Performance Santa Fe invites applicants and nominations for this leadership position at one of the City’s top leading presenting organizations located in one of the country’s most vibrant arts communities. A full position description may be found here: https://tinyurl.com/PSF-ED.

For more than eight decades, Performance Santa Fe (PSF) has presented the very best music, dance and theater, building loyal audiences in its host city and region. PSF began its organizational life as the Santa Fe Community Concert Association in October 1937 as a presenter for the Columbia Artists Management Community Concerts program. As it grew, its name became Santa Fe Concert Association and then Performance Santa Fe. (The company’s legal name remains Santa Fe Concert Association, dba Performance Santa Fe.) PSF has grown into one of the premier presenting organizations in the southwest and is a key contributor to the robust Santa Fe arts community. Classical music has been at the core of PSF’s programming from its genesis. In recent years, while keeping to the organization’s background of presenting renowned classical music, PSF has strategically expanded its performances to include emerging American artists, jazz, and contemporary music in its season, as well as dance, theater, world music, and spoken word events. More information on PSF can be found on its website: https://performancesantafe.org

CURRENT ENVIRONMENT AND OPPORTUNITY

In a city with an extraordinary performing and visual arts community, PSF stands as one of Santa Fe’s key institutions. Operating on an annual budget of that ranges from $1.2 – 1.7 million, the PSF team consists of four fulltime staff members (including the Executive Director), two part-time staff member and ten teaching artists. 

There is no accumulated debt; PSF closed its last fiscal year (April 2018) with a surplus. PSF has an investment fund of approximately $824K, which has been set aside for general operating support. The company’s goal is to leave this fund intact until it reaches $1 million, when a draw from interest will occur. 

PSF is committed to a multi-disciplinary season of the highest quality artists, ranging between 20 and 30 presentations in a season. Most presentations are single performance engagements. The primary venues used by PSF are all leased and as follows: 

• Lensic Performing Arts Center, a 90-year old former Vaudeville house and movie theater. After falling into disrepair, this proscenium venue was renovated in the early 2000s. With audience capacity of 790-821, it is PSF’s primary venue. 
• St. Francis Auditorium, a former church (still in that seating configuration) with a capacity of 450, where one or two musical performances are presented annually.
• The Alhambra Theater at Scottish Rite Center, with a capacity of 174 (portable chairs allow up to 234 seats). One to four productions are presented at Scottish Rite each year. 
• Office space is leased and centrally located in downtown Santa Fe.

Education programs include the following:

• Sostenuto – supporting existing school music programs with private and group instruction;
• Bravo!Kids – master classes and workshops by visiting artists for K-12 students;;
• Dream Big – private music instruction to prepare students for all-state competition;
• SFPS on Stage – year-end performances by choral, band, and orchestra students;
• Student matinee performances and free/discounted tickets. 

PSF is governed by an 18-member Board of Directors consisting of community and business leaders, with a mix of long-time Santa Fe residents and those who have moved to the city in recent years. The Foundation, a separate 501(c)(3), oversees the company’s investment fund. The Foundation shares five of its seven board members with PSF.

OPPORTUNITIES AND CHALLENGES

The next Executive Director will follow Jonathan Winkle, who is relocating to Milwaukee with his spouse after a three-year tenure at PSF. The successful candidate will inherit a strong organization with a robust cultural footprint in this dynamic city. Among the opportunities and challenges in the next phase of PSF’s life are these:

• Retaining and elevating the diverse, high quality programming for which PSF is known.
• Building on its relevance in a community that is one of the most unique arts destinations in the U.S., with the next leader fully engaged in the community with the goal of broadening and diversifying the PSF audience.
• Strengthening the PSF brand in a highly competitive performing arts environment.
• Increasing all areas of revenue – earned and contributed – with a particular focus on individual donors, subscribers, and repeat ticket buyers. 
• Ensuring that staff members have the resources needed to productively execute their jobs, including systems, policies, and procedures that offer effective workplace and time management.
• Create a working environment conducive to building transparency, productivity, and loyalty.
• Working closely with Board leadership to engage Board members individually and collectively in a manner that will support PSF’s mission. 
• Forging partnerships and collaborations in the Santa Fe community (and beyond).

