Career Listings

Positions Currently available:

Position: President & CEO
Company: The Center for the Performing Arts
Location: Carmel, IN

The Center for the Performing Arts invites applications for the position of
President/Chief Executive Officer.

The Position:

Reporting to the Chairman of the Board, the President & CEO oversees all
aspects of the Center for the Performing Arts, ensuring an efficient, effective,
and fiscally sound operation. The President & CEO is charged with sustaining the
operation of this not for profit institution through excellent management, business
accountability, and revenue generation, while serving the community as home for
seven resident companies, and fostering creative and imaginative programming and
education/outreach activities.

The Center's annual budget is approximately $15 million with a staff complement of
33 full-time and 9 part-time, and a 28 member Board of Directors.

Background:

The multi-venue Center for the Performing Arts opened in 2011. Its state of
the art concert hall, The Palladium, is a 1600 seat, 154,000 square foot venue
designed by David M. Schwarz Architects in local consultation with CSO Architects
and acoustics by Artec Consultants.

The Center's other venues are The Tarkington, a 500-seat proscenium theatre
and home to the Booth Tarkington Civic Theatre, and the Studio Theater, a
flexible 200 seat "black box."

In addition to presenting an extensive schedule of concerts and events, The
Palladium is the new home of the Michael Feinstein Great American Songbook
Initiative, making the Initiative's archive of American popular music available to
both scholars and the general public.

Michael Feinstein serves as the Artistic Director of the Center. His insight and
input help define the Center's long term strategy. Each season, he assists with
programming, as well as performs in several Songbook Series concerts.

In addition to the Civic Theatre, the Center's other resident companies are: the
Actors Theatre of Indiana, the Carmel Repertory Theatre, the Carmel Symphony
Orchestra, the Indiana Dance Ensemble, the Gregory Hancock Dance Theatre, and
the Indiana Wind Symphony.

The performing arts complex is the cornerstone of Carmel City Center, a $300
million mixed-use redevelopment championed by the long-time Mayor of Carmel,
James Brainard. City Center is a pedestrian-oriented "city-within-a-city" that offers
cultural and civic programs, a Center Green, residential apartments, office space,
and numerous restaurant and retail venues, with plans for a boutique hotel.

"We have learned a lot about communities over the past half-century, since
the early era of suburbanization and sprawl," stated Mayor Brainard, "including
the lesson that the two-car, one-family house tucked away from everything
else is no longer a sustainable model on the large scale, either economically
or environmentally. What's more, it's not really desirable. People want the
convenience and conviviality that Carmel City Center offers—and the Center for the
Performing Arts is an indispensable element of that experience."

The inaugural season of the Center for the Performing Arts offered 24 concerts in
five series: Classics, Great American Songbook, Jazz Roots, Country, and Dance.

The 2011/2012 season offered 81 concerts in six series: Classics, Songbook,
Country, Jazz, Dance and BlueGrass.

The Michael Feinstein Initiative for the Preservation of the Great American
Songbook

Permanently housed at The Palladium is the Michael Feinstein Initiative for the
Preservation of the Great American Songbook. Given the origin in Indiana of such
legendary songwriters as Cole Porter and Hoagy Carmichael, as well as Michael
Feinstein's own roots in the Midwest, the Initiative's relocation to Carmel is
somewhat of a homecoming for this treasure trove of American music.

The Michael Feinstein Initiative sponsors many educational programs including the
Great American Songbook Vocal Academy and Competition, the only such activities
in the United States dedicated solely to the music of Broadway, Hollywood musicals
and the Tin Pan Alley era.

The City:

Carmel is located in Hamilton County just 12 miles north of Indianapolis, Indiana's
state capital. With a population of approximately 85,000, Carmel is one of the
most affluent communities in the Midwest with excellent public schools, exceptional
city services, a variety of on-going/annual events (a Farmers Market, summer
concerts, and festivals), and well-managed parks and recreational activities.
Carmel is consistently rated nationally as a top place to live in the United States,
a "Bicycle-Friendly City" with an extensive trail and path system, an award-winning
public library, an Arts and Design District, and other amenities.

Responsibilities:

In accordance with the mission and goals of the organization, the President & CEO
provides full operational and financial oversight of The Center within the policies
set by the Board of Directors. The President & CEO oversees daily operations and
coordinates long-range strategic planning. Overall responsibilities include fund-
raising, board development, financial stability, government relations, community
engagement, programming oversight, and staff management.

As with all performing arts centers, there is the need to maximize overall revenue
in order to generate sufficient funds to operate and maintain the facilities while
balancing the needs of resident companies.

