Overview:    

The Betty Brinn Children's Museum is seeking a dynamic, visionary leader to serve as the next CEO. The ideal candidate will be passionate about early childhood education and hands-on learning, capable of embodying and communicating that passion, and have a proven track record in management. Working closely with the Board of Directors, the CEO will focus on strategic and operational planning for the future. The CEO will serve as the primary representative in the media, fundraising contexts, and community settings. A leadership approach that is accessible, supportive, and empowering is essential.

Qualifications:    

1. Demonstrated experience in prioritizing, delegating, and investing in people and systems.

2. Possess the ability, will and skill to fundraise for ongoing operations and a capital campaign is necessary; experience with capital campaigns is a plus.

3. Proven ability to develop and implement both long-term and annual plans, with measurable objectives and strategies.

4. Proficient in building coalitions, negotiating effectively, and working seamlessly with a diverse range of internal and external stakeholders.

5. Exceptional presentation, writing, and communication skills, with a proven ability to serve as a spokesperson, relationship builder, and fundraiser.

6. Commitment to staff development, demonstrated by a successful track record of recruiting and retaining a diverse team.

7. Understanding of issues affecting children, particularly in education and health.

8. Experience being the ultimate decision maker for an organization or for major projects/initiatives.

9. Strong public speaking and storytelling skills.

10. Demonstrated ability to network with stakeholders and community organizations.

11. B.A. degree from an accredited university.

12. Prior nonprofit leadership experience and/or management of a complex program, department and/or organization is preferred.

13. Previous experience working with a nonprofit Board of Directors is desirable.

Job Responsibilities:    

Strategic Vision and Leadership:

1. Lead the museum’s move to a new location, including the necessary capital campaign.

2. Collaborate with the Board on strategic and annual planning.

3. Provide inspirational leadership and direction to all staff.

4. Cultivate a strong relationship with the Board, ensuring transparency and open communication.

Fiscal Management and Fund Development:

1. Develop and execute comprehensive fundraising plans for individual major donors, annual campaigns, foundations, public sources, corporate donors and new events.

2. Prepare the Museum for a capital campaign feasibility study.

3. Oversee financial planning to ensure the Museum's financial stability.

4. Maintain communication with the Board Finance Chair and the Board on fiscal developments.

Staff Leadership and Operational Planning:

1. Lead the staff and all Museum functions by setting expectations, being accessible, and empowering.

2. Develop metrics for organizational health and to maintain accountability.

3. Demonstrate and lead efforts for diversity and inclusion among staff, partners, and suppliers.

4. Ensure strong management and staff through training and ongoing professional development.

5. Refine, maintain, and execute the educational philosophy of the Museum.

6. Continue and expand programs to service low income and underserved communities, including those served by social service agencies and people with special needs.

Community Relations and Partnerships:

1. Create lasting and beneficial partnerships with private and public leaders in the community.

2. Oversee public relations and marketing efforts.

3. Professionally and with energy, advocate for, and represent the Museum in the community and with media.

Board Relations and Governance:

1. Collaborate with Board leadership on the Museum's vision and strategy.

2. Ensure the Board has the necessary information to perform its responsibilities via ongoing clear and transparent communication.

3. Partner with Board members on donor cultivation and solicitation.

4. Serve as a key liaison between the staff and the Board to ensure that the decisions of the Board are communicated and implemented.