Chief Executive Officer

Nov 4, 2022 | International Association for Impact Assessment
View Original

Established in 1980, the International Association for Impact Assessment (IAIA) is the principal global thought leadership and membership network for professionals involved, across a range of sectors and industries, in identifying and understanding the consequences of current or proposed actions. IAIA and its members develop and advocate best practice and innovation in the use of impact assessment for informed decision-making by governments, companies, financial institutions, organisations and communities for the betterment of society and the environment.

IAIA activities seek to (1) develop approaches and practices for comprehensive and integrated impact assessment, (2) improve assessment procedures and methods for practical application, (3) promote training of impact assessment and public understanding of the field, (4) provide professional quality assurance by peer review and other means, and (5) share information networks, timely publications, and professional meetings.

IAIA is an independent and highly values-driven organisation whose culture is underpinned by a commitment to promote the application of integrated and participatory approaches to impact assessment conducted to the highest professional standards. In assessing the environmental, social, economic, cultural, health and technological implications of proposals, IAIA members look to make a critical contribution not only to sound decision-making processes about policies, programmes, plans and projects but to equitable and sustainable development which will meet today’s needs without compromising the opportunities of future generations.

Membership and structure

IAIA’s membership comprises academics, researchers, practitioners and users of various types of impact assessment from around the world. There are over 1,200 individual members from 110 countries; in addition, over 5,000 further members of the IAIA family qualify by virtue of their membership of IAIA affiliate organisations. IAIA also has a corporate membership category open to government ministries, non-governmental organisations, other public agencies, financial institutions and companies involved in or with an interest in the field of impact assessment.

Membership of IAIA affords impact assessment specialists and the organisations they work for access to a broad suite of member benefits including leading-edge research and publications; training and professional development programmes; and the opportunity to engage, network and collaborate with fellow professionals around the world in online and in-person events such as conferences, workshops and symposia. Members are also able to contribute to and shape impact assessment’s future and how it is understood and perceived by people and organisations.

Central to this is the opportunity for members to get involved in IAIA’s work, including joining specialist groups and activities; supporting the organisation’s governance and leadership through service on the Board of Directors or other standing or ad hoc committees; and participating and voting in IAIA elections and AGM.

IAIA’s is a non-profit organisation, financially stable with a turnover of around US$1m (but see below) and a strong and loyal staff team of six based in Fargo, North Dakota and one in Washington DC.

IAIA’s future – strategy and opportunities

Impact assessment has gained increasing recognition as a necessary and valuable discipline capable of ensuring that today’s decisions do not cause tomorrow’s problems, whether for the environment or for people. At all levels of decision-making, from grassroots up to major international bodies, those involved in taking such decisions and those affected by them now understand better than ever the importance of understanding, anticipating and managing the consequences of those decisions.

This represents an exciting strategic opportunity for IAIA, which is now well-positioned to consolidate its strengths and reputation by achieving:

  • sustainable revenue growth
Historically, much of IAIA’s income has come from a small number of in-person events (e.g. conferences), which was clearly challenged during the pandemic. In the future, revenue streams need to be more diverse, more resilient and increasingly commercial. The organisation needs a more business-like approach where possible and needs to take better advantage of a broader range of revenue opportunities in order to be able to invest in new activities and services.
  • expansion of all categories of membership
 Whilst the diversity and geographical spread of IAIA’s current membership is an asset, there is undoubtedly scope for growing individual and corporate memberships substantially. This will have a virtuous circle effect of increasing the organisation’s credibility, reach and impact. The benefits and value proposition of IAIA membership needs to be championed and new members (and others, such as corporate sponsors) recruited in order to reflect accurately the importance and relevance of IAIA and its members’ work.
  • wider positive recognition of and support for the case for professional impact assessment amongst key audiences
As impact assessment plays an increasingly significant role in decision-making, so IAIA needs to ensure through its thought leadership and advocacy that this is recognised and developed further. In particular, IAIA needs to be seen as a collaborative, enabling organisation which champions both the case for – and the highest standards in – impact assessment with key stakeholders, decision-makers and opinion formers including politicians, governments, regulators, NGOs, the media and business leaders.

The Board of Directors, in consultation with members and others, is now starting work to develop an ambitious, multifaceted strategic plan to take advantage of these opportunities and is looking to take the critical first step by appointing an outstanding new Chief Executive Officer to lead the organisation through a period of challenge, change and growth.

The Role

As the senior executive in the organisation, the CEO will spearhead the development, implementation and commercially successful and sustainable accomplishment of IAIA’s strategy, passionately championing IAIA and impact assessment as a professional discipline. At the heart of this remit is the leadership this person will provide to promote and develop IAIA’s relevance, influence and impact for members, stakeholders, strategic partners and people around the world.