SANTA FE, NEW MEXICO

Sitting in the southern Rocky Mountains, Santa Fe is America’s second oldest city, founded in the early 1600s. Among U.S. state capitals, it is the oldest and at the highest elevation (7,200’). With a population of over 83,000, it serves not only as New Mexico’s capital but also as its cultural hub. The economy is largely based on tourism and state government; the performing and visual arts communities are extraordinary. Santa Fe’s 24 museums rank #3 on Travel + Leisure’s Readers Poll. Performing arts organizations – two dozen festivals, presenters, and producing organizations – include Santa Fe Opera, Santa Fe Chamber Music Festival, Aspen Santa Fe Ballet, and New Mexico Jazz Festival. This city in the high desert mountains enjoys four seasons and upwards of 300 days of sunshine annually. Its culinary scene of 400+ restaurants includes some of the best chefs in the county. Access to outdoor activities includes nearby state and National parks, skiing, biking, hiking, golfing, and water sports.

PSF serves a broad audience. The larger Santa Fe Metropolitan Statistical Area has a population of 146,000, while the Albuquerque-Santa Fe-Las Vegas CSA has a population of 1.15 million. About 60% of ticket buyers are in the 45 -70-year age range, while young adults comprise around 30% of the audience. There is broad participation in PSF’s K-12 education and outreach programs, with nearly 4,000 students impacted annually. Approximate 17% of ticket buyers are from out of state, as Santa Fe draws ample tourism and many second-home owners. 

POSITION AND RESPONSIBILITIES

The Executive Director will serve in a highly external and visible capacity to promote the best interests of PSF. In so doing, the ED is expected to articulate PSF’s greater artistic and social value to the community and make that vision and purpose abundantly clear to staff, Board, supporters and the region’s cultural enthusiasts. This new leader will possess strategic planning and fundraising ability as well as a talent for programming, either through practice or oversight. Further, the next ED will have a keen ability to connect with people and inspire a team to work towards the common shared goal of making PSF’s impact deeper and richer within the community. Combining a sense of innovative programming, good humor, and warmth, with an ability to create strong and sustainable systems will be a defining characteristic of the right candidate for this position. The next ED will be deeply motivated to engage in and with the Santa Fe community and to find his or her place as a civic leader. 

CORE RESPONSIBILITIES

• Set a clear and strategic direction for PSF supported by an identifiable and reasonable road map for success. 
• Define the artistic vision and direction of PSF programming from a place of knowledge, confidence, and collaboration. 
• Lead the PSF team, effectively inspiring others through a sense of confidence, openness, warmth, and authenticity and successfully build the PSF team to full complement.
• Adhere to a strategic approach to organizational planning guided by foresight for opportunity.
• Fully participate in fundraising by leading the charge for support as PSF’s most public advocate.
• Establish and constantly nurture a great working relationship with PSF’s Board of Directors.
• Guide the annual organizational budgeting process.
• Deepen PSF’s capacity for providing educational access that is responsive to community need.
• Charismatically act as PSF’s chief spokesperson. 
• Communicate challenges and opportunities to Board and staff with transparency and openness.

QUALIFICATIONS

The PSF Search Committee is desirous of interviewing a diverse slate of candidates. Candidates who have not previously held a top administrative position will be considered if s/he can demonstrate keen leadership ability. While a background in presenting in a multi-disciplinary context is ideal, candidates of single-discipline organizations are encouraged to apply. The ideal candidate will have the following:

• Substantial artistic and managerial experience in conceiving and presenting or producing live events. The Committee is open to reviewing candidates of varying career tracks in the performing arts, although there is a preference for individuals with a strong programming background and/or multi-disciplinary history.
• A compelling relationship builder with a keen ability to serve as the face and voice of PSF and the ability to forge strong partnerships within the local, regional, and national arts communities.
• Strong organizational management skills with demonstrable background in building effective budgets, managing those budgets, and creating a healthy and productive work environment with ability to delegate.
• Ability to be the primary participant in high-level fund-raising. 
• A strategic thinker and able to challenge the staff to think in a strategic way and plan for the future.
• Great writing and communication skills.
• The ability to engage and challenge the Board, individually and collectively, toward even greater support of PSF’s mission.

