Vice President of Institutional Advancement for the March 2016

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1 Vice President of Institutional Advancement for the March /10/16.MMD

2 Music Institute of Chicago Providing the foundation for a lifelong engagement with music. Founded in 1931, the Music Institute of Chicago (MIC) is dedicated to transforming lives through music education. We believe that enjoying and understanding music, and developing the skills to create and perform music, enhance the quality of life and nourish the human spirit. More than entertainment or ambient sound, music is a vehicle for understanding, communicating, and self-improvement, as intrinsic to the human experience as language. Through joyful music learning, listening and playing, MIC students make themselves better and better able to contribute to the world. Today, MIC is one of the oldest and most respected community music schools in the country, and its reach extends to more than 7,500 students annually. With a world-renowned faculty who recognize the potential in their students, MIC serves people of all ages and abilities at campuses located in Chicago, Downers Grove, Evanston, Lake Forest, Lincolnshire and Winnetka. MIC students come from Chicago neighborhoods and more than 90 other communities across Illinois and the Midwest. Four program areas combine to serve a diverse and widespread community: The Community Music School annually provides music instruction to approximately 2,500 students of all ages, abilities and levels of experience. Curriculum includes private instruction, musicianship (music theory), chamber music and other ensemble opportunities. The Academy is an elite training center for a select number of highly gifted pre-collegiate string players and pianists. The program offers private lessons, chamber music, chamber orchestra, music theory and literature classes, weekly master classes and extensive performance opportunities. Arts Link is a collection of programs, which provide private music instruction, artist residencies, professional development for teachers, community performances and music education scholarships to schools and community-based organizations in Chicago and other low-income neighborhoods. Nichols Concert Hall presents scores of musical performances, master classes and lectures by world-class guest artists, MIC artists-in-residence, faculty and students. Most events are offered free to the community. Because of the superior experience and qualifications of its faculty, MIC can boast that its private instruction through the Community Music School is the best in the Midwest. As the most prominent institution in the Chicago metropolitan area that offers training for future professional musicians from around the world through its Academy, MIC truly is a world-class institution. As for its commitment to Page 2 Music is basic to life, like bread and fresh air. David Dushkin, Founder

3 outreach and access through the Arts Link program, MIC brings classroom music education experiences, professional development opportunities and outstanding performances to thousands of Chicago Public School students and their teachers, and has done so successfully since The Role of Philanthropy MIC s good work is currently being guided by a five-year strategic plan ( ) organized around four core objectives: 1) setting the standard for excellence in teaching music; 2) building deep and long-lasting relationships with students and their families; 3) serving as a primary cultural resource for students, families and the community at-large; and 4) positioning the institution for long-term financial stability. Today s opportunities afford MIC the chance to expand its programs and reach in the community, but these opportunities also necessitate that the organization take steps to grow and diversify its revenue to ensure sustainability. In order to accomplish this, it will be critical to grow the organization s philanthropic revenue. The position of Vice President of Institutional Advancement is designed to bring the necessary leadership and expertise in the area of philanthropy. As such, the new vice president will own the responsibility for guiding the creation of a new multi-year development plan with focus on sustainability. Responsible for advancing the institution through philanthropy over time, the new vice president also will serve a key role in: Ensuring broader and deeper engagement by all in the fundraising enterprise Strengthening organizational infrastructure for strong development best practices Fostering a healthy culture of philanthropy for the long term As a non-profit organization, MIC s unique programs are supported by an annual budget of $7.5 million, comprised of earned revenue and philanthropic support. With its robust roster of community music school classes, the highly selective Academy, community education partnerships and array of public events, MIC is fortunate to have a strong base of support from earned revenue, leaving the need to generate between $1.8 and $2.0 million annually through philanthropy. MIC s fundraising program has been strengthened significantly over the past five years or so, under the leadership of a seasoned professional fundraiser who, along with the trustees, conceived of a high profile gala that has been a huge success. However, beyond the gala, MIC s fundraising is comprised primarily of appeals and grants. To sustain revenue, and grow it over time, gala contributors must be converted to sustaining MIC donors, and existing development efforts must be systematized and expand into new philanthropic markets. Fortunately, the trustees and staff leadership are passionate about the organization s mission, excited about the future and willing to assist the organization with its fundraising, assuming the right leadership, talent and staff support is in place. This is a great opportunity for the next Vice President for Institutional Advancement to respect past successes and, at the same time, understand and leverage new approaches that will help MIC remain a strong and vital part of the Chicago region s music legacy. Page 3

