Franzetti m u14 final submission
-
Upload
michelle-franzetti -
Category
Documents
-
view
212 -
download
0
description
Transcript of Franzetti m u14 final submission
My Own Personal Management Project (MOMALP) AAD: 620 Management & Leadership in the Arts
Instructor: Mrs. Sarah Clare Corporandy Date: December 4, 2013
[Type text]
Page
2
2
Table of Contents
Description and Justification of Business Pages 3
Vision, Mission, and Values Page 5
Staff Organizational Chart Page 6
Sample Job Description-‐ Full Time Pages 7
Sample Job Description-‐ Internship Pages 9
Recruitment Plan Pages 11
Performance Management and Evaluation Plan Pages 14
Description of Evaluation Process Page 14
Employee Self Evaluation Form Pages 16
Supervisor/Coworker Evaluation Form Pages 21
Board of Director’s Manual Pages 27
Management and Leadership Philosophies Pages 37
[Type text]
Page
3
3
Description and Justification of Business
Dear Current and Future Artists, Gardyloo is an interactive and collaborative effort to take art to the streets and put the power of creation in the hands of the future audience. Several years ago, I realized many people seemed to age out of their creativity and I wanted to remind people that everyone is an artist and has the desire to create. To accomplish this, I started attending local farmer’s markets in central Kentucky and creating projects that people could contribute to in a short amount of time. The very first project consisted of a stand at the farmers market with a table of paint-‐filled balloons. As people walked by, they were encouraged to pick up a balloon and throw it at a large canvas that was set up. As time went on, this color-‐blasted creation really got some attention and people began to ask where it was going to go. It was decided that the painting would be auctioned off and those funds were used to financially back the next project. Soon we were getting requests to attend multiple farmer’s markets, city events, business events, and even schools resulting in the birth of Gardyloo. As Gardyloo grew, it went beyond a one-‐person project and was generating enough revenue, social interest, and investment interest that I was able to commit to the project full-‐time, hire a very small staff and have a primary location in downtown Lexington, KY. Lexington has been bursting at the seams with local pride, cultural pride, and artistic awareness. This city of a little over 300,000 people provided the perfectly set stage for Gardyloo to be launched into the public eye that eventually resulted in reaches far beyond the initial central Kentucky scope. Gardyloo projects are now taking place across the nation. We visit cities around the country helping communities create art to fund other artistic endeavors, expose their community to an awesome collaborative effort, or create a work that will become part of the cityscape. These projects have ranged from decorating a new classroom, to creating graffiti art in downtown areas, and even sculptures that were created by thousands of hands one modification at a time. With each of these projects, community members have taken part in creating something that relies on collaborative effort and a release of inhibitions. We are born with this desire to create. That desire may lead you to create with building blocks, doll-‐house accessories, or markers on the living room walls. Somehow, so many of us suppress that desire as we become older and more inhibited by what is considered art. The purpose of Gardyloo is to serve the inner-‐child in us all! Gardyloo projects enable the participant to see beyond the pre-‐conceived definition of art. We believe when people experience their art creativity that they are not only more likely to participate in art events, but also more likely to become patrons of the arts. As the theater houses begin to empty and the museum attendees begin to drop, Gardyloo supporters have decided that if the people would not come to the art, we would take the art to the people while building self-‐confidence, cultivating ingenuity, and promoting local pride.
[Type text]
Page
4
4
Art and community go hand in hand. A community does not have to be a geographical location, but a shared interest is essential. Although the time may be brief, we believe when people lay their hands on these projects, they are united in the effort to create, explore, and enjoy. Often, collaborative projects become permanent fixtures in the local community and serve as constant reminders to those who were involved. People remember their specific contributions and often the works serve as conversation starters for community members and even tourists. Gardyloo exists to provide structure and direction for these projects, but the communities play a very big role. When contacting Gardyloo in an attempt to secure our services, we perform several sets of interviews with interested parties to better understand the needs of the area and what type of project would be successful. We often try to hire a local collaborator such as a local artist for each project and many of these temporary team additions have become lifelong supporters and friends. The local collaborator usually serves as our lifeline to the community as we prepare the upcoming project. They help facilitate the cultivation of relationships with possible partnering entities and serve as our eyes and ears before we are able to join them on location. Although our projects started out as one-‐day events, we are often asked to come and do a series of collaborative projects in a community or within another arts organization. For example, a museum may want to do a series of collaborative sculptures to create a series that will late be put on display to attract local community members. Many partner organizations have found that this is a great way to attract donors and new audiences, as well as the potential revenue if the piece is to be sold. Each piece that is sold will maintain a record of all the artists who took part and we ensure the funds are allocated to continue funding the arts. Gardyloo takes care of the planning, marketing, execution, and follow-‐up with these projects. Anything from obtaining city permits to collecting data to handling the auction is all well within the scope of Gardyloo’s services. We help in fundraising and investment seeking. Our goal is to make projects self-‐sustainable and to be FUN to the people who have asked us to come; never a burden. The term “Gardyloo” is an old warning cry for when slop was about to be thrown from a window (often several stories up) into the streets. We chose this name as an inside joke to ourselves and to keep us humble. There will always be criticism surrounding art, its definition, and its purpose. Our team is dedicated to widening the perspective and limiting the criticism.
