MANAGING DIRECTOR MELBOURNE SYMPHONY ORCHESTRA CANDIDATE BRIEFING DOCUMENT SEPTEMBER 2015

Transcription

1 MANAGING DIRECTOR MELBOURNE SYMPHONY ORCHESTRA CANDIDATE BRIEFING DOCUMENT SEPTEMBER 2015

2 1. Position Purpose The Managing Director is responsible for the strategic leadership and management of all activities of the MSO, as approved by the Board of Directors. This includes setting and maintaining the Company s strategic plan, artistic vision and goals, as well as financial, commercial, development, marketing, education, community engagement and administrative functions. In addition, the Managing Director is expected to act as a credible and visible ambassador for the MSO, developing and maintaining robust connections and knowledge within the Melbourne and Victorian regional business, political and artistic communities, and more broadly (i.e. nationally and internationally), as required. 2. Reporting lines The Managing Director reports to the Chairman of the Board of the MSO, and undertakes activities within the approvals provided by the Chairman and Directors of the Board. The role has direct responsibility for a senior management team of seven directors and the Executive Assistant. 3. MSO Values and Behaviours Excellence Creativity Diversity Leadership Responsibility Integrity We will deliver the highest standards of performance at all times, artistically and organisationally. We will be inventive and imaginative, supporting creativity throughout the company and always seeking new ways to inspire our artists, audiences, supporters and staff. We will reflect the diversity of our audiences, our stakeholders and our artists to remain relevant, vibrant and inclusive and engage all aspects of the Victorian community we represent. We will demonstrate the highest levels of professionalism and be passionate advocates for our company, our artists and the art form. We will be exemplars of good governance, sustainability and accountability to our stakeholders. We will be open and honest, reliable and respectful, and ethical at all times. Page 2 of 8

3 4. Current Strategic Priorities* Artistic Deliver an artistically vibrant program underpinned by a clear artistic vision. Performance Attain a more profitable portfolio of performances, whilst emphasising artistic excellence. Operations Build an efficient and performance focussed organisation. Future Audiences and Outreach Engage hearts and minds through wider MSO initiatives, optimising return on investment. Funding Develop a larger and more sustainable funding base. *as per Strategic Plan 5. Key Responsibilities LEADERSHIP Strategic Planning Work closely with the Board of Directors and key internal and external stakeholders to develop and implement a strategic business plan and policies that deliver the vision and encourage the support of government, subscribers, the arts community, philanthropic organisations and the corporate sector. Ensure effective communication of the strategic plan to educate and engage the support and buy in of the wider company. People/Organisational Build and maintain an excellence-driven performance culture, with an emphasis on continuous growth and improvement, and the attraction and retention of appropriately engaged, skilled and qualified staff. Provide inspirational leadership to a strong, collegial and effective management team, which exemplifies the professionalism, values and excellence-driven performance required of the wider company. Set targets, supervise annual reviews and provide development and succession planning as required. Page 3 of 8

4 Artistic Work together with the Chief Conductor and Director of Artistic Planning to fulfil the MSO s artistic vision and goals, including: consultation with the Chief Conductor on all matters relating to the artistic aspects of the Orchestra (including financial considerations). developing a plan for the long term artistic direction and highest level of personnel/performance for the Orchestra, ensuring that the necessary resources are in place to achieve it. developing annual concert seasons, touring programs and special projects. Commercial, Financial and Philanthropic Oversee the financial and commercial integrity and sustainability of the MSO, in conjunction with the CFO and Board Finance and Revenue Committee, to ensure that income is maximised and costs controlled. Work with the Director of Development to ensure effective and deliverable fundraising strategies are in place to strengthen existing programs and develop new income streams; and to capitalise on all opportunities for generating income from sponsorship, philanthropy and public funding. Assist the Director of Development in engaging with stakeholders and donors to achieve campaign targets. Operational/Best Practice Oversee the day to day management of the Orchestra and Administration functions in line with the prevailing Enterprise Bargaining agreements. Embrace and incorporate new and emerging technologies and industry best practice for the benefit of the MSO. Ensure compliance with all legal obligations and requirements, e.g: Corporations Act, Insurance, Taxation, OHS, Privacy/Data Protection, Employment Law. Provide leadership and support to the Management team in order to implement a best practice approach to workplace health, safety and wellbeing, to ensure that all occupational health and safety (OHS) risks are minimised through awareness and application of safe working practices. STRATEGIC RELATIONS & REPRESENTATION Relationships Build effective relations and maintain regular dialogue with the arts and business communities, including Arts Centre Melbourne, and with key stakeholders in local, regional and national government, including the Australia Council. Page 4 of 8

5 Assist in securing guest artists and conductors through maintaining and developing relationships within both the Australian and international music communities. Cultivate and develop good relationships with existing and potential donors/key constituents for the MSO. Develop positive and productive relationships with the press and other media, acting as spokesperson for the orchestra/company. Representation Promote, advocate and lobby for the work of the MSO, raising the Orchestra s profile and credibility with key decision makers and the general public. Represent the interests of the MSO with relevant national and international associations. AUDIENCE/COMMUNITY ENGAGEMENT AND OUTREACH Ensure that education and community activities remain a priority, central and relevant to the core activities of the orchestra. Together with the Director of Marketing, develop marketing and branding strategies based on industry best practice, ensuring an imaginative and effective approach to audience development and the promotion of the orchestra s activities. Lead and/or collaborate with key internal and external stakeholders to significantly expand and further diversify the audience, subscriber and donor base of the MSO. CEO/BOARD RELATIONSHIPS Act as the principal communications channel between the orchestra, management team, and Board of Directors. Attend Board meetings, providing appropriate reports, advising on policy, and ensuring Board Members are kept fully informed of all business relating to the MSO. Page 5 of 8

