Position Specification

Transcription

1 JULY 2018 Miami City Ballet

2 DHR International POSITION SPECIFICATION POSITION TITLE: REPORTING TO: LOCATION: THE COMPANY: Executive Director Miami, FL Miami City Ballet Miami City Ballet (MCB), founded in 1985, is universally admired as one of the world s preeminent interpreters of the choreography of George Balanchine. Its repertory of more than 100 ballets, including 12 world premieres, was built upon the Balanchine repertory, style, and technique, and then expanded to include beloved classical works of importance and exciting new choreography by contemporary and ground-breaking artists. MCB is led by former NYC prima ballerina and television personality, Lourdes Lopez. Now in her sixth year as Artistic Director, Ms. Lopez is bringing a new level of artistry to the company, adding classical repertoire, and commissioning new works. MCB presents a season of four repertory programs and a newly designed Nutcracker at Adrienne Arsht Center in Miami, Broward Center for the Performing Arts, and Kravis Center for the Performing Arts, and is presented annually at Artis-Naples. It also presents the Nutcracker annually at Los Angeles Music Center. The annual operating budget is approximately $17 million, half of which is earned through ticket sales, touring fees, and school tuition. MCB is also presented nationally and has appeared in New York City and Jacobs Pillow. This May it performed at Spoleto Festival and in June during Les Etés de la Danse in Paris. Its 2016 debut at Lincoln Center s David H. Koch Theater was hailed by the national press as a resounding success. The New York Times Alastair Macaulay wrote, Of all the ballet troupes who have visited the Koch in recent years, none looks so truly and completely a company. Miami City Ballet School (MCB School), founded in 1993, is one of the largest dance training programs in the nation, training dancers for careers with MCB and other professional companies throughout the world. MCB School s expanded national and international audition tours attract more than 1,300 students each season, and MCB School s scholarship program offers support to children from around the corner and across the globe, providing nearly $500,000 worth of scholarships each year. As one of the most diverse classical ballet companies in the nation, MCB serves as a gateway to the Americas for dancers from Central and South America, resulting in a robust international roster of both dancers and students. MCB s transformative Share the Dance: Community Outreach and Educational Programs reach deep into the community, touching nearly 23,000 young people, seniors, and other traditionally underserved community members annually through a wide array of programming. This expanded portfolio of programs introduces new and underserved audiences to the art form of classical ballet while building strong community relationships and engagement with the arts. MCB recently named Tania Castroverde Moskalenko as Executive Director and Julii Oh as Chief Marketing Officer. The Chief Development Officer will join this dynamic new team, who, with the Board of Directors and Artistic Director, lead the organization into the future. SCOPE AND RESPONSIBILITIES: The (CDO) will be one of the executive leaders in the organization, capable of placing the needs of the entire organization in the context of his/her departmental demands, while also being a hands-on and deeply involved fundraiser. The CDO will work with the Executive Director, Artistic Director, Board, and senior management team overseeing MCB s annual fund campaigns, including all individual, corporate, and foundation efforts for annual operations; designated programming needs; fundraising for new productions; as well as planning a contemplated future capital campaign. The CDO will be the leader in the development and implementation of the strategic vision for the fundraising effort that will ensure long-term sustainable growth in the annual fund, deepening MCB s relationships with its donors and its community. MCB s current fundraising goal is currently at $10 million, with the objective of achieving sustainable growth over the next 3 years. Page 1