The ideal candidate will also possess the following personal characteristics: 

• The ability to build esprit de corps.
• Ability to derive deep satisfaction from facilitating the best work of others.
• A sense of humor and an authentic sense of grit.
• A desire to be a resident of and fully engaged in the Santa Fe community.

Compensation, Application Procedure and Start Date

The PSF Search Committee is comprised of six PSF board members committed to reviewing a deep and diverse slate of candidates; females and candidates of color are strongly encouraged to apply. The salary and benefit package for this position will be competitive with other nonprofit performing arts organizations of comparable stature and size. PSF hopes to make its decision in the late winter/early spring of 2019 with the successful candidate onsite as soon as possible afterwards. 

Interested candidates are invited to send a résumé, cover letter, and at least three professional references (name, work relationship, email, phone). All materials must be in Word or .pdf format with the applicant’s name included as part of the document file name. Please provide materials through this link:
https://mcaonline.com/searches/executive-director-performance-santa-fe

Management Consultants for the Arts, Inc.
Subject Line: Performance Santa Fe Executive Director Search
Attn: David Mallette

The New Jersey Symphony Orchestra seeks a Vice President, Marketing and External Affairs to lead all aspects of planning, implementing, and evaluating the marketing, public relations, communications, and patron services for NJSO, the state orchestra of New Jersey.

DHR, International has been exclusively retained to conduct a search for a Vice President, Marketing and External Affairs for the New Jersey Symphony Orchestra.

THE COMPANY:
As an integral part of the musical landscape in the country’s most vibrant cultural corridor, the New Jersey Symphony Orchestra (NJSO) continues to enrich lives through a passion for musical excellence and a commitment to New Jersey, its people, and its communities. The NJSO has been recognized by The Wall Street Journal as “a vital, artistically significant musical organization,” led by Music Director Xian Zhang—a “dynamic podium presence.” The New York Times has praised Zhang for her “technical abilities, musicianship, and maturity.”

The NJSO, with a current annual operating budget of $13 million and an $8 million endowment, serves as the resident orchestra of the New Jersey Performing Arts Center with additional performance series in five other outstanding venues throughout New Jersey. With over 140,000 guests attending more than 160 performances each year, and numerous partnerships with arts organizations, universities, and civic organizations, the NJSO enjoys broad support from approximately 3,000 donors and 6,000 subscribers.

The orchestra enjoys a unique collaborative culture between its more than 60 musicians, 50 trustees, and 35-member staff. Its Music Director, President & CEO, and board leadership embrace their roles as fundraisers. A dedicated and experienced administrative team, an engaged and generous board of trustees, a five-year contract with its musicians, and a comprehensive new strategic plan have positioned the NJSO for exciting growth.

At the forefront of addressing diversity, equity, and inclusion within the orchestral industry, the NJSO has built one of the most comprehensive arts education and community engagement programs in the state. The NJSO offers a large variety of programs and presentations, including Concerts for Young People, the NJSO Youth Orchestras, and the NJSO CHAMPS (Character, Achievement, and Music Project), an intensive education program inspired by the Venezuelan social change and music education program El Sistema.

The NJSO has seen significant progress in the early phases of its $50 million comprehensive campaign, having already achieved more than a third of its goal through initial leadership gifts. The campaign will culminate with its centennial celebration in 2022.

SCOPE AND RESPONSIBILITIES:
Reporting to the President & CEO, the Vice President of Marketing and External Affairs (“Vice President”) will be an integral part of the NJSO’s senior management team and is responsible for all aspects of planning, implementing, and evaluating the marketing, public relations, communications, and patron services for the NJSO. The Vice President assumes responsibility for a significant portion of the annual earned income of the NJSO through subscription sales, single tickets, and group sales for the full season of self-presented works at the six partnering venues (New Jersey Performing Arts Center in Newark, State Theatre New Jersey in New Brunswick, Count Basie Center for the Arts in Red Bank, Richardson Auditorium in Princeton, Mayo Performing Arts Center in Morristown, and bergenPAC in Englewood). The Vice President will also work with the presenters and representatives of the various venues to create partnerships that increase ticket sales. Recognizing the shifting paradigm of classical music in the greater cultural landscape, the Vice President will be called upon to inventively drive public engagement, finding new methods of content development and delivery that will motivate and connect people to the relevance music has in their lives, and how the NJSO can play a part. The department is also responsible for the development and implementation of strategically focused marketing and communications plans designed to enhance the institution’s brand both nationally and locally and strengthen the awareness of the products, programs, development, and education/outreach opportunities offered by the NJSO to the general public.
Internally, the Vice President participates with the President & CEO, Music Director, Board of Directors, and other senior staff in charting the direction of the organization. Externally, the Vice President interacts with media and agencies as appropriate.

