Write On, Door County Board of Directors Handbook 12.13.21

Board of Directors Handbook

Inspiring writers and readers of all ages, at all stages.

Write On, Door County Board of Directors Handbook

Write On, Door County Inc. PO Box 457 4210 Juddville Road Fish Creek, WI 54212 920-868-1457 www.writeondoorcounty.org

last updated October 29, 2021

1

3

Write On, Door County Board of Directors Handbook

– Table of Contents – Preface

4

Mission Statement & History

6

Charter Documents Articles of Incorporation IRS Letter Granting 501(c)(3)

12 13 17

Strategic Plan Current Strategic Plan Past Strategic Plans

20 21 27

Board Organization & Operation Board Bylaws Committee Structure Committee Assignments Annual Calendar for Meetings Board Member List

59 60 69 70 71 72

Roles & Responsibilities Code of Ethics Responsibilities of Board Members Conflict of Interest Policy Travel & Reimbursement Whistleblower Policy

74 75 76 79 84 87

Finance & Fundraising Financial Policy Gift Acceptance Policy Capitalization Policy Next Chapter Fund/Endowment Agreement

89 90 92 97 98

Professional Staff/Job Descriptions Performance Appraisal Policy Managing Director Description Artistic Director Description Marketing & Community Outreach Coordinator Description

100 101 102 104 106

2

Write On, Door County Board of Directors Handbook

Preface This handbook provides board members with an overview of Write On, Door County (Write On) - its mission, history, services, administration, and governance.

As a board member, you are a leader, volunteer, donors, and public advocate of our association. You must have a strong understanding of the organization’s operations as well as your own responsibilities as a board member.

This handbook will provide you with answers to questions to might be asked of you by the public. It also includes information that defines and directs the work of the board and the staff.

This handbook helps the organization maintain productive goals and an efficient structure; it helps to preserve the collective wisdom and memory of the organization so that the board may capitalize on past successes and avoid past mistakes. This handbook should be revised and disseminated on a regular basis, and board members must be familiar with the information presented within.

4

5

Write On, Door County Board of Directors Handbook

Mission Statement & History

Founding Board Member Dee Paulsen spreads her contagious joy and positivity at a Write On Open House, 2016.

6

Write On, Door County Board of Directors Handbook

Mission Statement & History The mission of Write On, Door County is to inspire writers and readers of all ages, at all stages.

Write On, Door County is a nonprofit 501(c)(3) corporation. Write On is supported by individual donations and grants.

Past Mission Statements: The mission of Write On, Door County is to nurture the work of writers, support readers and audiences, and develop opportunities that encourage broad participation. Everyone has a story to tell.

(2013)

The mission of Write On, Door is to inspire people to write and share their stories.

(2017)

History: An Alignment of the Stars The idea for Write On, Door County began with a conversation between Michael Brecke, then pastor of St. Paul’s Lutheran, and Anne Emerson, former owner of Edgewood Orchard Galleries. They wanted to establish a program that would inspire children to look around them and within themselves to create something of meaning to be shared with others. The program would be engaging and fun; it would help build confidence and make a positive impact in a child’s life. Shortly after their conversation, Anne watched a TEDTalk by Dave Eggers titled Once Upon a School. The program accomplished what she and Michael had discussed, but the focus was on writing.

The conversations continued and other people took part. Adults were added to the vision in addition to children. There was a dream of developing classes, workshops, and conferences for writers of all ages and at all stages of

7

Write On, Door County Board of Directors Handbook

development. They wanted to shine a light on the literary arts and to place them next to the visual and performing arts that are so vital to Door County.

In the spring of 2013, an anonymous donor purchased two pieces of property along Juddville Road: 6.5 acres on the south side which included a 4-bedroom house, and 32 acres of field and forest on the north side, which included 6.5 acres at the intersection of Highway 42 zoned “General Commercial”.

Anne had been in conversations with Jerod Santek, who was then the Senior Director of Artistic Programming at the Loft Literary Center in Minneapolis, since winter of 2012. A frequent visitor to Door County, he had a dream of creating a place for writers in the county. After 19 years at the Loft, he was ready to make a move. The conversations continued with the community at large and specifically with several determined individuals: joining Anne Emerson and Michael Brecke in those discussions were Vinni Chomeau, director of the Friends of Gibraltar, a nonprofit school-community organization providing unique educational opportunities for K-12 students at Gibraltar School; Dee Paulsen, a former elementary school teacher in the Sturgeon Bay school district; Cynthia Kraack, a novelist with a background in labor economics and personnel; Bret Bicoy, director of the Door County Community Foundation; and Bill Guenzel, a philanthropist.