3 Critical Priorities: The is responsible for advancing the following critical priorities: Strengthen the Development Infrastructure MCB is making significant investments in Development to establish a best-in-class fundraising program. By elevating the former Director of Development position to a role and adding frontline fundraising positions, MCB is providing the human and financial resources for success. Evaluating, strengthening, and establishing Development systems and processes is an immediate priority for the CDO. Concurrently, mentoring existing staff through training and professional development and hiring dynamic fundraisers with a passion for MCB will drive the achievement of current and future ambitious goals. The CDO will collaborate with each staff member to set mutually agreed upon, well-defined, and measurable work plans to establish a culture of shared responsibility for success. Define, Monitor, and Adjust Development Plans A comprehensive FY19 Development plan is in place. The CDO will monitor and adjust that plan and related strategies as necessary to reach the Board-approved annual contributed revenue goal of $9.9 million. The CDO, in concert with the ED, will anticipate the growing operational and capital needs of MCB year over year, and, as a result, will tailor the development plans and goals to achieve these needs on a short, mid, and long-term basis. Develop Strategies and Pipeline to Fund Exciting New Productions Presently, MCB is in the early stages of a $5M campaign to mount an exciting reinterpretation of an iconic full-length ballet. Having already raised approximately 50% of the goal, the CDO will work with consultants and Board members already engaged in the campaign process to achieve or exceed the goal by FY 19. Artistic excellence is one of the key aspects of the MCB brand, and new works are an important part of maintaining our status as one of the world s leading ballet companies. Therefore, a critical part of the success of the CDO will be the cultivation and growth of a pipeline of donors to fund new works. Advance MCB Toward the Launch of a Comprehensive Campaign in 2022 In the past 24-months, MCB has achieved fiscal equilibrium thanks in large measure to generous philanthropic investments by Board members and other major donors. The CDO will continue to build on that momentum and deploy the necessary strategies and tactics to advance MCB toward the launch of its first comprehensive campaign in 20 years, the last of which was a capital campaign for the construction of its current home. MCB anticipates that this will be a capacity building campaign to address and provide long-term funding and sustainability of the four pillars of MCB s strategic plan: artistic excellence, premiere training, impactful Community Engagement, and strong organizational capacity. Strategically expanding the major gifts program, building out planned giving, and fostering a culture of comprehensive multi-year solicitations/giving are essential elements for campaign preparedness. Fully Deploy Technology to Build and Enhance Relationships MCB employs Tessitura, a unified database, to manage ticketing, fundraising, customer relationship management, and marketing. Development continues to expand its application of Tessitura s functionality. All CRM, solicitation plans, fundraising goals, budget monitoring, and monthly projections reside in Tessitura. The CDO will continue to expand the application of Tessitura to improve CRM, revenue tracking and datamining/analysis and will ensure that all Development staff are enthusiastic adopters of this enterprise system. Establish Metrics to Measure, Monitor, and Improve Page 2

4 By making significant investments in its infrastructure, MCB has the human and technological resources in place to support the attainment of its ambitious financial, artistic, educational, and community goals. Establishing metrics to measure, monitor, and guide success in Development will grow the Department s capacity. Assessing the level and frequency of staff s strategic engagement with prospects/donors, the return on investment of all types of events, the rapidity in closing charitable gifts, and the breadth of the donor pipeline will be important responsibilities for the CDO. Collaborate Across Institution for Success The successful CDO will develop strong collaborative relationships across MCB. S/he will be a thought partner with the Executive Director and Artistic Director to advance MCB and engage them strategically in fundraising. The CMO and CDO will enhance the culture of collaboration and the mutual interdependency between Development and Marketing. Concurrently, the CDO will work closely with the Director of Finance to develop and monitor budgets and projections. S/he will also develop strong partnerships with Community Engagement and the School to help grow donor engagement. KEY SELECTION CRITERIA: Potential candidates will have ten (10) or more years of related experience, with a career track that demonstrates increasing levels of tenure and job status from one or more of the following roles: in a modern dance or ballet company, symphony orchestra, festival, regional theater, or performing arts center. from another nonprofit like a hospital, university, foundation, etc., but with a proven understanding of the nonprofit arts field and knowledge of the arts, particularly ballet. In addition, the ideal candidate will possess the following characteristics, qualifications, and experience: A record of personal success in raising money through major gifts from individuals, businesses, foundations, corporations, or the public sector; broad-based knowledge of various development activities including: direct mail; proposal and grant development; planned giving; event planning and management; direct solicitations; leveraging fundraising databases and support systems for donor segmentation, research, and volunteer management. Ability to navigate a fundraising environment with nuanced strategies and initiatives, while building an effective group of volunteer fundraisers through board development and annual fund committee activity, and gaining respect of community and business leaders and the board. A track record as an exceptional communicator, in writing as well as verbally; adept at writing proposals, solicitation letters, donor correspondence, and other materials. Success in using analytical tools and quantitative measurements to plan, track, and communicate fundraising progress. Demonstrated management skills in motivating, directing, and managing staff and consultants, and in coordinating and supporting the fundraising activities of others; particular expertise in mentoring others, encouraging the best efforts of each member of the development team, and in modeling active solicitation is important. Capital campaign experience is preferred. PERSONAL / PROFESSIONAL ATTRIBUTES: The successful candidate should be: An experienced, proven leader with the ability to project confidence, humility, emotional intelligence, high energy, and empathy. A hands-on engaging individual who also possesses the ability to see the entire picture of the organization, its mission, its position in the community and in the arts world. Page 3