Do you remember how magical the BIG pack of crayons seemed? We are talking the 120-‐color count! We want every adult to feel like eight colors is still just not enough and think of possibilities when they see creative material in front of them. Through our talents with working in communities, marketing, financially advising, and genuine passion, we hope to create opportunities for organizations and communities across the nation to come together, share their mission, and have a blast while doing it. Sincerely, Michelle Franzetti Michelle Franzetti Founder
[Type text]
Page
5
5
Vision, Mission, and Values Vision Statement: Gardyloo believes that every person is an artist and benefits from having their inner-‐creativity awakened. We partner with communities across the nation to create sustainable, financially secure, enjoyable art projects that generate an awareness of the arts and break down the barriers currently inhibiting future patrons of the arts. If there are people who will not come to the arts, we believe we should take the arts to the people. Mission Statement: Gardyloo will provide an opportunity for every willing participant to actively break down pre-‐conceived notions of what it means to be an artist by creating hands-‐on experience opportunities for community members across the nation. Values:
1) Every person is an artist with a beautifully unique creativity within. 2) People, regardless of race, gender, age or social-‐economic status, have an
intrinsic interest in the world of the arts. 3) In order to continue the cultivation of human creativity, art must be
accessible, relatable, and enjoyable in order to secure future patronage. 4) All communities can benefit cognitively, financially, and culturally from an
inclusion of the arts.
[Type text]
Page
6
6
Staff Organizational Chart
In order to foster creativity, suport personal interests, and cultivate an enjoyable work enviroment, Gardyloo is organizized under a wide span of control and a decentralized decision making process. The overall goal is for employees to feel that they are contributing and serve a meaningful role in the future success of the organization. Gardyloo is comprised of three main departments with a Director, middle managements staff if appropriate, and a internship position. An intern is accepted annually into each department in oder to provide oppertunities and training to the future generations charged with upholding the fate of the arts. All department directors manage a relatively small staff and report directly to the executive director. The Financial Direcor, Site Directors, and Marking and Communications Director all coordinate through communications and an advisory role in order to provide the best programming possible. The Adminstrative Assistant position only supervises a local intern, does not have any middle-‐management staff, and also reports directly to the Executive Director.
[Type text]
Page
7
7
Sample Job Description-‐Full Time
Marketing & Communications Director Summary Statement
• The Director of Marketing & Communication for Gardyloo is responsible for determining and implementing all aspects of public interaction including the successful promotion of events, overseeing social media, and developing advertisement techniques and strategies consistent with the Gardyloo ideals, branding and imaging. In addition, the Marketing & Communications Director serves as supervisor to a small staff and maintains an advisory relationship with the Financial Director.
Supervisory Statement • This position reports directly to the Gardyloo Executive Director and
coequally works with the Financial Director, Coordination Director, and Administrative Assistant.
Duties • Seek out opportunities for advertising and community involvement that are
consistent with Gardyloo ideals and are cost-‐effective • Manage a staff of two to three workers • Develop and provide accurate and useful analysis of marketing and
advertisement techniques. • Manage and develop relationships with venues, suppliers, and advertising
avenues • Collaborate closely with the Financial Director, Coordination Director, and
Administrative Assistant to ensure cohesive and effective progress towards Gardyloo’s strategic goals
• Ensure effective communications with the community surrounding Gardyloo and the communities hosting Gardyloo projects
• Oversees the production of all marketing and informational material Skills, Knowledge, or Abilities
• Experience and proficiency within the Adobe Creative Suite for both print and web design required for the development of promotional materials and website supervision
• Strong written and spoken communication skills in English; Spanish proficiency is a plus
• Proficient working knowledge of relevant social media platforms to allow for the engagement of multiple demographics
• Both self-‐management and strong teamwork skills are required in order to be efficient and cohesive within the management team
• Strong organization skills with a working knowledge of Microsoft Excel required. Demonstrations of data presentation preferred
[Type text]
Page
8
8
• Extensive knowledge with marketing and communication techniques, non-‐profit organizational experience in this field preferred
• A love and appreciate for the arts and communities of all sizes required Education & Experience Required
• Bachelor’s degree in marketing, communications, administration or a related field required; Master’s degree preferred
• Minimum of 5 years working within the field of Marketing & Communications required; experience within an arts or non-‐profit organization preferred
• Supervisory experience demonstrating strong team management skills required
• Creativity, ingenuity, perseverance and a sense of humor required Physical Demands
• Travel in order to develop relationships with vendors, receive potential trainings, and be on-‐site for select projects
• Light lifting under 25 pounds may be required Salary & Benefits
• Salary range $45,000-‐$55,00 based on experience and education • Benefits include ten annual paid holidays, full-‐coverage health insurance, 6
annual sick days, six annual vacation days, and one annual entry into office secret Santa drawing
Employment Status • Full-‐time regular position • Salary position with benefits • 35-‐40 hours per week
[Type text]
Page
9
9
Sample Job Description-‐Internship
Marketing & Communications Local Intern Summary Statement
• Gardyloo is seeking a local intern for the Marketing & Communications Department located in Lexington, KY. We are seeking interns that are creative, energetic, self-‐starters, reliable, and have a genuine passion for the arts. This internship will provide a local intern with hands-‐on experience in the field of marketing & communications as well as an internal look at non-‐profit organizations. A lot will be asked of our intern, but we will never ask for a cup of coffee.
