Managing Director Description

PERFORMANCE APPRAISAL POLICY August 18, 2020

General

Performance appraisals, of each employee, shall be completed by the President of the Board of Directors, with input from whomever he/she chooses, by January 31st each year. A face to face meeting with each employee to discuss the appraisal and set goals for the ensuing year shall be held by January 31st of each year. Performance appraisals shall be completed through the following method.

Employee questionnaire

The Employee Questionnaire (EQ), as attached, shall be provided to each employee to complete in the first week of January. The employee shall have one week to return to the president. The president may share the questionnaire with other Board members at his/her discretion.

Performance Appraisal

Performance appraisal forms, attached, are designed for each position. The appraisal shall be completed jointly in a face to face meeting when the employee and president discuss performance. The employee may provide a written response to the appraisal should they so choose after a few days of reflection.

Face to Face Meeting

The president, along with one or two other Board members at the president’s discretion, shall meet with each the Executive Director and the Artistic Director and discuss both the Performance Appraisal and the EQ. At this time, goals for the ensuing year shall be solidified and shall serve as the basis against which the employee shall be reviewed at year’s end.

Compensation

The performance appraisal process shall be completed regardless of whether compensation adjustments are feasible. Should compensation adjustments, in either the form of an increase in base salary and/or a bonus, as approved by the Executive Committee of the Board, be available, the amount of adjustment awarded shall relate directly to the Performance Appraisal and completion of goals.

Mid Year Check In

The president and the employee shall meet before July 31 to discuss progress against goals and ensure the Board is providing appropriate direction and support to the staff.

New Employees

If a new position is created, a new appraisal form shall be created and provided to the new employee so they are aware of how their performance shall be evaluated. The same is required when a new person fills a previously existing position. Each new employee shall have a complete performance appraisal conducted by the immediate manager at six months to ensure we are helping the new employee be successful and we have a meeting of the minds regarding expectations.

Write On, Door County Managing Director Job Description

GENERAL RESPONSIBILITIES

This is a full-time, year-round position which reports to the Board of Directors. The Managing Director works in a collegial spirit with the Artistic Director toward fulfilling the goals of the Write On, Door County Board of Directors. Decisions by the separate directors of Write On, Door County (WODC) should always strive to find consensus. Where there is entrenched disagreement, those issues should be reported to the Board of Directors to gain organizational clarity.

Specific duties include, but are not limited to, the following:

1. Administration: • Responsible for effective administration of WODC operations and facilities management for the Writing Center, Writers’ Residence, and properties, including rentals. • With direction and at the discretion of the board, responsible for the hiring, supervision and retention of competent, qualified staff unless such positions are deemed to be best supervised by the Artistic Director. • Responsible for signing all notes, agreements and other instruments made and entered into on behalf of the organization. • Responsible for ensuring maintenance and operations of all buildings and facilities of the organization. 2. Board Governance: • Responsible for leading WODC in a manner that supports and guides the organization as defined by the Board of Directors. • Responsible for communicating effectively with the Board and providing, in a timely and accurate manner, all information necessary for the Board to function properly and make informed decisions. • Aends board and commiee meetings, as needed, as a non-voting advisor. • Responsible for building monthly meeting agendas and supplementary materials in cooperation with board president and commiee chairs.

3. Financial Performance and Viability:

• Responsible for the fiscal integrity of WODC, to include submission to the Board of a commiee proposed and approved annual budget. • Responsible for fiscal management of WODC, ensuring sound budgetary operations, maximum resource utilization and a positive financial position. • Responsible for fundraising, donor relations, grant-writing and general financial development in conjunction with Board initiatives. • Responsible for executing financial goals established by the board of WODC, including –in cooperation and consultation with the Artistic Director – financial oversight of programs and the residency. • Responsible for management and growth of the Next Chapter Fund endowment.