Key areas currently reporting directly to the President & CEO include: operations,
finance/administration, marketing, advancement, external relations, the Michael
Feinstein Initiative, production, and programming.

The President & CEO must lead the organization with a positive spirit of
collaboration and transparency, maintaining on-going dialogues with The Center's
staff, resident companies, funders, external clients, audience members, the media,
and other stakeholders.

Qualifications:

A minimum of seven (7) years as a chief executive officer (or senior leadership
experience of increasing responsibility) in large, complex performing arts facilities
or cultural organizations.

A track record of excellent relations with resident companies and the key
stakeholders; the ability to build and nurture excellent management teams; and
the personal leadership qualities, political acumen, tact and patience required to
negotiate and manage successfully a complex operation.

Demonstrated leadership in annual fund drives and endowment building.
Experience in working with senior level development staff and boards of directors to
plan and implement fund-raising goals, objectives, and policies. Ability to cultivate,
solicit and steward major gifts from high level individual donors, corporate
sponsors, and foundation/government funders in conjunction with a development
team and volunteers.

A graduate degree in arts, arts management, or not for profit administration is
preferred. Contract negotiation skills, legal training, experience with working with
municipal governments and urban planners, and/or knowledge of the region would
be useful attributes.

Comprehensive knowledge of many performing arts forms and all aspects of arts
venue management. An industry professional with existing networks within the
cultural sector and a personal vision of how the arts play a role within the life of a
community.

An articulate champion for the performing arts with advanced oral and written
communications skills with the ability to represent The Center to a variety of
audiences and in a myriad of settings.

Excellent analytical, financial and organizational skills.

Application Process:

Salary is commensurate with experience and qualifications. Excellent benefits package.
Deadline for applications: Friday, March 2, 2012

Interested candidates are invited to submit a cover letter and resume with a list of
references and salary requirements in confidence to:

Margaret Genovese
Genovese, Vanderhoof & Associates
77 Carlton Street, Suite 1103
Toronto, Ontario
Canada M5B 2J7
gvasearch@gmail.com
Fax: 416/273-3313

For additional information:
www.thecenterfortheperformingarts.com
www.genovesevanderhoof.com

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Position:Executive Director
Company:The League of Historic American Theatres

Goal:
The executive director works in partnership with the board of directors to develop and implement a compelling vision and forward-thinking goals that accelerate the League's fulfillment of its mission of assisting and sustaining America's historic theatres for the benefit of their communities and future generations.

Work objectives:
The executive director rallies the energy and expertise of the board and membership to help fulfill that vision and implement the goals of the organization. The executive director leads the organization's ongoing efforts in membership services, programs, marketing, fundraising, fiscal management, and day-to-day operations – all in accordance with the strategic plan and implementation strategies developed with the board of directors. The executive director serves as the League's primary spokesperson, representing the organization in the media, at conferences, with potential funders, with members, and with the general public. The executive director seeks out collaborative partnerships with a broad range of public- and private-sector organizations and agencies at the local, state and national levels, for the purpose of helping the League fulfill its mission serving historic theatres.

Candidate profile:
The ideal candidate will be a highly motivated individual with a demonstrated track record of seven or more years of relevant management leadership with excellent financial and organizational skills, superb written and oral communications skills, as well as experience in responsible fiscal stewardship. A strong track record in fundraising is essential. Experience with or knowledge of theatre facility operations is essential; experience with historic theatre operations would be an asset.

Other necessary skills include the successful recruitment and supervision of staff, experience in the development and management of budgets, knowledge of marketing, social media and emerging communications technologies, association management, and a good grasp of strategic problem solving.

The position requires the ability to establish and maintain effective and supportive working relationships with the board of directors, staff, funders, corporate and individual donors, and the larger cultural community. The board of directors will look most favorably upon candidates who can demonstrate a successful track record of building trusted relationships with national elected officials, foundation executives, philanthropists and corporate executives.

LHAT Virtual Office Environment:
The League of Historic American Theatres operates in a virtual office environment. Rather than housing its staff in an office building, the LHAT staff works directly from their individual home offices.

To help facilitate this virtual office environment, LHAT currently utilizes the services of an association management company (King Stringfellow Group, Inc.) to provide financial, database, internet, telephone, and other management support services. These services are as diverse as receiving LHAT's mail, processing / depositing payments, full accounting services, provision of a "cloud" for document and data management, and VOIP telephone services.

With the flexibility of this virtual office environment, relocation will not be a requirement for the selected Executive Director candidate. However, the Executive Director will be required to establish an effective home office from which to provide his/her services. LHAT will provide the VOIP telephone to link to LHAT's telephone network. LHAT will reimburse appropriate costs related to computer hardware/software and supplies required for this home office.