Supervisory Statement • The Marketing & Communications Intern will report directly to the Web
Design & Social Media Manager. Duties
• Collect data regarding various aspects of marketing and communication and practice compiling and presenting data in a logical and efficient way
• Assist Web Design & Social Media Manager in updating various platforms of social media
• Assist Web Design & Social Media Manager with the creation and distribution of marketing materials that uphold Gardyloo’s branding
• Be on-‐site for at least one project conducted outside the state of Kentucky in order to experience marketing skills needed in an unfamiliar location
Skills, Knowledge, or Abilities • Strong written and spoken communications skills in English required;
proficiency in Spanish is a plus • Proficiency in the Adobe Creative Suite required in order to assist in the
creation of marketing materials and the upkeep of the website • Proficiency in Microsoft Work and Microsoft Excel required for the
preparation and presentation of marketing data • A willingness to learn new software or to take advantage of available
resources is required Education & Experience Required
• A minimum of one year completed of Bachelor’s Degree course work required
• Qualified intern needs to have held a minimum of one leadership position within the past two years
Salary & Benefits • Internship pays current state minimum wage hourly • Academic credit will be offered if applicable. It is the intern’s responsibility to
secure credit
[Type text]
Page
10
10
• Intern will be permitted to use projects created by his self or her self in a portfolio for future use
• Flexible Scheduling Employment Status
• Part time • Temporary position for the duration of one academic year • Hourly pay • 8-‐15 hours a week expected; 3 hour increments or more are preferred
[Type text]
Page
11
11
Recruitment Plan
In an effort to fill the needs of the company and the communities it serves,
Gardyloo will implement a recruitment process that is focused on teamwork between current employees, reevaluations of desired traits, and keeping the objectives of Gardyloo at the forefront of any decisions in order to find the perfect fit for this company’s particular brand of crazy. The Typical Employee When searching for the typical employee, Gardyloo prides itself in employing the belief that there is no such thing! The company seeks individuals who will contribute to the company culture in a unique, meaningful, and substantial way. While there is no typical employee, there are certain traits that are flexible and variable that the employee likely to be successful will encompass. The following chart displays traits to be sought in a potential employee, regardless of management level, and are arranged from the most crucial located at the bottom: Educated, Experienced, & Recommended: Education can come in a multitude of ways and knowledge acquired within or outside of formal education will be respected within this organization. The drive to obtain knowledge is the true key characteristic and is demonstrated through education acquired. Through life lessons or internships, Gardyloo seeks candidates who have gotten out there, made mistakes, had successes, and still have people willing to brag about how great they are.
[Type text]
Page
12
12
Curious & Inquisitive A natural curiosity and a willingness to find answers is a respected trait that will enable the successful employee to be constantly and efficiently reevaluating and staying current within their given field. Autonomous Sometimes things can get a little crazy around the Gardyloo office. While maintaining a collaborative attitude towards reviews or revisions of any task, the successful employee is able to get the job done with little oversight needed. Enjoyable Bottom line: Gardyloo employees like coming to work! While the company culture is diverse, intellectual, and infectious (in a good way), the successful employee needs to be someone coworkers want to be around. This can come packaged in uncountable ways, but the right person for the job will enjoy the people they work with (most days) leading to a more positive and motivating daily work experience. Confident You can have every great trait in the world, but if you are not confident in showing them off, how are we ever going to see them? Gardyloo seeks employees who are not only confident in the presentation of their contributions towards company objectives, but is also confident enough to admit mistakes, step up in a difficult situation, and is able to take risks when appropriate. Gardyloo strives to form a professional community relationship with other Lexington non-‐profits including theaters, dance studios, art studies, material suppliers, and local government. These same ties are developed during traveling projects, though on a more shallow level due to time and location restrictions. With every hand shook and email exchanged, Gardyloo believes it is broadening its network and potential area for positive impact. Many non-‐profits are underfunded, but full of ideas. Through the continuous cultivations of partnerships, we as a collective unit are capable of more than we are separately. Using the ties of this professional community, Gardyloo will advertise vacant positions through local media, word of mouth, social media, relevant job boards and websites, and national professional associations applicable to the vacant position. When advertising for a vacant position, Gardyloo strives to portray the image of a company with unlimited growth potential and wants to show a work environment that is ever changing. Before a position is advertised, multiple coworkers and supervisors of the position will be asked to reevaluate the current job analysis, make necessary corrections, and format short and long term goals that are accurate and realistic for the specific position being advertised that are complimentary to the overall objectives of Gardyloo. Advertisements of any position will include the requirements of what we call a future work sample. For example, if we are looking to hire a marketing director, a demonstration of a mock-‐up Gardyloo promotional material or potential plan for a new marketing venture would be required with the submission of a current resume. We hope this extra step will not only weed out under-‐qualified candidates but also serve as a motivator for the applicant to research the organization and actively picture himself or herself carrying out duties within the organization.
[Type text]
Page
13
13
Interviews will be held for candidates who demonstrate a strong potential for success and will include private interviews with potential supervisors, a leaderless group discussion that will include both supervisors and coworkers, and a structured oral exam to demonstrate applicable skills not easily judged on paper. It is important to Gardyloo to find the right person to trust the company’s mission, values, and image can get the job done. We want someone who takes their job seriously, but does not take themselves too seriously.