Specific responsibilities include the following:

Marketing, Communications, and Patron Services Strategy and Leadership:

• Develop a vision for the NJSO’s marketing and sales efforts that communicates the character, ideals, and mission of the organization to a wide range of patrons, new audiences, donors, employees, and other stakeholders.
• Develop, implement, and measure the success of comprehensive marketing, sales, and communications programs that achieve or exceed expected outcomes, especially the organization’s ambitious earned revenue goals. Fully utilize Paciolan (the NJSO’s Patron Service software) and ensure that the marketing efforts are aligned with the development department’s fundraising and stewardship of individual, corporate, government, and foundation donors.
• Create and implement audience development marketing plans, including research on target audiences, market trends, and performing arts/non-profit trends using focus groups, surveys, and industry data.
• Establish and cultivate collaborative relationships with venue partners, industry leaders, board members, media, government and city officials, key business partners, promotional partners, performing arts organizations, and community leaders.
• Establish and maintain company-wide standards for written and graphic communications in printed, verbal, and electronic media.
• Oversee marketing, sales, patron services, public relations and communication activities associated with the NJSO’s productions and public events:
  o Manage the creation of season timeline and calendars in consultation with department directors.
  o Manage the development and execution of comprehensive subscription campaigns, single ticket advertising, promotions, and publicity plans.
  o Manage all graphic design and content marketing for concerts and public events.
  o Establish per-concert ticket sales goals during the budgeting process; forecast sales on a regular basis.
  o Communicate timely reporting on weekly, monthly, and annual sales activity and trends.
• Implement pricing strategies that maximize earned revenue while ensuring that the NJSO remains accessible to the widest possible audience.
• Continually refresh the image of the organization and ensure that its vision and values are clearly articulated in all external and internal communications.
• Ensure that the NJSO’s messaging is relevant to all of its current and desired constituents.
• Take the lead on advancing the NJSO’s brand locally, nationally, and internationally.
• Maximize and leverage social media to communicate and to extend the commercial potential of the NJSO and ensure positive and engaging interaction.
• Manage, evaluate, and direct the efforts of consultants including telemarketing agencies, direct marketing and digital marketing services, public relations firms, creative services providers, sponsorship liaisons, research professionals, and media outlets.
• Partner closely with the Vice President of Development to ensure subscription, single ticket, and group sales data is properly stored, shared, and utilized to ensure and grow long-term sustained patron support.
• In cooperation with the development department, ensure that the NJSO patrons, sponsors, and funders are recognized and receive the attention and level of services warranted.
• Support the efforts of development and education/community programming through messaging, media opportunities, public relations, and the use of social media.
• Develop and track marketing research to facilitate executive decision making and to ensure effective allocation of resources to maximize earned revenues.
• Ensure that the customer experience, online, on the phone, at the box office, and in the performance halls is at the highest level.
• Support and improve the function of the box office staff that is responsible for ticket sales on site and that staffs the various venues where the NJSO self-presents.

Management Responsibilities:

• Lead and plan the work for the Marketing, Communications and Patron Services Department. Exercise supervision and ensure effective management with provision for succession, of the department, which currently consists of 8 full-time employees.
• Oversee an annual departmental revenue budget of close to $4 million and expense budget of $1.8 million.
• Oversee the sales, marketing, public relations, box office, and advertising efforts at the venues where the NJSO self-presents and is presented. Work with venue partners to collaborate on pricing, house scale, and advertising and promotional efforts to drive ticket sales.
• Evaluate Marketing Department staff members’ performance according the goals outlined in the NJSO’s Strategic Plan in a fair and transparent manner on a periodic basis.
• Evaluate, manage, and renegotiate relationships with consulting vendors – telemarketing, direct marketing, digital marketing, public relations, advertising agencies, etc.
• Recruit, train, appraise, supervise, support, develop, promote, and guide necessary qualified personnel and support talent to maintain an organization sufficient to attain objectives and to address current and future needs.
• Develop and monitor budgets for the marketing, sales, public relations, and patron services departments.
• Monitor and report on progress against plan for marketing, sales, and communication plan goals; develop action plans as needed.
• Report progress against plan to the President & CEO, Music Director, and relevant board committees related to the achievement of goals and financial objectives, including budget forecasts.
• Collaborate with the NJSO senior leadership and staff, as well as external agencies and consultants, to achieve successful outcomes.
• Enable staff to take action on behalf of the organization and ensure a healthy and positive working environment.
• Support the efforts and recognize the contributions of the members of the marketing committee of the board.
• Provide leadership, service and motivation to all related departmental areas, relevant committees of the board and volunteer groups.
• Participate in general management of organization as well as special projects and initiatives that advance the institution.

KEY SELECTION CRITERIA:
Potential candidates will have seven (7) 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:

• Marketing executive in a symphony orchestra, festival or presenting hall that features the classical repertoire.
• A marketing executive from an agency or marketing service provider with a proven understanding of the nonprofit arts field and knowledge of the orchestra repertoire.
• CMO of a related performing arts organization with a home subscription series such as a dance company, regional theater, ballet, or opera company.
  In addition, the ideal candidate will possess the following characteristics and experience:
• Demonstrated skills, knowledge and experience in the design and execution of marketing, communications, and public relations activities.
• Strong creative, strategic, analytical, organizational, and sales skills.
• Experience developing and managing multi-million dollar advertising and promotion budgets.
• Experience using Paciolan to manage activities in ticketing, fundraising, customer relationship management, and marketing.
• Substantial experience hiring, training, developing, supervising, and appraising personnel.
• A desire and the energy to achieve ever-increasing quantitative sales goals.
• Knowledge and creativity to use social media to amplify brand awareness to current and new audiences.
• A passion for the art form of orchestral music, coupled with knowledge of and great appreciation for the classical orchestra repertoire.
• A belief in the NJSO’s mission to inspire and engage its diverse community and its vision.
• Proven track record of developing new audiences and customer base.
• An understanding of the performing arts business including touring, working with artists, agents, and related service providers.
• Excellent interpersonal, communication, presentation, and writing skills.
• Bachelor’s degree is required, ideally with an advanced degree in a field related to the position.

PERSONAL / PROFESSIONAL ATTRIBUTES:

• Leadership
• Financial accountability
• Creativity
• Strategic focus
• Attention to detail
• A commitment to continuous improvement
• Teamwork
• Ability to manage multiple priorities in a deadline-driven environment
• Impeccable personal ethics
• A belief in and alignment with the NJSO’s values of access and relevance
• A commitment to the marketing and communication profession
• Quality orientation

COMPENSATION:

• Compensation will far exceed industry benchmarks with a benefits package that includes a generous health insurance plan, pension, parking, paid time off, and other employee benefits, as they become available. Relocation (as may be needed) will also be provided.

Please send résumé to:
Phil DeBoer
Senior Associate
DHR, International
pdeboer@dhrinternational.com
(708) 450-4003

Dance/NYC invites applications and nominations for this important leadership position. The next Executive Director of Dance/NYC will work in support of all dance makers across all dance disciplines in the New York metropolitan area. The full position description may be found here: https://mcaonline.com/searches/executive-director-dance-nyc

Interested applicants should submit all materials requested in the profile document to the consulting firm retained for this search:

Management Consultants for the Arts, Inc
www.mcaonline.com

Founded in 2002, Dance/NYC is the voice for New York City’s dance community. Originally a project of Dance/USA, the national service organization for dance, Dance/NYC separately incorporated as a New York State non-profit in 2013. Since that time, Dance/NYC has pursued the following mission:

Dance/NYC’s mission is to promote the knowledge, appreciation, practice, and performance of dance in the metropolitan New York City area. It embeds values of justice, equity, and inclusion into all aspects of the organization. It works in alliance with Dance/USA, the national service organization for professional dance.