5 A mission-driven individual with a belief in and commitment to the mission of MCB; a strong interest in, and passion for, ballet and the diverse communities of South Florida. A good listener and strategist; comfortable receiving input from many sources, and able to analyze and formulate disparate information into a sound, well-organized plan. Determined yet respectful of other s concerns; someone with the flexibility and creativity needed to find alternative ways to reach funding objectives when barriers arise; a skilled negotiator who does not drive him/her selves or others into a corner. A charismatic communicator, able to build enthusiasm for MCB, its performances and programs, and for innovative approaches that advance the reputation of MCB as a ballet leader in the world; exceptional verbal and written communication skills. Bachelor s degree is required, ideally with an advanced degree in a field related to the position. CFRE is a plus. An ability to communicate in Spanish is desirable, but not required. LEADERSHIP BIOGRAPHIES: Kristi Jernigan Kristi Jernigan has been Chairman of the Board of Trustees since May 1, With a career in finance and marketing, Kristi brings to her role as Board Chair a strong sense of community engagement and interest in youth empowerment. Jernigan was Director of Business Development and Marketing at Argonaut Capital, a macro hedge fund, in London prior to moving to Miami in 2013 with her husband, Dean, the founder and CEO of Jernigan Capital. She was also the founder and owner of KWJ Capital, a London-based investment marketing firm representing U.S. funds in Europe, the Middle East, and Asia. During their time in Memphis from , the Jernigans were very active in the revitalization the city s downtown area, bringing a AAA baseball team and building a $75 million ballpark located in the heart of downtown Memphis. Kristi was also the Vice-Chair of the Riverfront Development Corporation, a public-private partnership charged with master planning the Mississippi Riverfront for Memphis. She served on numerous boards and chaired fundraising campaigns, and founded UrbanArt, a public art commission for Memphis and Shelby County that successfully passed a percent for art city and county ordinance during her chairmanship. During the Jernigans 11 years in London, she served on the Council for the Serpentine Gallery. Presently, she is a member of the Centre Pompidou Foundation, an American-based not-for-profit supporting the mission of the Centre Pompidou in Paris. Lourdes Lopez Lourdes Lopez became Artistic Director of Miami City Ballet in 2012, bringing with her a nearly 40-year career in dance, television, teaching, and arts management. She was recently named one of The Most Influential People in Dance Today by Dance Magazine. Under Lopez s direction, Miami City Ballet has become one of the country s premier ballet companies. According to The New York Times, This troupe [is] at the forefront of all those dancing choreography by George Balanchine today. Bold, light, immediate, intensely musical, the dancing of Miami City Ballet flies straight to the heart. Page 4