The group that would become the founding board were convinced that the stars had aligned. They possessed a great idea, a beautiful location, and had the availability of an experienced director with national connections to begin programs. The idea, now called Write On Door County, became a program of the Door County Community Foundation and paperwork for nonprofit status was filed with the Internal Revenue Service in July 2013. Work began in earnest in fall of 2013 after Santek moved permanently to the area. In January of 2014, the organization’s 501(c)(3) status was granted by the IRS. In Write On’s first year, programs were presented in collaboration with Door County Humane Society; Door County Maritime Museum; Door County Reads/Door County Library; Door Shakespeare; Friends of Door County Library; Leadership Door County; Peninsula Bookman; and Peninsula Pulse.

Locations for programs ranged from Forestville, in Southern Door, to Ellison Bay at the tip of the peninsula. Writers-in-residence at Write On that first year included best-selling children’s author Nancy Carlson; poet Margaret Hasse; nonfiction writer John Hildebrand; and novelist Dale Kushner.

Also in its first year, Write On became home of “the Coop,” the studio of award-winning writer Norbert Blei (1935-2013), who wrote about and advocated for the preservation of Door County’s natural environment. The

8

Write On, Door County Board of Directors Handbook

Coop was officially moved to Write On’s property on August 24, 2014.

Located in the meadow behind the residency house, the Coop offers a beautiful and inspiring place for writers to respond to the creativity within nature and to find the creativity within themselves.

Over the next five years, programming expanded throughout the community.

The first Write On, Door County conference, focusing on Children’s Literature, was an enormous success. Annual programs like Kids WOW and Recharge Your Creative Battery became traditions and hallmarks of Write On. In April of 2019, a second conference was held at the Kress Pavilion in Egg Harbor, called Paths to Publication. Write On was growing and the vision for the future became clear.

In 2019, as the needs of the organization expanded, the board created two new positions: Managing Director and Artistic Director. Write On, Door County was growing quickly through Jerod’s dedicated passion. Jerod moved to the newly created position of Artistic Director, to focus his talents on programming and working with authors. Lauren Ward was hired in June of 2019 as Managing Director, bringing with her fifteen years of experience in secondary writing and literature education, as well as an MBA in Educational Leadership.

In July of 2019, Write On broke ground on the northern Juddville property to begin building the vision of creating a Writing Center for the Door County community. Designed by the Kubalo Washatko Architects of Mequon, WI and built by Carlson Erickson Builders of Sister Bay, WI, the Writing Center took shape over winter 2019-2020, and in October of 2020, the Write On offices were moved across the street. The Writing Center became the new home and heart of Write On, Door County.

9

10

11

Write On, Door County Board of Directors Handbook

Charter Documents

A view from Norbert Blei’s desk at Write On, Door in “The Coop”, 2015

12

13

14

15

16

17

18

19

Write On, Door County Board of Directors Handbook

Strategic Plan

Visitors walk the path at the southern property, 2016.

20

Write On, Door County Board of Directors Handbook

Current Strategic Plan 2022-2024 Due in part to the COVID 19 Pandemic of 2020-2021, the Write On, Door County Board of Directors spent 2021 revising and refining the Strategic Plan.

21

Write On, Door County Building for the Future Strategic Plan 2022-2024 DRAFT

DRAFT

as of 10.27.21 DRAFT Write On, Door County PO Box 457 4210 Juddville Road Fish Creek, WI 54212 (920)868-1457 lauren@writeondoorcounty.org

CONFIDENTIAL

DRAFT

Table of Contents I. II. III. IV.

Who We Are ........................................................................................1 Goals .....................................................................................................2 Key Performance Indicators (KPIs) ..................................................3 Strategies ..............................................................................................4-6

I. Who We Are Write On, Door County’s Mission Statement: The mission of Write On, Door County is to inspire and engage writers and readers of all ages, at all stages.

Write On, Door County’s Elevator Pitch: Write On, Door County inspires and engages readers and writers of all ages and at all stages. We accomplish this by offering programs, conferences, and events at our writing center and 39-acre property in Juddville, at community locations throughout the county, as well as online. We offer one-week to one-month writers’ residencies for emerging and established writers to focus on their creative projects. Residents, in turn, present a program to benefit our community. Everyone has a story to tell!

Write On, Door County: Building for the Future Strategic Plan 2022-2024

Page 1

II. GOALS (DRAFTS) GOAL #1: Diversify and Grow Revenue Streams from Earned and Charitable Giving I.

II.

III.

Diversify Charitable Giving By year-end 2024, Write On will reach $115,000 in donations from Write On stakeholders.

Grow Grant Opportunities By year-end 2024, Write On will have grown contributions from grants (private and/or government), to $60,000 annually.