This is therefore a vital leadership role whose overarching objective comprises five principal strands:

Public thought leadership

 

The CEO will frequently be the public face of IAIA and must personally and through all available channels ensure that the organisation communicates effectively, authoritatively and authentically to a range of audiences, both internal and external, and in a wide variety of settings. S/he, in consultation with staff, members and others in the field, needs to maximise IAIA’s impact and reputation at the leading edge of impact assessment as a professional discipline, making the case for impact assessment and powerfully promoting IAIA’s role and its current and future contribution.

This will include:

  • proactively creating and taking opportunities to represent IAIA publicly in the media and in other fora (such as speeches, conferences and editorial)
  • identifying opportunities for the IAIA Board and members to represent the organisation, and ensuring that they are properly briefed and prepared to do so
  • developing IAIA’s intellectual capital and resources, based on sound research and a solid evidence base, to ensure the organisation is clearly recognised as a leader in the concept, understanding and practice of impact assessment
  • developing and implementing strategies to engage through all direct and indirect channels with key stakeholders including national governments, supranational bodies, regulatory authorities, NGOs, academic institutions, relevant financial institutions, industry bodies and companies
  • forming productive, collaborative relationships with industry leaders across all sectors
  • extending IAIA’s media, social media and external communications activities to generate greater awareness and understanding of impact assessment and IAIA’s role

Driving IAIA’s leadership as a membership body

 

Much of IAIA’s current strength and future potential depends on its value, quality and relevance as a best-in-class professional membership body which serves, represents and increases opportunities for its members. The CEO must therefore look to:

  • expand the IAIA membership: recruit new members, re-engage former members; identify and exploit possible new membership categories
  • review and develop the IAIA membership and membership offering: ensure the membership proposition is financially attractive, sustainable and meets the needs of current and future members in a changing world
  • develop new features and services in the IAIA membership offering which will enhance the professionalism and professional recognition of members
  • foster a culture of continuous improvement in order to deliver the best possible service to IAIA members
  • co-ordinate and lead initiatives with other membership bodies such as industry associations and professional institutions

 

Commercial leadership

 

In order to achieve IAIA’s future potential, the new CEO must maintain, develop and maximise the organisation’s financial and commercial strength in a responsible and sustainable way and in line with the Board’s strategic priorities and IAIA’s vision, values and goals. In particular, s/he must look to:

  • grow revenues from current sources, including from strategic partnerships, sponsorship, member recruitment and retention, events, publications, public funding/grants and other paid- for (i.e. non-subscription) products and services
  • actively seek, evaluate and introduce new revenue sources through product/service development to increase IAIA’s reach and influence whilst safeguarding existing membership benefits and services
  • develop business plans and project proposals, including investment costings where required, for Board approval

Strategic leadership

 

As a member of the senior leadership group, and as the senior executive in IAIA, the CEO must play a dynamic and influential role in the strategic leadership and direction of the organisation. S/he needs to engage with and counsel the Board on setting IAIA’s priorities, developing an ambitious strategy and ensuring effective review, oversight and amendment as the organisation moves forward. The CEO must balance opportunity and risk in an exemplary and responsible manner in line with IAIA’s commitment to the highest professional, legal and ethical standards.

Operational, financial and team leadership

 

Whilst the CEO has ultimate responsibility for the implementation and performance measurement of IAIA’s operations and management, s/he will be strongly supported by the COO and the executive team with whom they will work closely to achieve consistently successful outcomes. Specifically, the CEO will:

  • be accountable for prudent and responsible management and controls over all IAIA’s financial activities, ensuring that business plans, forecasts, budgets and all statutory reporting and audit requirements satisfy all internal or external standards
  • actively manage, motivate, task and develop the IAIA staff team, ensuring that the team’s size, skills and capabilities are suitable for achieving IAIA’s objectives
  • develop succession planning strategies as appropriate
  • provide advice and direction to staff and other advisors, contractors and others as appropriate on specific IAIA projects, programmes and events, and ensure proper management controls and accountabilities are in place
  • identify and implement ways to achieve greater efficiencies and service improvements provided by IAIA to members and stakeholders
Location

 

This is a global role at the head of a globally-orientated organisation and the successful candidate will have the flexibility to be based in a suitable location convenient for them. This is likely to be in or near a major capital or business centre and there is no plan to relocate the successful candidate for this position. Clearly the job will require not only working with colleagues and others in multiple time zones, much of which can be done remotely, but also a certain amount of national and international travel.

