A private, technology-focused research university with more than 6,800 students from 93 countries and all 50 states, Illinois Institute of Technology (IIT), also known as Illinois Tech, is the only university of its kind in Chicago. Its location offers students access to the world-class resources of a great global metropolis. Illinois Tech graduates lead the state and much of the nation in economic prosperity, ranking #1 in Illinois in its ROI for its graduates.
Philanthropy is seen as a vital driver in propelling the institution forward with the realization that the entire IIT community including the senior cabinet, faculty, and board members, all need to play a role in enhancing the culture of giving at the institution. In its last campaign, completed in August 2016 and exceeding its goal of $250M, over 50% of the gifts came from generous board members who remain highly engaged and committed to the institution. Because of the multifaceted and distinctive mission and commitment to social justice and STEM research, the institution has attracted several of the city’s most philanthropic families, most of whom have no alumni connection to IIT.
The Opportunity
IIT is seeking a Vice President for Institutional Advancement (VP) to broaden the donor base nationally, reenergize the IIT alumni base that reflects affluence and affinity, open new doors internationally, and leverage connections to the city’s robust corporate world. Reporting directly to the President, the VP will be a member of the President’s Council and will be responsible for the successful planning, cultivation, and execution of all fundraising and alumni relations efforts for the university. The VP will also oversee the recruitment, management, development, and retention of advancement, alumni relations, special events professionals, and support staff by fostering a culture of teamwork, mentoring, and mutual support. IIT’s next VP must be an innovative and inspirational leader who is fully captivated by IIT’s mission, vision, and future growth potential.