Grow Earned Revenue from Programs By year-end 2024, Write On will achieve $100,000 from program income.

GOAL #2: Implement Mission-Driven and Revenue-Generating Programming IN DRAFT (12.10.21) GOAL #3: Grow a Thriving Writers’ Residence Program I. II. III. IV.

Be Strategic in Welcoming Residents Tailored to Programming Needs Develop a Thriving Sponsor-A-Resident Program Grow Application-Based, Competitive Residencies Leverage the Residence for Generation of Revenue, While Maintaining Mission

Write On, Door County: Building for the Future Strategic Plan 2022-2024

Page 2

IV. Key Performance Indicators (KPIs) Our goal to ensure progress and movement toward our goals is to create a dashboard for the organization. The dashboard will display the key performance indicators for progress toward each of the three major strategic goals on a chosen platform.

The Managing Director will post KPI’s quarterly (on March 31, June 30, September 30, and December 31)

Write On, Door County: Building for the Future Strategic Plan 2022-2024

Page 3

Write On, Door County Board of Directors Handbook

Past Strategic Plans Write On, Door County has created and enacted a number of strategic plans since the inception of the organization.

Click on a header below to view past strategic plans

April 17, 2014 Strategic Planning Session November 20-21, 2015 (2016-2019), Delphi September 16, 2019 (2020-2022), Delphi II revised to current strategic plan

26

!

Write On, Door County Building for the Future Strategic Plan 2020-2022 Lauren Bremer Managing Director Write On, Door County PO Box 457 4177 Juddville Road Fish Creek, WI 54212 (920)868-1457 lauren@writeondoorcounty.org

CONFIDENTIAL

Table of Contents I. Who We Are ........................................................................................................1 II. SWOT Analysis ..................................................................................................2 III. GOALS..............................................................................................................4 IV. Key Performance Indicators (KPIs) ..................................................................5 V. Key Stakeholders ...............................................................................................7 VI. Strategies .........................................................................................................8

!

I. Who We Are Write On, Door County’s Mission Statement: Our mission is to inspire people to write and share their stories.

Write On, Door County’s Elevator Pitch: Since 2012, Write On, Door County has been connecting people and communities through writing and reading. Our mission is to inspire people to write and share their stories.

Write On offers workshops, author visits, memoir sessions, book clubs, conferences, and classes throughout Door County. Local writers and visiting writers-in-residence, promote reading and writing everywhere from school classrooms to our beautiful, great outdoors.

We believe that our words and stories allow us to better understand ourselves and one another.

Write On is helping Door County residents and visitors of all ages explore the stories they have to tell and discover the magic of connecting through words. Through collaborations with organizations like Midsummer’s Music Festival, HELP of Door County, the Door County Jail, United Way, every Door County school district, and 38 others, we have been inspiring writers of all ages to grow and share.

As we enter our next chapter, we look forward to the future of our new Writing Center, and our dream of creating a new Writers Residence. Please join us as we take the next step in our journey to being a locally loved and nationally recognized haven for writers.

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 1

II. SWOT Analysis This SWOT analysis was completed by the Write On, Door County Board of Directors on Monday September 16, 2019 at the Annual Retreat at the Door County Community Foundation.

Present: Dee Paulsen (President), Bill Guenzel (Vice-President), Sara Sohns (Treasurer), Myles Dannhausen, Jr. (Secretary), Anne Emerson, Ann Heyse, George Harmon, Janis Falk, Vinni Chomeau, Katie Smullen (Membership Assistant), Jerod Santek (Artistic Director), Lauren Bremer (Managing Director).

Absent: Margaret LeBrun

STRENGTHS

I N T E R N A L

• • • • • • • • • • • • •

The people - Jerod and Lauren Great programs Interested community Relationships within the community Experienced fundraisers Passionate people (board/staff) Reputation of our Architects Real Estate - the land Location of Door County (for authors, taking classes, etc) and Juddville Satisfied participants Market cornered Attract talent to community (residence program) Collaboration/synergy with 5 residence in beautiful building

WEAKNESSES • • • • • •

• • • • •

Finances Marketing Sustainable business plan Organizational gaps Local awareness Attract/engage general public (writing fun not fearful) narrow donor base low membership undervalue of product getting the board on the same page Clarity of expectations board/staff

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 2

E X T E R N A L

OPPORTUNITIES

• • • • • • • • • • •

writing center welcome vibe marketing capital campaign/financial structure tourism grows capture memories of DoCo visitors: StoryCorps, record your family engaging the masses “Rainy Days Only” Business Sponsorships/Sponsorships opens up to collaborations with other organizations Needs for common space in DoCo Work Space - with WiFi

THREATS

• • • • •

• • •

Fear of writing recession competition (The Clearing) competition for donors not developing a realistic business plan to make us sustainable erosion of membership base member base is older confusion of membership versus sponsorship (if you take a class, some people may think they are member)

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 3

III. GOALS GOAL #1: Diversify and Grow Revenue Streams By year-end 2022, Write On’s revenue stream will be 40% earned income (registrations, memberships, grants) and 60% unearned income (donations)

GOAL #2: Develop A Writing Center for the Community By year-end 2022, Write On, Door County’s Writing Center will drive at least 50% of the 40% earned income revenue, and be a haven and resource for community members.