[Type text]
Page
14
14
Performance Management &
Evaluation Plan Gardyloo strives to set up each team member for success leading to the overall success of carrying out our mission. We believe in strong and open communication, measurable goals, reasonable timelines, relevant documentation and above all that our team is undoubtedly synergistic. Informal Performance Evaluation Gardyloo and its members strive to be efficient and effective by working in tandem towards unified goals both long and short term. Every year, the entire staff, including the annual interns, participate in a staff retreat at a voted upon location. The annual staff retreat takes place in the early spring months as the organization prepares for summer, which is typically the busiest season. During this time, several exercises lead the staff through communication with their coworkers, supervisors, and teambuilding. This retreat has never been the same twice, but always proves to create or deepen the bond between staff members and open the channels of honest communication. The mission statement is reviewed, organizational objectives for the long and short term are reviewed and updated, and each team member has an individual meeting with their direct supervisor in order to do a mid-‐year informal performance review and to make reasonable alterations if necessary. The overall goal of this time is to motivate and focus the individual on the steps needed to continue progressing towards objectives set in the formal performance evaluation conducted in the fall. The informal employee performance evaluation document is completed through a dialogue session between both parties and must be accepted and signed by both parties to signify an agreement and understanding has taken place.
Formal Performance Evaluation At the conclusion of the busiest season, each employee will undergo an annual formal performance evaluation. During this time, objectives for the next year are set for the individual, communication on past performance takes place, and staff members are considered for annual raises; funds permitting. The goal of this process is to celebrate success and motivate towards growth. The employee is permitted to see all documentation before put on file, contest any disputed information, and respond to all documentation and feedback received. The Formal Performance Evaluation Documents step the employee through a self-‐evaluation, provides the supervisor with a structure for evaluation, allows coworkers to take part in evaluations, and provides the individual a chance to respond to all parts of the process. The coworker is chosen by the supervisor performing the evaluation.
[Type text]
Page
15
15
Formal Employee Evaluation
The following documents must be completed, reviewed, and signed for each employee on an annual basis for the formal employee evaluation:
1) Employee Self-‐Evaluation 2) Supervisory & Coworker Evaluation
[Type text]
Page
16
16
Employee Self Evaluation
FULL NAME
CURRENT POSITION
DATE OF HIRE
TODAY’S DATE
When filling out the following self-‐evaluation, please adhere to the following scale of measurement in addition to writing meaningful comments:
[Type text]
Page
17
17
Dependability: In the time since your last formal evaluation, how do you rate your dependability which includes arriving to work on time, completing tasks by deadlines, responding to requests for assistance from coworkers or clients in a timely fashion, and keeping commitments? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Plan For Improvement:
Additional Comments: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Initiative: In the time since your last formal evaluation, how do you rate your level of taking initiative including volunteering for collaborative assignments, seeking out new responsibilities, taking independent actions with calculated risks, seeking out new opportunities and asking for assistance when needed? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Plan For Improvement:
Additional Comments: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
[Type text]
Page
18
18
Job Knowledge: In the time since your last evaluation, how do you rate your job knowledge which includes showing competency in your required job skills, exhibiting an ability to acquire and use new skills, understanding how your job relates to the jobs of others within Gardyloo, and using your resources efficiently? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Plan For Improvement:
Additional Comments: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Quality: In the time since your last formal evaluation, how do you rate the level of quality in your overall work performance which includes the level of accuracy and thoroughness displayed, frequency of applying feedback to enhance outcome, and your commitment to producing excellent end-‐quality for your final result? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Plan For Improvement:
Additional Comments: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
[Type text]
Page
19
19
Communication: Since your last formal evaluation, how would you rate your overall communication which includes expressing ideas verbally and written, exhibiting listening skills, keeping others informed, and using appropriate forms of communications with both coworkers and clients? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Plan For Improvement:
Additional Comments: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Happiness: Please list three factors that are contributing to your happiness with your current position and Gardyloo and three changes that could lead to increased personal or professional life happiness that is within Gardyloo’s realm of control. Note: Gardyloo cannot give you the ability to fly, see into the future for lottery numbers, grant the ability to read the minds of the opposite gender, or change your physical appearance in any way. Three Factors Contributing To Happiness
Three Changes That Would Lead To Increased Happiness
[Type text]
Page
20
20
Please finish the following sentences: My greatest contribution to the Gardyloo team is _________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ An area I would like to receive more education or training is ___________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ During this past year, if I could pick one thing (professionally) to do differently it would be _____________________________________________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ One thing I am extremely proud of over the past year is _________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ The main priorities of my job are___________________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ In five years, I would like to see myself ____________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ I have taken this self-‐evaluation seriously and understand that it will become part of my permanent file that could result in affecting my future pay increases or potential promotions. I also understand that selected coworkers and supervisors may have access to all or part of this document. _______________________________________________________ ______________________ Print Date ________________________________________________________ Signature
[Type text]
Page
21
21
Staff Evaluation by Supervisor & Coworker
Full Name
Current Position
Full Name of Staff Member
Staff Member’s Current Position
Your Working Relationship to Member Being Evaluated
When filling out the following evaluation, please adhere to the following scale of measurement in addition to writing meaningful comments:
[Type text]
Page
22
22