6 Born in Havana, Cuba in 1958 and raised in Miami, Lopez began taking ballet lessons at the age of five. At the age of 11 she received a full scholarship to the School of American Ballet (SAB), the official school of New York City Ballet, and five years later she joined the corps de ballet of New York City Ballet. Under the direction of George Balanchine and Jerome Robbins, her star rose quickly at New York City Ballet; In 1984, she was promoted to Soloist, performing countless featured roles including Balanchine s Violin Concerto, Liebeslieder Walzer, Firebird, Serenade, Symphony in C, Agon, The Four Temperaments; and Robbins Dances at a Gathering, Glass Pieces, Fancy Free, In the Night, Four Seasons and Brandenburg. Upon retirement, Lopez joined WNBC-TV in New York as a Cultural Arts reporter, writing and producing feature segments on the arts, artists, and arts education. She was also a full-time senior faculty member and Director of Student Placement, Student Evaluation, and Curriculum Planning at New York s Ballet Academy East. She served on the dance faculty of Barnard College and guest taught at numerous dance institutions and festivals in the United States. In 2002, Lopez became the Executive Director of The George Balanchine Foundation, which works to educate the public about dance and to further the art of ballet, with a special emphasis on the work and achievements of George Balanchine. In this position, she oversaw the 2004 Balanchine Centennial Celebration, a worldwide festival honoring the choreographer and his legacy. In 2014, Lopez was elected to serve on the Ford Foundation s Board of Trustees, marking the first time an artist was elected to serve on its board and in 2011, she received the prestigious Jerome Robbins Award for her years in dance. She has served as a dance panelist for the National Endowment for the Arts. Lopez is married to investment banker George Skouras. They are the parents of two daughters: Adriel and Calliste. Tania Castroverde Moskalenko Tania Castroverde Moskalenko was named Executive Director of Miami City Ballet in June 2018, bringing more than 20 years of performing arts experience and executive management expertise to the organization. She is a dynamic leader who possesses a rare combination of exemplary management skills, a passion for the arts, and a history of leading strong, financially viable arts centers. Most recently, Castroverde Moskalenko was President and CEO of the Auditorium Theatre in Chicago. The 4,000-seat theater is the home of Joffrey Ballet and the Chicago home of Alvin Ailey American Dance Theatre. During her tenure, the Auditorium announced a long-term partnership with American Ballet Theatre as their visiting resident ballet company. In addition, the Auditorium also presents other international dance and ballet companies, Broadway, jazz, film, speakers, and a range of other classical and popular art forms, plus extensive community education programs. Tania joined the Auditorium in October During her tenure, she erased the theatre s operating deficit and oversaw an increase in overall theater utilization, ticket sales, and contributed revenue. Previously, Tania was the President and CEO of the Center for the Performing Arts and the Great American Songbook Foundation in Indiana, where she provided the artistic vision and the strategic direction for the combined $10.1 million nonprofit organizations. She joined the Center in June of 2012 and was able to stabilize spending, create a strategic plan to guide the future of the organization and add programming and educational experiences that have expanded the Center's reach and engaged a broader audience. Prior to the Center, Tania spent 7 years as the Executive Director of the Germantown Performing Arts Centre in Tennessee, where she erased an operating deficit, created a reserve fund, completed a 5-year strategic plan in 2 years, doubled corporate support and quadrupled grant support. In 2017, Tania was named Chicagoan of the Year for Dance by the Chicago Tribune, and, most recently, was announced as a nominee for the Latina Leader of the Year award by the Chicago Latino Network. Page 5

7 Tania holds a BFA from the University of Memphis and is currently completing a master s degree in philanthropic studies from Indiana University. In October 2013, she was honored with a Women of Influence award by the Indiana Business Journal. She serves on the board of directors of the Auditorium and of Roosevelt University s Chicago College for the Performing Arts. Tania was born in Cuba and arrived in the United States with her family as political refugees when she was six. She grew up in Miami and her parents and extended family continue to live there. She studied classical dance and is married to a former Russian ballet dancer, Alexei, who is Assistant Artistic Director of the Youth America Grand Prix. CONTACT INFORMATION: James Abruzzo Managing Partner, Global Nonprofit Practice DHR International 280 Park Avenue, 38 th Floor West New York, New York T: E: jabruzzo@dhrinternational.com Phil DeBoer Senior Associate DHR International 71 S. Wacker Drive, Suite 2700 Chicago, IL T: E: pdeboer@dhrinternational.com Page 6