4 Job Specifications Vice President of Institutional Advancement The Vice President of Institutional Advancement will serve as a member of the senior management team of four vice presidents, including this position, and be responsible for fundraising and donor relations. She or he will manage and direct all of the existing development efforts, including general and major giving from individuals, foundations and the gala. In addition to the ongoing fundraising effort, she or he will direct any new giving activities, as well as future special giving initiatives such as legacy giving and endowment campaigns. In order to ensure active volunteer partners, she or he will work directly with individual trustees and the President and CEO on matters of board engagement, communications and leadership succession, especially as it relates to the trustees involvement in philanthropic endeavors. In support of this, the Vice President will identify, cultivate and maintain strong professional relationships with internal and external constituencies, including Board, staff, faculty, parents, alumni, high capacity donors and other team members and donor prospects. Reporting to the President and CEO, the Vice President of Institutional Advancement will supervise three full-time and one part-time development professionals. A critical component of departmental management will involve maximizing the existing positions such that human resource talent will enhance and broaden developmental potential over time. Primary responsibilities of the Vice President of Institutional Advancement will fall into the following categories: Senior Leadership/Organizational Strategic Planning The Vice President of Institutional Advancement will be a significant contributor to carrying out the organization s strategic plan. She or he will work with the leadership team on a regular basis to review progress toward goals and maximize opportunities. Key to carrying out the plan well over time will be to create a culture of philanthropic involvement internally, while engaging the trustees and other friends of the institution in identifying and leveraging developmental reach and funding potential externally. Development Strategic Planning In close collaboration with the President and CEO, senior staff and board leadership, the Vice President of Institutional Advancement will create a new, multi-year strategic plan for development starting in 2016 that will be aligned with the organization s plan and should support the future vision of MIC. The strategic plan for development will articulate both immediate and long-term fundraising goals and the various activities and resources necessary to support them. MIC is seeking a multi-year development plan that will: Create a strong culture of philanthropy internally and externally, tied to the strategic plan. Page 4

5 Leverage trustees, faculty, staff, parents and alumni in identifying and cultivating untapped sources of contributed income. Maintain the annual gala as a strong source of contributed income. Establish a robust individual giving program, based on the relationship model of fundraising (between the donor and the institution s mission), and appropriate for the size and caliber of the organization. This will include broadening the base of philanthropic support for the annual fund, especially in regards to regular contributors to the Patron Society and other small and mid-range donors. Achieve greater levels of success in major gifts fundraising through the creation of a systematic portfolio management system that maximizes relationships and proactively assists donors in achieving their philanthropic objectives through MIC. Establish MIC s first planned giving program. Strengthen, expand and diversify the foundation and corporate grant program. Utilize cultivation activities, which enable the institution to tell its story to prospective donors in a compelling manner, and create shared experiences around the cause. Development Planning, Department Management and Operations Lead and inspire staff, faculty and Trustees to become strong advocates and advance the mission of the institution. As the head of the fundraising department, create and execute an annual fundraising plan and department budget consistent with the multi-year strategic plan of the institution. Manage and be responsible for achieving annual fundraising goals, including individual giving, major gifts, foundation grants, corporate support and the annual gala. Interact with the Board of Trustees by committee and individually to maximize their interests, time and abilities to further the fundraising effort. Staff the Development Committee and Special Gifts Committee working in tandem to achieve success. Provide staff support and governance guidance to trustees according to the organization s by-laws. Manage the Institutional Advancement staff by defining roles and mentoring staff, and providing professional development where necessary. Oversee all operational aspects of the Institutional Advancement department, including database management, recordkeeping, stewardship, and reporting. As MIC has recently completed an overhaul of its database system, this will include overseeing training and full implementation of Raiser s Edge fundraising management system. Build and supervise a grants program to solicit and manage funds from foundations. Page 5