Dance/NYC’s programs are focused on four fundamental areas:

1. Action-oriented research;
2. Technology and visibility;
3. Leadership training, networking, and convening; and
4. Grant making

The full breadth and depth of Dance/NYC’s activities in service of the NYC dance community can be best appreciated by exploring the organization’s website: www.dance.nyc.

ACTION-ORIENTED RESEARCH

Research is fundamental to all advocacy and initiatives of Dance/NYC. The organization has conducted research and subsequently published reports on topics ranging from emergency preparedness and the impact of Hurricane Sandy on New York City dance to dance workforce demographics to the intersection of dance and disability. A comprehensive archive of all Dance/NYC’s published research is available here.

TECHNOLOGY AND VISIBILITY

Dance/NYC maintains an extensive web presence, most significantly through the organization’s website: Dance.NYC, which documents all Dance/NYC programs. It includes a user-generated community calendar as well as user-generated job and audition listings. Ad sales on the website provide an important source of earned revenue for the organization.

LEADERSHIP TRAINING, NETWORKING, AND CONVENING

Dance/NYC is a regular convener of the New York metropolitan area’s dance community. The largest, a Symposium with over 600 attendees, is the only full-day, annual gathering of the dance field in and around New York City. The organization also conducts regular Town Halls and roundtable discussions focused on emerging field developments and has formed a Junior Committee of dance workers under 30, which is designed to build field leaders.

GRANT MAKING

A relatively new addition to the organization’s programmatic portfolio is a focus on regranting which began with the NYC DanceResponse Fund, established to meet needs in dance following Hurricane Sandy.

Disability. Dance. Artistry., resulting from the organization’s research, is an ongoing program which has funded integrated danceproductions as well as a new residency program in the New York metropolitan area. The initiative has also provided leadership training, networking, and convening as well as a directory of online resources for dance artists. Adapting the disability rights philosophy of “nothing without us,” Dance/NYC has also created a task force of leaders and advocates to advise and assist the organization in implementation of the initiative.

Dance/NYC has brought the same perspectives on research, technology and convening to Immigrants. Dance. Arts., a new initiative aiming to extend the role of dance artistry in fostering the inclusion, integration and human rights of the more than three million immigrants in the New York metropolitan area.

The organization has also established the Dance Advancement Fund, which supports innovative dance makers operating with budgets between $25,000 and $1 million. Most recently announced is the establishment of the New York City Dance Rehearsal Space Subsidy program, which will provide access to discounted rehearsal space to dance artists across the New York metropolitan area.

JUSTICE, EQUITY, AND INCLUSION

At the core of Dance/NYC is a belief that nurturing a just, equitable, and inclusive dance ecology is an essential mission that can make a meaningful contribution to social progress. The organization envisions a vibrant, sustainable dance ecology wherein power, funding, opportunities, conduct, and impacts are fair for all artists, cultural workers, and audiences.

THE OPPORTUNITY

The next Executive Director will join an organization with an impassioned, mission-driven staff and a dynamic board/committee/task force structure. Dance/NYC is financially stable and well-positioned as the representative of the dance field with regard to key stakeholders, government agencies, and the New York metropolitan area funding community.

Opportunities and Challenges for Dance/NYC, and by extension for the next Executive Director, include the following:

• Provide strategic direction in the creation of a future vision for Dance/NYC that reflects the organization’s core values and the needs of the dance field, supporting all dance makers across all dance disciplines, in the New York metropolitan area.
• Be responsive to the varied and changing needs of the dance field in the New York metropolitan area to provide services that are both broad in scope and meaningful in effect.
• Fundamental to Dance/NYC’s service role is its commitment to advance racial justice as well as equity, inclusion, and access for others such as the immigrant and disabled communities. The organization seeks to implement enduring ways to address the dominance of white culture in dance and to amplify the voices and autonomy of the African, Latina/o/x, Asian, Arab, and Native American (ALAANA) community. A comprehensive overview may be found here.
• Continue to connect the organization (and by this, the field) with decision-makers in both the public and private sectors with regard to policy and funding initiatives that affect dance artists.
• Further establish operational procedures and systems to ensure effective work flow and create a learning organization which engages, supports, and retains employees.
• Strive to expand Dance/NYC’s network of partners to create new inroads into dance communities not currently served (or currently underserved) by the organization.

