Job  Board

THE ROLE

The Vice President of Development will be a new role at TRAILS, initially reporting to the CEO but anticipated to report ultimately to the organization’s inaugural Chief of External Affairs (to be recruited later this year). 

TRAILS is seeking a deeply experienced, seasoned development expert, who thrives in an entrepreneurial setting, ready to engage in both high-level strategic visioning and planning as well as more tactical, day-to-day development functions. At present, TRAILS is operating in some ways like a fast-paced start-up, with some systems and procedures still in nascent stages of design and build; and this includes our philanthropy and fundraising systems. The ability to set high-level development goals, build tools and processes from scratch, proactively identify and mitigate risks, and lead all aspects of the development function with a high degree of independence will be critical. At the outset, the VP of Development will have one direct report (as well as several collaborating colleagues who sit on other teams), but there is an opportunity for a capable and visionary leader to design and establish a high-functioning team of direct reports. 

TRAILS’ economic model is complex, braiding together public, private, and contract revenue, and to date the organization has received tremendous signals of support from state and local governments (as well as philanthropy) with transformative investments to support program delivery and expansion. As TRAILS begins its next chapter of catalytic national growth, with aggressive goals of reaching 6500 schools and nearly 3 million students over the next years – and securing a total revenue of over $300 million – it will for the first time, need a robust and strategic plan to raise the necessary philanthropic funds. Success in the role will require someone who is energized by and has a track record of designing and building development strategies and supporting systems from the ground up, in service of ambitious outcomes and with an eye for bringing key internal and external stakeholders along in investment and execution. The day to day work of the VP of Development will include close collaboration with TRAILS finance team, grants management personnel, policy advisors, staff writers, organizational leaders, the Office of the CEO, and other key partners to identify the right philanthropic targets and continuously strengthen a pipeline of state- and national investors and secure key investments. To get there, TRAILS aims to bring on a leader who will provide the vision, guidance, strategic planning, systems development, hands-on work, and team management necessary to grow our network of major champions and supporters. 

THE RESPONSIBILITIES

Philanthropic Revenue Vision and Goal Setting (20%)

1. Together with CEO and Finance Team members develop multi-year revenue forecasts and scenarios to develop annual philanthropic revenue targets 
2. Establish vision and quarterly revenue benchmarks to lead the team to execute against essential strategies to raise necessary philanthropic revenue. 
3. Identify the annual enabling conditions and revenue generating strategies necessary to reach annual and quarterly benchmarks 
4. Lead and collaborate with and across teams in support of development and revenue targets, recognizing that TRAILS is in a moment of rapid growth and some roles are filled while others will entail future hiring
5. Design and execute the annual planning timeline, key deliverables, participants and their roles and facilitate a process to pressure test projections and strategies with the CEO and Finance 

Philanthropic Revenue Progress to Goal and Ongoing Planning (20%)

1. Establish and keep live an annual path to philanthropic revenue (PR) tool to ensure a consistent read on commitments, gaps to goal to inform necessary strategy adjustments throughout the year 
2. Ensure PR tool is consistently updated with all new prospects as strategies to generate a pipeline of new potential dollars progress
3. Informed by this consistent read on progress to goal, ensure all relevant team members have quarterly stepbacks and opportunities for updated planning 
4. Develop and manage the necessary supporting execution tools for team members to manage planning for areas of ownership

Pipeline Development and Portfolio Management (20%)

1. Conduct (and refresh existing) landscape analysis research and connection mapping to establish a baseline of potential funders and relationships
2. Develop an ongoing process for prospect generation, connection and cultivation management 
3. Develop pipeline benchmarks to ensure TRAILS makes enough connections to the institutions necessary to close annual funding gaps
4. Develop critical stewardship touchpoints for all active donors to deepen relationships and ensure donors feel engaged and a part of the journey of TRAILS  
5. Establish a portfolio management system to guide the roles and responsibilities of development team members and CEO as solicitor/external face of TRAILS 
6. Ensure all portfolio managers have the tools and management to continuously move cultivation actions forward while assessing progress along the way. 

Compelling Donor Materials and Funding Opportunities (10%) 

1. In partnership with External Affairs Team members and other staff as appropriate, develop a clear vision for the must-have external facing materials to support donor cultivation across all streams 
2. Identify overlap between materials used external for program partnerships and make recommendations for philanthropy specific updates 
3. Ensure a clean and consistently updated database of latest narrative, compelling data stats, etc. 

Grant Submission and Reporting Management (10%) 

1. Develop a normed approach to grant submission process and reporting systems to build timelines wherever possible, looping in key players throughout so TRAILS can develop the most compelling pitch/narrative/data on performance against stated funder-specific and organizational milestones. 
2. Together with the grants specialist and future staff, maintain a calendar for internal needs and connect all donor-facing communications related to the reporting to the donor action planning tool.

Internal Systems and Team Management (10%) 

1. Informed by on-the-job experience and systems analysis, propose a forward-facing team structure to support successful development initiatives and goal achievement
2. Develop job descriptions, candidate profiles, and other supporting materials; and manage the search for new development team members 
3. Set clear expectations, informed by overall vision and quarterly benchmarks for all development team members and roll up performance to CEO on a consistent basis 
4. Understand and build the must-have systems to support CEO’s role as TRAILS visionary, primary solicitor and key input to donor relationships, materials, etc. 
5. Establish strong relationships across all TRAILS functional teams to invest team members in the role they each can play in development (e.g. anecdotes of impact, grant support, etc.) 

ORGANIZATION-WIDE LEADERSHIP (10%) 

1. As a member of TRAILS’ Leadership Team, steward a culture of cross functional support and collaboration, operate as an unwavering team player for the benefit of the collective staff, and partner with other executive team members to set the vision, direction, and tone for the organization 
2. Set and foster a workplace culture and climate in which all staff feel safe, valued, respected, and empowered to grow professionally and are motivated to contribute meaningfully to the success of TRAILS and achievement of our organizational goals