Application for Board of Directors

Transcription

1 Application for Board of Directors After reviewing the description of the Fishers Arts Council, Inc. Board of Directors responsibilities and expectations, please complete and return this application via mail (Fishers Arts Council, 1 Municipal Drive, Fishers IN 46038) or e- mail (lisa@welldonemarketing.com) Name Date Mailing Address Home phone Cell phone Business phone E- mail address 1. What are your key qualifications to be a Director on the Board of the Fishers Arts Council? 2. Why have you selected Fishers Arts Council for possible board service? 3. What areas of board service most interest you? (Please check all that apply.) Governance Marketing & PR Finance Development/Grantmaking Executive Committee (Pres/ VP/ Sec /Treas.) Public Art/Cultural Alliance 4. Do you have any concerns about the time or financial commitments that the Fishers Arts Council requires of its Directors (see attached document)? If yes, please explain. 5. Do you currently serve on any Board of Directors for any other organizations, arts- related or otherwise?? If so, please list and estimate time commitments for each. 6. Do you currently have other volunteer commitments? If so, describe and estimate time commitments for each. 7. What percentage of your income, if any, is derived from the sale of or participation in the arts (visual, music, theater, etc.) 1

2 8. Please indicate the areas of expertise you can bring to the Council, briefly describing any specific experience not already noted on your resume (if attached). Business Administration Creative Services Web design Writing/editing Electronic media Graphic Design Education Entrepreneurship Financial Management Accounting Banking and Trusts Investments Fundraising/Grant Writing Government Human Resources Law Marketing/Public Relations Nonprofit management Physical Plant (Architect, Engineer, etc.) Real Estate Social Services Strategic Planning Technology Computer Systems management Web development/maintenance Communications systems Volunteer management/recruitment 2

3 Board of Directors Responsibilities and Expectations The Fishers Art Council, Inc.(FAC), a 501 (3) (c) organization, was created by the Fishers Town Council in 2005 and charged with stimulating, supporting and promoting a richer cultural environment in the community. Board members are actively involved in fundraising, budget development, organizational management, community outreach, marketing, and fiscal and legal affairs. In addition, we are advised by a local artists association, which has one seat on the board. We are, in short, very much a working board, with Directors regularly serving as committee chairs, project leaders, and operational volunteers. Additional volunteers serve on FAC committees and in other volunteer capacities. FAC depends on its Directors to support our mission generously with time, talent and treasure. To help you determine whether board service is right for you, the following guidelines detail the contributions that are expected. Time Directors are expected to make a minimum of one three- year term to board service. The Board of Directors meets monthly, typically for 1.5 hours, and it is imperative that Board members attend all meetings. Each Director is assigned to a board committee and is expected to contribute time to accomplishing that committee s responsibilities. Committee meetings and associated project work typically require one commitment per month. Directors are occasionally asked to represent FAC at community events and meetings. Directors are expected to volunteer at our programs in order to be effective advocates for our mission. Talent Each Director has a wealth of talents and skills to offer, as well as the information, knowledge, and wisdom learned through education, career, and life experience. Directors are asked to work actively to apply these gifts for the benefit of Fishers Arts Council, through committee work, projects, and as advisors. Treasure Directors are expected to participate in all fundraising efforts and events, including soliciting individuals and businesses. Directors make annual monetary gifts according to their means and circumstances. Many funding sources that support FAC look at Board giving as a criterion for awarding grants, and a 100- percent participation rate is seen as indicative of Board commitment to the mission. (We currently suggest a $100 minimum annual donation) All Directors are tasked with seeking out new funding and volunteer and helping recruit new Board of Director and committee members. Please note: With the exception of the Cultural Alliance committee representative, Directors cannot be a recipient of FAC funding, directly or indirectly, during their term. 3

4 Mission The purpose of the Fishers Arts Council is to support, advocate, and cultivate arts and cultural opportunities that educate, enhance, and enrich the community of Fishers, Indiana. Vision The arts will become a vital strand in the fabric of our community - a genuine reflection of our community s values and diversity, which will be expressed with vibrancy, variety and affection. Art will be woven into our daily community life of family, school, and business and is breathed in by all residents each day in Fishers. Background The Fishers Arts Council is a 501c3 organization that is currently managed by an all- volunteer board of directors. The organization is a community asset because of its ability to connect arts, businesses and the community and its contributions to developing a sense of place for Fishers. The organization currently receives no annual supporting funds from any source. The organization has matured as the community has grown; however, in order to rise to the next level and serve the community best, changes are necessary. In spring of 2014, The Fishers Arts Council, through a grant from Hamilton County Tourism, began working with consultant Peggy Monson, on a capacity building project. With community input, the Fishers Arts Council has identified several opportunities to strengthen its position as the leading arts organization in the community, including building on momentum from current programs and events; building a closer relationship with Nickel Plate Arts; expanding the relationship and role with the Town of Fishers; and focusing on how the arts, as the soul of the community, contribute to both economic development and the quality of life. Several challenges were also identified, most notably the need for technical, human and financial support to build administrative capacity, manage the arts infrastructure of Fishers, and maximize the board s ability to attain its goals. Plan Overview This three- year strategic plan outlines the strategies to achieve four goals (listed below), and includes a fiscal model that makes sustainability of the organization a priority. A complete list of tactics can be found in the 2015 Operations Plan. 1. Sustainability and Growth 2. Education 3. Cultivation 4. Advocacy 4

5 Strategic Plan GOAL OBJECTIVES Sustainability and Growth Identify, pursue, secure and manage resources to strengthen Fishers Arts Council and the Fishers arts community. 1. Develop relationships and policies to achieve financial sustainability. 2. Move from all- volunteer to staff- led organization. 3. Develop business partnerships to establish more professional procedures and infrastructure. Education In conjunction with arts and cultural providers, educate businesses, residents, and arts and cultural providers about the value of Fishers Arts Council as a hub of information and the value of the arts in the community. 1. Establish the value of arts and culture as an economic driver and for its contribution to quality of community and personal life. 2. Be the premier source for all arts- related information to grow awareness and participation. 3. Build loyalty to the Fishers Arts Council brand. Cultivation Connect arts and cultural organizations, businesses, government, and individuals to develop programs for the community, and facilitate their collective capacity for collaboration, partnerships, and growth. 1. Establish pass- through grants to cultivate new audiences for arts programming in Fishers. 2. Develop effective outreach efforts to engage key audiences to arts and cultural activities. 3. Develop partnerships and growth opportunities for local arts organizations and artrepreneurs. 4. Establish performance measurement tools to communicate value of arts programs and collaborations. Advocacy Reflect the economic and social value of the arts and represent arts and cultural providers, consumers, and patrons to ensure the arts are represented in ongoing community development 1. Participate in economic and community development initiatives. 2. Champion the implementation of the Master Art Plan 3. Be the spokesperson for the arts in Fishers. 5