POSITION AND RESPONSIBILITIES

The Executive Director is the chief strategist, spokesperson, fundraiser, and financial and operations officer for Dance/NYC. The Executive Director reports to the Board of Directors. Primary roles include:

• Strategy: work with the Board of Directors and advisory committees of industry professionals and staff; create organizational strategy and policy; and set direction and ensure adherence to the organization’s mission.
• Spokesperson/Public Engagement: represent Dance/NYC to its constituency, to City and State government, to the media, and to the nonprofit sector; create and present policy testimony as needed; build and maintain organizational partnerships and collaborations; participate in mission-related committees; and provide editorial leadership for all organizational communications.
• Program: establish direction and provide oversight for core organizational programs, including advocacy, research, convening, and information technology; initiate new programs as appropriate; and implement research agenda.
• Fundraising: lead fundraising (government, institutional, individual), personally soliciting various sources and utilizing the contacts and collaboration of the Board of Directors.
• Fiscal Management: develop short and long-term financial strategies including managing earned income strategies (via website, Symposium), manage budget processes, and supervise all financial systems and internal controls.
• Human Resources: manage staff; spearhead and implement human resource systems for the organization, including hiring employees and conducting personnel performance reviews; and ultimate staff authority over independent contractors.
• Collaboration with Dance/USA: cultivate a strong working relationship with Dance/USA, the national service organization for dance.

QUALIFICATIONS

Ideally, the successful candidate for this role will possess these skills and experience:

• Deep commitment to the dance world broadly and well prepared to lead within the New York metropolitan area dance community with an open-mindedness and curiosity to more deeply understand all of Dance/NYC’s constituents.
• Credibility to serve as an authoritative voice for dance to the field at large, civic leaders, public officials, and dance funders, among others.
• A demonstrable commitment to advancing justice, equity, and inclusion and a track-record of integrating a sophisticated justice analysis into programmatic and operational aspects of an organization.
• Exceptional communication skills, both speaking and writing, allowing the incumbent to be a credible representative for the dancefield and the art form.
• A successful track-record in staff leadership and management including both establishing policies and procedures, and managing staff with a transparent, collaborative, and confident leadership style.
• Skills in developing and executing effective budgets aligned with strategic objectives.
• Leadership skills to work effectively with the Board to engage and develop directors individually and collectively.

The following personal attributes will also be considered important:

• High emotional intelligence and an ability to build relationships of trust.
• A strong desire to play an active role in the dance community of the New York metropolitan area, embracing its complexity, diversity, and opinions.
• Strategic, positive, energetic, and forward-looking.
• Innovative problem-solver.
• Disciplined, effective leadership and management of people and resources.

DANCE/NYC RECRUITMENT STATEMENT

Dance/NYC values justice, equity, inclusion, and diversity at all levels of its organization, including its Board, committees, task forces, and staff. Diversity in this context refers to groups and individuals identified by, for instance, race, color, sex, gender, sexual orientation, age, disability, status, religion, national origin, marital or partnership status, ancestry, political belief or activity, or status as a veteran. To foster the values of justice, equity, inclusion, and diversity, Dance/NYC seeks participation on its Board, committees, task forces, and staff from individuals who share and hold these values and reflect the diversity of the metropolitan New York City area, with a focus on African, Latina/o/x, Asian, Arab, and Native American (ALAANA) participation and disability and immigrant representation.

COMPENSATION AND START DATE

The search for the Executive Director is headed by a committee consisting of trustees and other members of the New York metropolitan area dance community, chaired by Martha Newton and Linda Shelton. Dance/NYC hopes to make its decision in early 2019 with the successful candidate onsite soon after. The salary and benefit package for this position will be competitive with other non-profit service organizations of comparable stature and size.

HOW TO APPLY

David Mallette and Jason Palmquist are the MCA consultants leading this search. To be considered for this position, you must submit pertinent information and attach a current résumé, a cover letter (no more than 1 ½ pages), and four professional references using the online application system: https://mcaonline.com/searches/executive-director-dance-nyc. Once all materials have been submitted online, the applicant will receive a confirmation of their submission via the email address provided in the application. For clarification on any of this information, please contact Christy Wall at cwall@mcaonline.com.