Currently, LHAT has one staff member located in Maryland and the other located in Florida.

Major responsibilities:

Board Relations:

1. Create and maintain a positive and mutually supportive environment for board and staff teamwork.
   
   
2. Work closely with the board to create, advance, and implement initiatives that provide valuable
   resources for the League's members to preserve, operate, and sustain historic theatres.
   
   
3. Provide strong leadership to the historic theatre preservation movement, actively encouraging the
   celebration, rescue, revitalization, and sustainability of historic theatres and utilizing board members
   effectively in this effort.
   
   
4. Make thoughtful recommendations as needed to the members of the board, its committees and the
   full board regarding policy, practice and procedures.

Marketing & Fundraising:

1. Work closely with the board to expand the membership.
   
   
2. Influence the media, funders and thought-leaders so that they have a greater understanding and appreciation of the importance of historic theatres.
   
   
3. Work closely with the board to strengthen LHAT's strategic partnerships / sponsorships and fundraising.
   
   
4. Represent the League at conferences, meetings, and with the media.
   
   
5. Cultivate strong partnerships with other national organizations, particularly in the areas of historic preservation, community development, and theatre management, working with them to increase the resources available to the League's constituents.

Organizational Management:

1. Work with the board and staff to develop annual and three-year work operations plans for the organization, including budgets that tightly correspond to the organization's work plans, and ensure that work plan activities are reflected in individual staff work plans each year.
   
   
2. Manage the day-to-day operation of the organization, ensuring its smooth and fiscally fit operation.

Skills required:

1. Administration: Able and willing to complete administrative duties, such as budgeting, financialreports, membership data, and program information.
   
   
2. Marketing: Knowledgeable and able to envision and lead LHAT's public relations and marketing
   
   
3. initiatives. Effective in developing goodwill and promoting a positive image of the League.
   
   
4. Fundraising: Demonstrated ability to raise money for the organization by cultivating relationships with foundation, corporations, individuals, and governments; by soliciting funds from potential contributors; and by providing assistance to board members in meeting their fundraising responsibilities.
   
   
5. Partnerships: Strong familiarity with institutional allies and resources (for example, the National Trust, AIA, and APAP) and effective skills in establishing collaborative relationships with partner organizations, projecting a positive image of the organization, and seeking win:win solutions.
   
   
6. Quality/consistency of work: Accurate, thorough, thoughtful, and timely. Understands the importance and active pursuit of budget and fiscal responsibilities, fundraising, and membership development.
   
   
7. Organization: Effective in establishing priorities, scheduling activities, and determining appropriate courses of action within a job or task. Seeks ways to increase efficiencies and foster board/staff unity.
   
   
8. Dependability/reliability: Effective in anticipating, preparing for, and meeting deadlines, schedules, and assignments.
   
   
9. Technical knowledge: Solid understanding of historic theatres and nonprofit administration. Initiative: Seeks increased responsibilities; self-starter; uses good judgment in decision making; and is not afraid to proceed alone.
   
   
10. Member relationships: Readily accessible to deal with membership questions and deal with membership issues and concerns. Uses tact and judgment in dealing with the membership. Has the ability to attract and retain active members and motivate membership volunteer efforts.
    
    
11. Board relationships: Demonstrated effectiveness in helping to develop a strong, motivated, and engaged board/staff team. Gives board members the direction, tools, and information they need to fulfill their agreed-upon board duties. Identifies critical issues for board action. Assists in the formulation and implementation of board policy. Disseminates pertinent information quickly. Uses tact and judgment in dealing with the board. Has the ability to help focus and motivate board efforts.
    
    
12. Employee and management team relationships: Effective in hiring, training, supervising, motivating, and retaining quality employees. Effective in supervising, monitoring, and working with contractors who provide professional services. Demonstrates the ability to delegate and monitor progress.
    
    
13. Leadership: Fosters an environment of listening, mutual support, and responsiveness. Effective in managing and directing work of people in areas of responsibility (board and staff) so as to achieve effectively the objectives of the board/staff team while gaining motivation, cooperation, and support.

Reports to: The League of Historic American Theatres' Board of Directors.

Compensation: Salary commensurate with experience.

How to Apply:

Please send resume and cover letter with salary requirements and a list of references by:

Friday, February 10, 2012 to:

Margaret Genovese
Senior Partner
Genovese, Vanderhoof & Associates
77 Carlton Street, Suite 1103
Toronto, ON
Canada M5B 2J7
E-mail: gvasearch@gmail.com

The League of Historic American Theatres, a non-profit membership organization, is an equal opportunity employer. Qualified applicants are considered for employment without regard to age, race, color, religion, sex, national origin, sexual orientation, disability or veteran status.

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