1. Board Engagement Barbara Sexton Smith President & CEO Fund for the Arts

2. Solid Foundation Structure = flexibility Clear understanding of the by-laws Board handbook/orientation/expectations Committee Structure Campaign Cabinet Succession planning Board meeting format (mission focused)

3. Committee Structure Executive Finance – Investment Allocations Nominating Compensation Campaign/Development Marketing Advocacy Education Liaisons NeXt! Liaison

7. Board Meeting Format Fund for the Arts Full Board Meeting June 26, 2013, 12:00 Noon Fifth Third Conference Room | W. L. Lyons Brown Theatre AGENDA Welcome – Board Chair (12:00) *Approval of Minutes from April 23 rd board meeting – Board Chair (12:02) President’s Report – Barbara Sexton Smith Mission Moment *Nominating Committee Report – Nominating Committee Chair Campaign Report – 2013 Campaign Chair *Allocation Committee Report – Allocation Co-Chair *Finance Committee Report – Treasurer Adjourn (1:00) *Vote Required

8. President’s Report

9. Vision/Mission/Strategic Position Strategic Position (Strategic plan) – Fund for the Arts’ Strategic Plan is based on a well thought out connected strategy that accounts for external forces and internal mandates. Our focus is clear, strategic and manageable. Our plan includes targets, allows for adjustments, anchors us down, and provides direction. Everything and everyone must be connected to the vision Use the strategic plan to guide agenda and conversation

10. Vision Statement

11. Advertising

12. Strategic Plan Six Initiatives Revenue and Allocation Responsibility: obtain public and private community resources, be good stewards for distribution, and invest those resources in the community’s cultural sector. Operational Outreach: provide operational, fundraising, and management consultation services as needs are identified by the Arts community. Engagement and Participation: facilitate and promote engagement and participation in the Arts from the broad community throughout the region. Education: promote Arts-rich education throughout our region to improve overall levels of achievement (attendance, grades and graduation levels). Advocacy: position the Arts as a key component for the community’s overall growth strategy. Marketing and Communications: promote the “Arts brand” and cultural assets as defining characteristics of our region. Focus on patrons served, youth enriched and economic activity generated.

13. FOCUSED Platform Foster positive, meaningful relationships Obtain resources Create community connections Unite through board leadership Strengthen education initiative Ensure sound fiscal responsibility Determine data driven direction

14. Assessment & Evaluation Community survey (survey monkey) Board self-assessment (survey monkey) CNPE – “stop light” approach CEO Evaluation – based on the 6 strategic initiatives and job descriptions – survey monkey: board, partners, staff (100+ people) All staff develop annual Individual Work Plans based on the strategic initiatives and FOCUSED platform

15. Governance is Job 1 for Board Board governance training Robert’s Rules of Order Hire and evaluate the CEO Hold CEO accountable Financial oversight Mission focused

16. Life Cycle Stages Dissolution Renewal DeclineGrowth Maturity Start-up Concept

17. Board Focus Over Time $ Fundraising Actual Mission Work Oversight Focus FoundingGoverning Mature

18. Questions for you to ask Prospective Board Members Is this the right cause and organization for you? Can you work with our organization and this board at this particular stage in your life? What can you, and will you, contribute to this organization? What do you want to get out of being on our board?

19. The Pooh Report Carl Thomas

20. Board Members in Action

29. Power of the Pyramid TRUST CONFLICT COMMITMENT ACCOUNTABILITY RESULTS

30. 2013 Campaign Video