
• Seeking opportunities to produce scholarly materials in conjunction with exhibitions to raise the profile and contribution of The Wellin in the field;
• Developing a systematic plan to strengthen the Museum’s collection through careful acquisitions and cultivating relationships with potential collectors that may lead to appropriate gifts;
• Participating in appropriate professional organizations and encouraging the staff to do the same; preparing the Museum for the most appropriate professional affiliation and/or accreditation; sharing information about current practices in the museum world with all of The Wellin’s constituents;
• Driving the marketing of the Museum’s programs to the College community; initiating, overseeing and participating in ongoing efforts to entice everyone to use the Museum and consider it their own;
• Staying connected and attentive to local, national and international art world developments; cultivating mutually beneficial partnerships with peer institutions;
• Keeping the Board, President, faculty and staff informed of all relevant issues; attending College meetings as institutional needs indicate.

Ideal Experience and Qualifications

The ideal candidate will have the following experience and qualifications:

• A successful record in the planning and administration of museum programs, and an understanding of best practices; college museum experience a plus;
• An intuitive command of the role of community in the success of an institution; ability to build and nurture relationships with a range of individuals; proven fundraising ability from a variety of sources, including successful experience soliciting gifts from individual donors;
• Demonstrated ability to recruit, lead, organize and support a professional staff, including experience managing operations and budgets; again, familiarity with an academic environment would be a plus;
• Knowledge of the art world and its key players; ability to select and evaluate works of art; an understanding of and commitment to teaching collections and an ability to translate this into meaningful collaborations and exhibitions;
• Demonstrated ability to serve as an effective spokesperson and ambassador for an institution or program, with notable extemporaneous verbal and written communication skills;
• MA in visual arts, art education, art history or a related field; PhD or an equivalent of education and experience preferred; years of museum managerial or curatorial experience, including financial sophistication and fundraising experience, preferably some of that experience in large and complex organizations as a point of reference; a reputation in chosen scholarship preferred;
  Interest in and ability to access, formulate and acquire the necessary technologies to further the teaching and collecting missions of the Museum;

In addition, he or she will be:

• A pro-active leader; highly creative, articulate, collaborative, resourceful and visionary;
  
• An individual with an entrepreneurial spirit inspired by the opportunity to build a museum and a track record demonstrating resourcefulness and good judgment;
• Committed to bringing cultural experiences to impassioned and initially indifferent audiences alike; an advocate for the Museum and the arts who generates interest and enthusiasm for the role each can play in the lives of others; someone who possesses an understanding of the subtleties of motivating others and how to draw the best from them;
• A humanist with demonstrated command of visual culture, able to work with faculty and students across disciplines at a liberal arts college.

Please send applications and nominations to the attention of Sarah James at
WellinMuseum@PhillipsOppenheim.com.

Hamilton College is an Equal Opportunity/Affirmative Action Employer.

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WORLD RESOURCES INSTITUTE, Washington, DC
President

The mission of the World Resources Institute (WRI) is to move human society to live in ways that protect Earth’s environment and its capacity to provide for the needs and aspirations of current and future generations.  WRI is a leading independent, nonpartisan global organization that provides objective information and practical proposals for policy and institutional change that will foster environmentally sound, socially equitable development.

WRI has a staff of more than 250 international experts and support staff headquartered in the United States and deployed around the world, with a fiscal year 2011 budget of $40 million.

WRI focuses its work around five key programs:  Climate and Energy; Institutions and Governance; Markets and Enterprise; People and Ecosystems; and EMBARQ/Transport.  

For additional information on WRI, please access www.wri.org.

The President will provide the leadership, strategic direction and vision for WRI and its programs, analysis and engagement efforts throughout the world.  The President will ensure that WRI continues to play a leadership role as an environmental think and “do” tank, while maintaining a commitment to the organization’s core values and the quality and integrity of its programs.  

The President will be expected to serve as an external presence and spokesperson – strengthening current funding, developing new and more diverse sources of revenue, representing WRI’s mission and purpose, and raising the visibility of WRI through partnerships and collaborations with existing programs and by creating opportunities for new partnerships and initiatives. 

Reporting to and working closely with the Board, the President will ensure that WRI remains clear and ambitious about its strategic intent, as reflected in its current five-year strategic plan.  The President, while respecting WRI’s internal culture, will ensure that WRI is fiscally sound and that clearly defined metrics continue to support the organization’s goals and objectives.  The President will provide ongoing leadership and direction around institutional growth and brand identity, articulating a strategy for taking WRI to next level.  Additionally, this person will ensure that communications and relationships among WRI offices and institutions – particularly in China, India and Brazil – are well coordinated, while cultural differences are respected. 

The President should have global reach and perspective, with the ability to drive effective ideas to a close, as well as the following experience and qualifications:

• Leadership, vision and strategic capability to run a consensus-oriented institution focused on external results and enabled by analytic excellence and effective partnerships; ability to form solid relationships with Board and staff; working knowledge of current environmental and international development issues of importance; comfort overseeing multiple engagement strategies in a highly collaborative environment; ability to foster big ideas; respectful of the Institution’s unique grounding in evidence-based, practical strategies, tools and policy proposals; committed to change on the ground;

• Proven experience as a dynamic fundraiser with the ability to frame the vision and concepts to secure financial support from diverse sources, including the ability to access government funding from bilateral donors such as USAID and European development assistance ministries, multilateral institutions, and other international donors;

• Experience with environment issues, development issues and at the intersection of the two, with a track record of quality and work around environmental policy issues, or other credibility in the sector;

• The skills, experience and cultural awareness to bring significant global weight to the position and effectively move WRI forward; able to operate in a global context;  

• Respect within the corporate community to be able to engage with business leaders as WRI partners in a way that retains WRI’s independence and integrity;

• Ability to communicate passionately, clearly and concisely, both in writing and verbally; comfortable with both formal and extemporaneous presentations;

• Willingness and ability to travel extensively; good exposure to foreign countries and diverse cultures (language fluency would be desirable).

Nominations and applications may be submitted to Mark J. Tarnacki at WRI@PhillipsOppenheim.com.

For a complete position description, click here.

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