6 Develop a corporate giving program. Organize and execute all aspects of the annual fundraising gala in cooperation with the President and Board of Trustees. Oversee and, as needed, develop systems for keeping records, tracking donors, and managing correspondence. Design, generate and present data-driven reports on fundraising results and progress against goals to the President and CEO and the Board. Provide staff support to the President/CEO on all fundraising initiatives, including relationship building. Build a strong Board Development Committee in order to instill a culture of active volunteer fund raising on the Board. Messaging and Communications As a member of the senior management team, in collaboration with the President and CEO and marketing and communications staff, play a key role in developing the case for support and fundraising messages that align with the organizational vision and capture the unique attributes of MIC and its programming. Oversee the creation and management of all fundraising collateral materials incorporating messages for annual fundraising efforts as well as special initiatives and campaigns, including letters of intent, individual correspondence, proposals and stewardship reports. Serve as a liaison to current and prospective donors in and outside of the MIC community. Ideal Candidate Profile Qualifications The successful candidate will be an intelligent, articulate and highly organized self-starter who maintains high standards of work, sound business judgment and can interact effectively with the school s diverse constituencies. She or he will welcome the opportunity to build collaborative relationships and enjoy the challenges of a senior leadership role, including managing and meeting deadlines in a demanding and entrepreneurial environment. In addition to direct supervisory experience, successful applicants should have: Minimum of ten years of professional experience in a diversified development program, including a proven track record of success with a volunteer board, annual giving programs, Page 6

7 event planning, corporate and foundation giving and major gift initiatives. An awareness of and passion for music, music education and other fine arts is preferred. Outstanding interpersonal skills and the ability to form strong relationships with and raise funds from a variety of MIC stakeholders, including staff, trustees, donors, faculty, parents, alumni and volunteers. Experience at providing leadership and support to trustees involved with the identification, cultivation and solicitation of donors. Demonstrated ability to envision, plan and implement a diversified fundraising program and demonstrated skill in the full spectrum of available development tools and activities. Experience in building and maintaining relationships with individual donors at all levels of the giving pyramid and a successful track record of soliciting major individual gifts. Demonstrated ability to keep current on funding trends among individual, corporate, and foundation donors. Strong communication skills, including the ability to write clearly and persuasively and generate excitement about the mission of MIC. Ability to think strategically while remaining focused on the detail-oriented work and followthrough required by the position. Experience with the technology, systems and databases, including Raiser s Edge, which support development activities. Other Qualifications A bachelor s degree is required. A master s degree or fundraising certification is preferred. Knowledge of Chicago s philanthropic community is essential. Demonstrated professional involvement and networking capabilities are very important. Additionally, we seek an individual who offers: Strong creativity Genuine; kindness Listening and collaborating skills A Flexible and adaptable style Positive spirit and energy A good sense of humor Page 7

8 To Contact We welcome candidate inquiries and referrals. Please send your correspondence to musicinstitutevp.devine, c/o Margie DeVine or feel free to call her directly at Candidates should send cover letter, resume and salary history. Salary and benefits are market competitive and offered commensurate with experience. Margaret M. DeVine, CFRE, President Chicago Office: Cell: Fundraising Counsel Executive Search It is the policy of the Music Institute of Chicago to provide Equal Employment Opportunity to people in all aspects of employer/employee relations without discrimination because of race, color, religious creed, gender, sexual orientation, parental status, national origin, citizenship, ancestry, marital status, military discharge status, source of income, housing status, age or disability. This policy affects decisions regarding hiring, compensation, benefits, terms and conditions of employment, opportunities for promotion, training and development, transfer and other privileges of employment. Page 8

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