Dependability: How do you rate the employee’s dependability which includes arriving to work on time, completing tasks by deadlines, responding to requests for assistance from coworkers or clients in a timely fashion, and keeping commitments? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Possible Plan For Improvement:
Additional Comments after comparing to employees self-‐evaluation: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Initiative: How do you rate the employees level of taking initiative including volunteering for collaborative assignments, seeking out new responsibilities, taking independent actions with calculated risks, seeking out new opportunities and asking for assistance when needed? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Possible Plan For Improvement:
Additional Comments after comparing to employees self-‐evaluation: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
[Type text]
Page
23
23
Job Knowledge: How do you rate the employees job knowledge which includes showing competency in their required job skills, exhibiting an ability to acquire and use new skills, understanding how their job relates to the jobs of others within Gardyloo, and using their resources efficiently? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Possible Plan For Improvement:
Additional Comments after comparing to employees self-‐evaluation: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Quality: How do you rate the level of quality in the employee’s overall work performance which includes the level of accuracy and thoroughness displayed, frequency of applying feedback to enhance outcome, and their commitment to producing excellent end-‐quality for their final result? Please Circle One: 1 2 3 4 5
Positive Factors Contributing To Chosen Score:
Possible Plan For Improvement:
Additional Comments after comparing to employees self-‐evaluation: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
[Type text]
Page
24
24
Please complete the following sentences with the employee being evaluated in mind: This employee’s self evaluation and my own evaluation of the employee agreed in ways such as _________________________________________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ This employee’s self evaluation and my own evaluation of the employee differed in ways such as _________________________________________________________________________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ This employee could benefit from receiving additional training in _____________________ ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ THE FOLLOWING QUESTIONS ARE FOR THE SUPERVISOR OF THE EMPLOYEE AND ARE TO BE DETERMINED AFTER THE EVALUATION HAS TAKEN PLACE AND WITH THE INPUT OF THE EMPLOYEE: With the employee, please define a minimum of four long-‐term goals for the employee to accomplish during the next year. Short-‐term goals will be established in monthly meetings. Please define SMART goals. Specific Measureable Attainable Realistic Timely With each goal, ensure that it aligns with the employee’s job description, Gardyloo’s current short and long term goals, and efficiently uses employees skill set. Goals need to be specific to the evaluation received.
[Type text]
Page
25
25
Goal Description Steps Needed To
Complete Goal Ideal Timeline How Supervisor
Will Support
**Please attach additional pages and documentation if desired. **
[Type text]
Page
26
26
Gardyloo’s mission statement and current long-‐term goals have been reviewed and are understood. The evaluations from the supervisor, coworker, and employee’s self-‐evaluation have been reviewed. Any disagreements to these documents will be submitted to the Executive Director for further review. A detailed and intentional conversation between the supervisor and employee discussing evaluations and determining goals has taken place on the day of __________________________________. A conversation between the coworker and employee have taken place while under the moderation of the supervisor has taken place on the day of _______________________________. Coworker is to be granted access to the employee’s self-‐evaluation after completing their own, but does not have access to the evaluation from the employees supervisor. All parties feel that there is a clear understanding of a job description, appropriate working relationship, and objectives to be completed within the next year. ______________________________________________ ________________ Signature-‐ Full Name of Employee Date ______________________________________________ ________________ Signature-‐ Full Name of Supervisor Date ______________________________________________ ________________ Full-‐Signature-‐ Name of Coworker Date A full annual evaluation has been received and is deemed completed. _______________________________________________ ________________ Signature-‐ Gardyloo Executive Director Date
[Type text]
Page
27
27
Board of Director’s Manual
I. Organizational Overview a. Mission Statement b. List of Core Values c. Vision Statement
II. Board of Directors Bylaws a. Categories of Board Membership b. Meeting Requirements & Procedures
i. Quorum, Voting, & Attendance Requirements ii. Communications of Responsibilities iii. Removal iv. Resignation v. Indemnification vi. Conflict of Interest vii: Fiscal Year Date
III. Board Role Descriptions a. Board member’s Role Description i. Compensation ii. Financial Contribution ii. Term (Fiscal Year) b. Board officer’s Role Description c. Executive Director’s Role Description
VI. Board Committees a. Fundraising Committee b. Board Development Committee c. Audit Committee d. Temporary Committee
V. Overview of Required Board Events a. Board Event Calendar 2013-‐2014 VI. Addendums
a. Board Retreat Schedule b. Current Board Members
[Type text]
Page
28
28
I. Organizational Overview As a Board member for Gardyloo, you are expected to be knowledgeable in the organizations mission, values, and vision for the future. This is the responsibility of the board to ensure that the actions and directions of Gardyloo stay true to these organizational purposes. a. Mission Statement
Gardyloo will provide an opportunity for every willing participant to actively break down pre-‐conceived notions of what it means to be an artist by creating hands-‐on experience opportunities for community members across the nation by setting up individualized art projects inside communities and overseeing the project’s entire execution. b. List of Core Values
1) Every person is an artist with a beautifully unique creativity within. 2) People, regardless of race, gender, age or social-‐economic status, have an intrinsic interest in the world of the arts. 3) In order to continue the cultivation of human creativity, art must be accessible, relatable, and enjoyable in order to secure future patronage. 4) All communities can benefit cognitively, financially, and culturally from an inclusion of the arts.
c. Vision Statement Gardyloo believes that every person is an artist and benefits from having their inner-‐creativity awakened. We partner with communities across the nation to create sustainable, financially secure, enjoyable art projects that generate an awareness of the arts and break down the barriers currently inhibiting future patrons of the arts. If there are people who will not come to the arts, we believe we should take the arts to the people.
[Type text]
Page
29
29
II. Board of Directors Bylaws Powers and Numbers a. Categories of Board Membership
In an attempt of achieving diversity on our board, members will be comprised of three categories. The total board will consist of 10 members. The board chair, vice chair, treasurer, and secretary do not represent a specific category below in numbers. Therefore; each category below will be designated two seats on the board of directors. This is to help ensure all who are affected by Gardyloo’s work will be well represented as the mission statement is continuously pursued.