6 6. Organisation Chart MANAGING DIRECTOR EXECUTIVE ASSISTANT TO MD DIRECTOR OF HUMAN RESOURCES CFO DIRECTOR OF OPERATIONS DIRECTOR OF ARTISTIC PLANNING DIRECTOR OF EDUCATION & COMMUNITY ENGAGEMENT DIRECTOR OF DEVELOPMENT DIRECTOR OF MARKETING FINANCIAL PERSONNEL ORCHESTRA OPERATIONS SPECIAL EDUCATION ASSISTANT CORPORATE MARKETING MARKETING PUBLICATIONS AND CONTROLLER MANAGER MANAGER MANAGER PROJECTS MGR DEVELOPMENT MANAGER (SUBS) MANAGER (S/N) CONTENT EDITOR MANAGER ACCOUNTANT LIBRARIAN ASSIST ORCH PRODUCTION ARTISTIC OPERATIONS & PIZZICATO CORPORATE MARKETING MARKETING DIGITAL MANAGER MANAGER COORDINATOR COORDINATOR EFFECT COORDINATOR (0.5) DEVELOPMENT EVENTS COORDAND COORDINATOR COORDINATOR FINANCE ASSIST ORCH ARTIST PRODUCTION CHORUS MASTER DONOR & GOVERNMENT TICKETING AND FRONT OF GRAPHIC DESIGNER OFFICER LIBRARIAN (0.8) LIAISON ASSISTS RELATIONS MANAGER DATABASE MANAGER HOUSE SUPERVISOR CHORUS PUBLIC RELATIONS Manager, Strategic OPERATIONS & PIZZICATO COORDINATOR DONOR AND PATRON BOX OFFICE MANAGER Communications and EFFECT COORDINATOR (0.5) COORDINATOR SUPERVISOR Business Processes (0.8) PUBLICITY & ON-LINE MAJOR GIFTS MANAGER (0.6) TICKETING COORDINATOR ENGAGEMENT COORD MSO ORCHESTRA MSO CHORUS MAJOR GIFTS COORDINATOR CUSTOMER SERVICE COORDINATOR MSO FOUNDATION MANAGER (0.6) CUSTOMER SERVICE OFFICER BOX OFFICE ATTENDANTS Page 6 of 8

7 PERSON SPECIFICATION The ideal candidate will have significant prior experience, combined with a proven track record of achievement at Chief Executive level. Experience gained within a major arts organisation either orchestral or performance based is desirable. He or she will have demonstrable financial, artistic and commercial acumen, combined with a compelling, strategically focussed leadership style and the ability to inspire and motivate employees, whilst also driving both organisational and audience growth. From an internal perspective, the ability to promote cohesion, collegiality and a contemporary, excellence driven performance culture is also essential. Exceptional communication, networking and stakeholder management skills are also required. Prior experience in managing, driving and supporting philanthropic and fundraising activities is essential. Tertiary qualifications in business or related fields, as well as an arts-based discipline will be viewed favourably. Essential Attributes The interpersonal skills and experience to understand and manage all aspects of a symphony orchestra (artistic, creative, operational and cultural). Proven leadership and team building skills, and commitment to excellence in the development of staff potential. Strong strategic and commercial management skills, with demonstrable ability to successfully anticipate, understand and respond to emerging trends. Integrity, polish, energy, and the ability to inspire confidence and respect across all organisational levels and with external stakeholders. A contemporary, excellence-driven approach to leadership, from both an artistic and organisational perspective, and a demonstrable ability to balance both prerogatives appropriately. Confidence and capability, combined with a demonstrable record and success in driving and supporting philanthropic/fundraising activities and delivering upon targets. Personal Characteristics Exceptional attention to detail. Strong capability in creating and maintaining effective stakeholder relationships. Ability to work autonomously and within a team as required. Ability to act as a compelling and inspiring leader and advocate for the MSO. Page 7 of 8

8 SUMMARY OF TERMS OF EMPLOYMENT Contract Open-ended Salary Commensurate with a position of this importance Benefits Superannuation 9%, or with MSO matching option 12% (requires employee to contribute additional 2%) Annual Bonus Medical Insurance Life Insurance Relocation Expenses (where applicable) Notice Period 6 months Holidays 20 days plus additional days between Christmas and New Year FURTHER INFORMATION For further information about the Orchestra, please see the MSO s website: For the Annual Report 2014: For an informal conversation, please contact the MSO s recruitment consultant, Heather Newill, Director, AEM International, Arts Entertainment & Media Executive Search, on hnewill@aeminternational.co.uk or +44 (0) HOW TO APPLY If you would like to apply for the Managing Director position, please send a CV and a letter of application stating why you think you are suitable for the job to Heather Newill, Director AEM International, by to hnewill@aeminternational.co.uk. Applications must be received by Monday, 26 th October. Page 8 of 8