The
Vice President and Chief Development Officer (VPCDO) is responsible for the strategic direction and operational management of development activities throughout Carnegie Museums' (CMs') four-museum system; ensures the efficient operation of fundraising programsin support of broad fundraising success. The VPCDO overseesongoing development activities, special fundraising campaigns, membership, sponsorship, andorganizational communications.
QUALIFICATIONS:EDUCATION & AND EXPERIENCE:- Undergraduate degree in humanities, sciences, museum studies, non-profit management, or related field is required; graduate degree preferred.
- Must have significant and broad-ranging experience in fund-raising; demonstrated success in planning or implementing fund-raising campaigns; experience with relationship management functions; experience in board, government, and/or volunteer relations.
- Experience in museum, educational, or cultural settings desirable.
KNOWLEDGE, SKILLS, ABILITIES:- Ability to succeed in ahighly collaborative, matrixed work environment.
- Knowledge of current best practices in advancement/fundraising.
- Outstanding interpersonal and communication skills.
- Operational and process-focused mindset with an eye to efficiency and maximizing return within existing departmental capacity.
- Strong knowledge of and commitment to professional ethics.
- Appreciation ofthe mission and culture of museums.
- Commitment to an inclusive workplace.
- Familiarity with standard relationship management and fundraising software and workflow processes. Dedication to a philosophy of "donor-centered" fundraising.
- Willingness to embrace CM's Core Values in the context of development activities.
- Ability to balance productivity and process, independence, and collaboration.
PHYSICAL REQUIREMENTS: - Work is primarily sedentary in nature; no special demands are required.
- Candidates will be considered qualified if they can perform the essential functions of the job with or without reasonable accommodation.
PRINCIPAL RESPONSIBILITIESA successful VPCDO will set a vision and plan to drive significant philanthropic investment across the four-museum system and create a departmental operating plan and budget in the service of the following responsibilities:
- Collaborate with the Museum Directors, President/CEO and other senior leaders, to set the vision and financial goals for philanthropy and align plans for a donor-centered fundraising program.
- Develop, nurture, and maintain productive philanthropic relationships with individual, business, foundation, community leaders and groups to enhance awareness of and interest in CM'sstrategic focus, programs, and giving opportunities.
- Develop andoverseesystems designedto achieve departmental operational and fundraising goals.
- Work closely with the President/CEO and Museum Directors to solicit and close major and principal gifts.
- Participate in the creation of strong communications and public relations programs in support of productive relationships with donors, members, supporters, and the Pittsburgh community at large.
- Work collaboratively with the Museum Directors to establish and maintain effective embedded development teams that meet the museums' operational needs; evaluate the work of the embedded directors of development and their teams; and ensure they are working to support the Museum Directors' priorities, fundraising strategies, and development events as well as achieving the museums'fundraising goals for annual operating and special initiatives.
- Lead a comprehensive campaign to raise capital, endowment, and operating funds to contribute to the long-term sustainability of CM.
- Oversee annual corporate and individual fundraising programs as well as a robust membership program for 30,000+ households to maximize the level of ongoing contributions to CM and meet annual budget objectives.
- Select, develop, motivate, and manage staff to assure theachievement of goals, adherence to ethical standards, compliance with all appropriate laws and regulations, and strong, respectful relationships with CM's internal constituencies and external supporters and community.
- Oversee consistent and sound relationship management practices to ensure that data and information are effectively used and communicated across the organization to support both tactical and strategic planning. This includes a strong collaboration with CM's CFO and COO to ensure financial and operational success.
- Serve as corporateofficer and member of the Institute Leadership Team; participate in policy development as a voice for donor-centric philosophy. Advise Museum Directors and the President/CEO about fundraising opportunities and strategies.
- Support the CM Board of Trustees, Development Committee, and the four Museum Advisory Boards on recruiting new members; in meeting management; and in their roles as ambassadors/fundraisers for the organization.
The following PA Act 153 clearances, or proof of application of clearances, are required beginning employment and as a condition of continued employment: Pennsylvania Child Abuse History Clearance Pennsylvania State Police Criminal Record Check FBI Fingerprint Criminal Background Check Obtaining the required clearances is completed as part of the new hire process.
The above job description reflects the essential functions and qualifications for the position identified, and shall not be construed as a detailed description of all the work requirements that may be inherent in the position. The job description does not constitute an employment contract and does not alter the at-will relationship between CMP and the employee.
*GUIDANCE ON ESSENTIAL FUNCTIONS: The Americans with Disabilities Act ("ADA") requires employers to consider and accommodate qualified individuals with disabilities. An individual is qualified if he or she can perform the essential functions of a job with or without reasonable accommodation. An essential job function is any task that is a fundamental part of the job. When considering essentiality, one must focus upon whether the function is essential to this particular job and not to the department as a whole. Some additional guidance on essential functions follows below. Please note that the following guidelines are non-exhaustive. If you have any questions or need additional guidance, please contact Human Resources. A. Is the function required to be performed on a regular basis? If the function is rarely performed, it may not be essential. B. Is the function highly specialized? Is the incumbent hired for his/her expertise or ability to perform the function? The need for special expertise is an indication of an essential function. C. Does the position exist, at least in part, to perform the function? If so, the function is more likely to be essential. D. How much time is spent performing the function and how often? Note that even functions performed 10% of the time could be essential if they are required on a regular basis. E. Would elimination of the function fundamentally alter the job? If so, the function is more likely to be essential. F. What are the consequences of not requiring the incumbent to perform the function? If they are significant, the function is more likely to be essential. G. Are there a limited number of employees among whom the performance of the function could be distributed if the incumbent could not perform it? If so, it is more likely to be essential.