1) Individual supporters-‐ These are members who begin their term with a pledge of ongoing financial support and have preferably been a financial contributor before receiving the opportunity to have a seat on the board. These board members are chosen based on their commitment to the organization and current board needs of expertise such as financial expertise, leadership and management expertise, or legal knowledge. 2) Organizational supporters-‐ These are members that represent organizations or corporations that have been financial
contributors or on-‐going partnering entities of Gardyloo. These board members are also chosen on the boards current needs of expertise in specific relevant fields. 3) Local Community Supporters-‐ Gardlyoo is a pursuer of the preservation of community nation-‐wide. However, Lexington is Gardyloo’s home and it is the responsibility of the board to ensure that the local community is represented and heard. These members are chosen by their ties and representations within the
Lexington community. b. Meeting Requirements & Procedures
i. Quorum, Voting, and Attendance Requirements: Attending meetings are one of the primary responsibilities and time obligations of every board member. In order to ensure all parties are represented as fully as possible, a minimum of 80% of total board members must be present to vote or have prearranged to vote by proxy is special circumstances. Each board member in good standing represents one equal vote. The Board Chair or Board Vice Chair must be present to call the meeting to order and run all proceedings. The secretary or a suitable replacement must be present in order to accurately record the minutes of all meetings.
[Type text]
Page
30
30
ii. Communications of responsibilities and notice of meetings: Board meetings will take place on a quarterly basis. Board members who sit on a specific Gardyloo committee will be ask to attend additional meetings to serve the needs of that committee. Board members will receive a calendar of events for board meetings and the annual board retreat at the beginning of the fiscal year. An alteration to any date will be sent out in written notice no later than two weeks before the original date set. The board chair reserves the ability to call emergency board meetings under demanding circumstances.
iii. Removal: A board member may be reviewed for removal if a motion is made by a fellow board member under the conditions of failure to provide accurate representations of those the member sits to represent, failure to contribute to committees and meetings, or a specific reason deemed appropriate grounds for removal by the board chair. Removal will be contingent on agreement from three-‐fourths of current board members.
iv. Resignation: Gardyloo board members may resign at any point in their term by providing a month’s notice in a written form to the board chair. The board chair has three months to fulfill the board need that the upcoming vacancy will create. Resigning board members are not required to attend meetings during the search for a new board member and do not have a vote in the replacement. However, the resigning board member is strongly encouraged to attend until a suitable replacement is found in order to continue representation for the category they are from and the specific expertise they contribute.
v. Indemnification: The corporation shall, to the extent legally permissible, indemnify each person who may serve or who has served at any time as an officer, director, or employee of the corporation against all expenses and liabilities, including, without limitation, counsel fees, judgments, fines, excise taxes, penalties and settlement payments, reasonably incurred by or imposed upon such person in connection with any threatened, pending or completed action, suit or proceeding in which he or she may become involved by reason of his or her service in such capacity; provided that no indemnification shall be provided for any such person with respect to any matter as to which he or she shall have been finally adjudicated in any proceeding not to have acted in good faith in the reasonable belief that such action was in the best interests of the corporation; and further provided that any compromise or settlement payment shall be approved by a majority vote of a quorum of directors who are not at that time parties to the proceeding.
vi. Conflict of Interest: No board member shall directly benefit from any action or involvement associated with his or her position on the Gardyloo Board of Directors.
[Type text]
Page
31
31
vii. Fiscal Year: July 1st through June 30th
III. Board Role Descriptions
a. Board Member’s Role Description Gardyloo strives to maintain a small and communicative group of board members and employees. To achieve this, each board member must be flexible and passionate about their role as an ambassador for Gardyloo and the arts community. While a high demand on a board members time is assumed outside of their role, Gardyloo expects their board members to attend at-‐least 3 Gardyloo community art projects annually. Gardyloo believes that board members who see the impact with which they are partially responsible for will serve as a motivator that will result in growth and progress for Gardyloo and its mission. Board members are expected to ensure that Gardyloo is concentrated on its mission and vision. The board is responsible for selecting and supporting the Executive Director, ensure effective planning and the monitoring of outcomes, ensure that the organization remains in good public and legal standing, and that Gardyloo has adequate financial resources through budgeting and monitoring. Board members are not required to serve on a committee, but are strongly encouraged to do so. The board serves as a governing entity that creates a structure and guidance so that Gardyloo management will be successful and effective. In order to futher contribute to the success of Gardyloo, all board members are encouraged to take part in fundraising efforts and are required to make an annual $2,000 personal donation to the organization. Financial exceptions can be make in regards to the personal donation with the voting practices found within the by-‐laws.
i. Compensation: Board members are not compensated for their service on the Gardyloo board. ii. Financial Contribution: All board members are required to make a personal annual donation of $2,000. Financial constraints can be made following the voting procedures in the by-‐laws. iii. Term: Board members may serve two consecutive years and then must take at least one year off. Years of service run congruent with the Fiscal Year (July 1st-‐ June 30th)
b. Board Officer’s Role Description Officers of the board shall consist of the board chair, board vice chair, secretary and treasurer. Board officers will be elected annually by fellow board members at the board meeting prior to the annual board retreat. The new officers will be installed, current, and assume full office duties for the annual retreat. Each board officer will serve in the position for one year with the exception of the treasurer holding the position for two years. A limit of 2 consecutive years of holding the same office is
[Type text]
Page
32
32
put into place to prevent burnout and provide an opportunity for new ideas and visions.