 

Candidate Specification

In summary, this is a demanding leadership role which requires strategic, commercial, operational and communications skills of the highest order, together with an energetic and determined appetite for success. The ideal candidate will be an accomplished senior executive with a demonstrable track record of developing, planning and implementing ambitious, sustainable and relevant initiatives to achieve growth and impact. Commercially astute and strategically strong, they will possess superior influencing, communication and relationship-building skills. Keen to listen and learn, and at the same time sufficiently self-confident to know their own mind and be able to advocate their position robustly, this person should be an ambitious, self-starting individual with clear potential to lead and shape a dynamic and developing organisation.

Professional and personal experience

In addition to strong relevant academic or professional education credentials and obvious intellectual qualities, the strongest candidates for this role are likely to have gained relevant experience in a number of areas and responsibilities. Experience – as an executive or non-executive – of a professional or other membership body would be advantageous, especially where this has involved constructive, collaborative working with volunteer members and boards/committees.

In terms of sector knowledge, the strongest candidates will have some first-hand knowledge of, or demonstrable interest in, environmental and/or social sustainability. Familiarity with impact assessment and/or the sorts of professional fields in which IAIA members work would be highly desirable.

The successful candidate will be able to demonstrate a successful career record of leadership which makes a real difference. They should be used to working at or near board-level, and will be able to point to a tangible record of success and effectiveness in a multidisciplinary setting. This must be a versatile individual, capable of leading at the macro level of strategy and policy on the one hand, and yet temperamentally and technically able to grasp the detail as well. This needs to be accompanied by an enthusiastic willingness to roll their sleeves up and lead by example, especially when under time or resource pressure. They should understand the characteristics and dynamics of organisations of differing sizes and structures and in different cultures, and must be wholly committed to the contribution and opportunities which a best-in-class professional body can offer in the 21st century.

Commercial flair and ambition, backed up by a demonstrable record of successfully growing businesses, are essential. Candidates should be able to point to a history of developing new products and services and taking them to market; identifying and exploiting opportunities presented by new markets; and of generating and personally landing sustainable, profitable revenue streams from new and existing sources.

The ideal candidate should also be a proactive, financially shrewd business leader, with a keen eye for detail as well as an imaginative and innovative grasp of strategic opportunities; and they should possess strong relationship development skills. S/he must also have first-class business planning, budgeting and financial control experience, and must have experience of budget and project management. They should be highly organised, IT literate and thoroughly professional.

Professional and personal attributes

This will be someone with the intellectual acuity to balance the detail of a diverse range of responsibilities with a clearheaded view of the bigger picture. They should have the highest personal and professional standards, integrity and values, accompanied by an authentic belief in the social, economic and environmental benefits of impact assessment and IAIA’s commitment to sustainable and equitable development.

Specifically, the ideal candidate for this exacting position will be a highly accomplished senior executive with natural and authoritative leadership skills and the ability to develop and work with senior staff and colleagues, motivate staff, build an effective team and achieve results through and in collaboration with others. The successful candidate must have outstanding communications skills in all settings, both on paper and in person, and should be an articulate, persuasive advocate as well as an attentive and diplomatic listener. They must be able to build networks and strategic relationships, and must have the personality and authentic character to engage with all audiences, ranging from students at the start of their career through to senior government and industry figures. They also need to be politically astute, with first-hand experience of public affairs, media relations and external representation.

A worldwide organisation such as IAIA clearly requires someone with a global outlook and the cultural experience and sensitivity to work with colleagues from a diverse array of backgrounds. The ability to work in languages other than English would be an obvious advantage.

Remuneration

Remuneration for this role will reflect the seniority of the position and the successful candidate’s qualifications and experience and will be based on a substantial six-figure salary together with benefits as appropriate.

Recruitment Process and Contacts

This assignment is being managed on behalf of IAIA by Robin Murray Brown of Kinvara Partners. Individuals interested in applying should do so by sending their CV/resume and a short covering letter to rmb@kinvarapartners.com.

The closing date for applications is 18 November 2022. Initial interviews will take place from mid-November onwards, with final interviews in the first half of December (dates to be confirmed).

IAIA Equal Employment Opportunity Statement

IAIA is committed to providing equal employment opportunities at every level regardless of race, colour, religion, gender, sexual orientation, gender identity, national origin, age, disability, genetic information or marital status.

IAIA complies with applicable state, local and national laws governing non-discrimination in employment in every location in which the organisation has facilities. This policy applies to all terms and conditions of employment, including hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, compensation and training.

IAIA’s workforce and membership are truly diverse – in age, nationality, gender and location. With a passion for nurturing, supporting and including all team members – no matter who you are – we celebrate identity. We are proud of who we are and where we come from. We are also committed to the specialist needs and mental health of all IAIA team members and aim to provide a collaborative and supportive working environment in which the success of our organisation is achieved through a happy, motivated and professionally led workforce. This includes, wherever possible, having family-friendly policies which allow our employees to partake in a flexible work environment so they can take care of children and loved ones.