Board Chair: The board chair is responsible for giving active direction to both fellow board members and Gardyloo management. The board chair is to work directly with the executive director on a regular basis. This office has the largest responsibilities and time commitments. The chair conducts all business meetings and has the ability to call additional meetings if a situation arises. The board chair is able to sign legal documents and contracts for Gardyloo. The board chair does not have a voice in votes unless there is a tie in which the chair becomes the deciding vote. The chair does not have the ability to motion in meetings, but conducts all other aspects of meetings and can openly call for a motion from board members. This position also sits on the Board Development Committee for the duration of his or her term.
Board Vice Chair: The board vice chair is to serve as the chair in the event of absence. This office also has the ability to sign legal documents for Gardyloo. The vice chair maintains a vote in meetings. The vice chair is responsible for organizing and orchestrating committees.
Secretary: The secretary maintains the minutes for all meetings and is a line of communication to all board and committee members back to Gardyloo management. This office is charged with keeping accurate records of board meetings and decisions, organizing and providing any written materials needed for board meetings and the retreat, and updating any manual or bylaw changes. This position also sits on the Audit Committee for the duration of his or her term.
Treasurer: This office will oversee and report on all financial standings for Gardyloo. The office is able to sign checks, deposit and withdraw bank funds, and have access to all Gardyloo financial records. A report on all aspects of financial standing will be given by the treasurer at all quarterly meetings and the annual board retreat. This position is a two-‐year placement due to the large amount of resources that are needed to allow the treasurer to have the access they need to all financial aspects of Gardyloo. This position also sits on the Fundraising Committee for the duration of his or her term.
c. Executive Director’s Role Description The executive director will serve as the main link of communication between board members and Gardyloo management. The executive director does not have a voice in voting and may not give a motion for acceptance or rejection during meetings. The executive director is responsible for preparing a general overview of Gardyloo performance for the annual retreat and quarterly meetings. This position also serves as an additional point of contact for all committee members, especially those who are not board members. This position also helps oversee any temporary committees for the duration of his or her employment.
[Type text]
Page
33
33
VI. Board Committees a. Fundraising Committee The Fundraising Committee works with staff to create a fundraising plan and selects appropriate vehicles for maximum fundraising opportunities. This committee often has several well-‐connected community members on it in order to serve as a line of communication to the public for upcoming events and opportunities. This committee is to ensure all fundraising efforts are ethical and legal. This committee is also charged with motivating and tracking fundraising involvement of all board members such as individual donations and reach out efforts. This committee works closely with the treasurer to ensure all events and actions are feasible.
b. Board Development Committee The Board Development Committee is responsible for overall board affairs. This includes prioritizing upcoming board needs, meeting with and recommending potential new board members, recommending a slate of officers to the board, conducting an orientation for new board members prior to and during annual board retreat, and suggesting new non-‐board members for committees. This committee works closely with the board chair to ensure all board matters are handled ethically and efficiently. In addition to the board chair, this committee is comprised of a variety of board and community members who represent a variety of demographics in Lexington as well as large donors and corporations who work with Gardyloo on a regular basis.
c. Audit Committee This committee works closely with the board secretary and is charged with researching, interviewing, reviewing, and selecting an auditor to the board to ensure good public standing and transparency. Following the audit, this committee works with Gardyloo staff to ensure the auditor’s recommendations are followed and efficient progress is made.
d. Temporary Committees From time to time, a specific committee will need to be formed for a specific event or task. The Gardyloo Executive Director will oversee this type of committee. Committees likely to fall into this category would be an Executive Director Search Committee or Special Event committee.
[Type text]
Page
34
34
V. Overview of Required Board Events a. Board Event Calendar 2013-‐2014
January
• Board Meeting o Recruitment of New Board Members o Election of Board Officers
February • Annual Board Retreat
March April
• Board Meeting o Finalization of strategic goals for the upcoming fiscal year
May June
• Board Meeting July
• July 1st-‐ Beginning of the Fiscal Year August September
• Review of Gardyloo Formal Staff Evaluations • Evaluation of Executive Director
October November
• Board Meeting December
• Staff Christmas Party **All Board members are required to attend at least three Gardyloo project events per year**
[Type text]
Page
35
35
VI. Addendums a. Board Retreat Schedule In order to provide the best foundation for an effective and efficient Board, the following Board retreat has been planned and includes a review of Gardyloo mission and values, annual goal setting, and time to become familiar with other Board members. Day 1 Establish A Foundation 8:30am Breakfast Meet & Greet with Each other Each board member, old and new, introduce themselves 9:30am Review Gardyloo’s Mission, Vision, and Core Values Amend if necessary 10:30am Introductions from Gardyloo upper management staff members 11:50pm Announcement of Committee Placements 12:00pm Lunch-‐catered 12:30pm While lunch continues, new Board officers introduce themselves and describe their position’s responsibilities in their own words 1:30pm Presentation from Gardyloo’s executive director on the upcoming year’s challenges and plans 2:00pm Open Q&A between Board Members and the Executive Director 3:00pm Board member self-‐evaluation followed by group discussion 4:30pm Afternoon Break 5:00pm Board Manual Presentation and Walk-‐Through 6:00pm Dinner: meet and greet with board members and families Day 2 Making It Tangible 8:30am Breakfast 9:30am Open discussion over assigned reading: “Boards On Fire,” by Susan
Howlett 10:30am Translate Mission, Vision, and Core Values into measurable and
achievable goals for the board as a whole for the upcoming year (This is a rough draft that will be reviewed and edited one month after the board retreat)
12:00pm Catered Lunch: Author Michael Kaiser will speak on the right attitude to bring to the table.
1:30pm Break into committees: After reviewing achievable goals for the upcoming year, translate those goals into responsibilities and objectives specific to your committee.
2:30pm Closing remarks from the Board Chair.
[Type text]
Page
36
36
b. Current Board Members Name Title Job Membership
Category Skills Area of
Expertise Financial Standing
Teddy Tworek
Board Chair
Co-‐Owner of Bullhorn Creative
Board Officer Marketing, public relations, Campaign management
Fundraising, Visual Art
Outstanding
Dorsey Dalby
Board Vice Chair
Director of Human Resources
Board Officer Leadership, team building, evaluations
Human Resource Management
Very Good
Joyce Jefferson
Board Secretary
Assistant Director of Financial Aid
Board Officer Finance management, record keeping,
Finance and Funding
Good
Jerold Julius Board Treasurer
Fundraising coordinator for a local Shriners Hospital for Children
Board Officer Financial management, fundraising, grant securement
Fundraising Outstanding
Shad Swazell
Board Member
Bullock & Coffman Defense Attorney
Individual Supporter
Knowledge of law
Finance Law, Instrumental Music
Outstanding
Damien Dinger
Board Member
Retired Auditor Individual Supporter
Knowledge of financial law and audits
Audits Very Good
Hue Henderson
Board Member
University of Kentucky Associate Dean of Student Affairs
Organizational Supporter
Knowledge of local community and university resources
Resource securement
Good
Christina Coddle
Board Member
LFUCG Council Member
Organizational Supporter
Local government, ordinances
Public Relations
Fair
Maria Montenegro
Board Member
Manager of Online Communications for Local First
Community Supporter
Well connected with local businesses, website design
Public Relations & Web Design, Sculpture
Very Good
Nicholas Napier
Board Member
Transylvania University Director of Diversity & Inclusion
Community Supporter
Strong ties with the north side of Lexington, diversity training
Public Relations & Grant Securement
Outstanding
[Type text]
Page
37
37
Management & Leadership Philosophies
“Where there is no vision, the people perish.” Proverbs 29:18
Gardyloo managers are charged with the task of stoking the fire of employee’s intrinsic motivators in order to lead to a staff that is efficient due to workplace happiness. All work and no play is simply not the Gardyloo way… but goals still need to be accomplished. The appropriate corporate culture is as vital as any other aspect of the organization. Mangers must take charge and invest in upholding it. The corporate culture for Gardyloo is an innovative environment where opinions are respected, responsibility is shared, and challenges are viewed as opportunities to be creative. This culture is not easily created and is a dynamic element largely based on staff relationships between managers, fellow staff, and supervisees. To guide this corporate culture, these top three priorities are desired: 1) Communicated Expectations 2) Enjoyable Approachability 3) Consistent Mutual Respect
For anything to be achieved efficiently, clear goals, expectations, deadlines, and measurements need to communicated in-‐depth and often. Frustrating lines of supervision and evaluation will quickly result from unclear communications. This is the absolute top priority for all employees, especially those in management roles. If this priority is achieved in-‐house, Gardyloo is able to also bring the same effective communication of expectations to all interactions with community representatives during the process of a project being executed. When clear expectations are set, every one should have a clear sense of what they must accomplish. The relationship between managers and employees should be one that is open and communications including questions, seeking permission, and constructive criticism are easily and enjoyably approached and executed. Gardyloo strived to be approachable and available to its patrons in the same manner. Throughout all communications, respect is required and is not contingent on an employee’s placement in the chain of command. Regardless of the situation, employees must approach each other with a respect for each other’s talents and fellow commitment to spreading the arts into communities across the nation. A consultative decision making method should be used almost exclusively in order to
[Type text]
Page
38
38
respect the opinions and perspectives of all employees involved with the particular process at hand. A manager must be able to lead constructive group conversations, maintain an unbiased ear when collecting staff perspectives, and clearly communicate the outcome of the conversation through a concise decision. Although it is necessary for the two other top priorities to be in place before the priority of mutual respect can be achieved, this is the most difficult element a manager is responsible for in the workplace on a day to day basis and in the consultative decision making process. However, involvement in these decisions plays into motivating an employee who is invested in the process at hand from the very beginning. All of this comes together in an attempt to operate successfully under the Acceptance Theory, which states power is only realized when others understand and agree with the directives they have been given. If we find the right people, keep the right people happy, and communicate goals and procedures in a way that is respectful and motivating, we believe our organization has a lot to give to the world. The managers of Gardyloo must constantly strive for the good of the team, not themselves. Although this is far from a simple objective, it is the only way the organization can maintain the desired corporate culture through utilizing the top priorities. A manager is measured by the efficiency and outcomes of the team as a whole. Although channels of formal management are established, it should be a manager’s goal to be able to lead both formally and informally due to the respect and trust a team should have in the manager. The vision of this organization is what drives the team forward, but the managers within Gardyloo must be the captains who are setting the navigational course.