GOAL #3: To Be Locally Loved, and Nationally Recognized By year-end 2022, Write On’s marketing reach will push beyond Wisconsin and the near-Midwest; 25% of conference participants will be from outside of Wisconsin.

GOAL #4: Grow a Thriving Writers Residency Program By year-end 2022, Write On, Door County will be in the process of building a new Writers Residency, along with a residency program which welcomes published writers and invites burgeoning writers as well as organizations to further their own missions.

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 4

IV. Key Performance Indicators (KPIs) Our goal to ensure progress and movement toward our goals is to create a dashboard for the organization. The dashboard will display the key performance indicators for progress toward each of the three major strategic goals on a chosen platform.

The Managing Director will post KPI’s quarterly (on March 31, June 30, September 30, and December 31)

GOAL #1: Diversify and Grow Revenue Streams By year-end 2022, Write On’s revenue stream will be 40% earned income (registrations, memberships, grants) and 60% unearned income (donations) KPI: Revenue snapshot of earned and unearned income, using a pie chart.

Example: !

GOAL #2: Develop A Writing Center for the Community By year-end 2022, Write On, Door County’s Writing Center will drive at least 50% of the 40% earned income revenue, and be a haven and resource for community members.

KPI: An articulated grid of earned income, including breakdown of Writing Center specific revenue and registrations.

GOAL #3: To Be Locally Loved, and Nationally Recognized By year-end 2022, Write On’s marketing reach will push beyond Wisconsin and the near-Midwest; 25% of conference participants will be from outside of Wisconsin.

KPI: Registrant Database spreadsheet, for conferences as they occur.

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 5

GOAL #4: Grow a Thriving Writers Residency Program By year-end 2022, Write On, Door County will be in the process of building a new Writers Residency, along with a residency program which welcomes published writers and invites burgeoning writers as well as organizations to further their own missions.

KPI: Residency numbers broken down by month, in addition to type: writer-in-residence, on scholarship, in collaboration, outside organization.

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 6

V. Key Stakeholders

!

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 7

VI. Strategies Goal #1 Diversify and Grow Revenue Streams Area of Focus

Strategy

Timeline

Assignment

Conduct deep-dive of past programming to evaluate for future financial viability

Spring 2020

Managing Director Managing Director and Marketing Committee Artistic Director Artistic Director

PROGRAMMING:

Increase numbers of participants for conferences by target marketing in Wisconsin, Minnesota, and Illinois Create clear titles for residence classes Develop one consistent, revenue growing weekly class for local residents Develop sponsorships for residents, conferences, or events, and revisit annually Conduct three conferences annually, varying lengths and topics (consider week-long) Develop two competitive residencies with benefactor/sponsorship Add 2-3 additional competitive residencies after Year 1 Explore podcasting/recording possibilities as revenue stream Develop more consistent classes/workshops that are financially viable, while maintaining focus on mission Evaluate weekly or monthly classes from 2020 and refine for 2021 Invest in targeted marketing with social media to bolster registrations for already existing programs

2020 Ongoing 2020 2020 2020-2022 2020 2021-2022 2020 2020-2022 2021

2020

Managing Director Managing Director and Artistic Director Artistic Director Artistic Director Programming Committee Artistic Director Artistic Director Managing Director and Marketing Committee

MEMBERSHIP:

Develop business membership marketing plan

Design and market new incentives for members (merchandise, opportunities)

Develop plan for targeting potential members in 20s-40s age ranges

Develop augmented membership offerings (increase benefits/perks)

Membership Assistant and Managing Spring/Summer 2020 Director Membership Assistant and Managing 2020 Director Membership Assistant and Managing 2021 Director Membership Assistant and Managing 2021 Director

GRANTS: Target grants for existing programming needs (as opposed to creating new programming for grants) Develop partnerships with local and state organizations to facilitate grantwriting opportunities Participate in continuing education for grant-writing skills Research national grants available

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 8

2020

Managing Director

2020

Managing Director Managing Director and Artistic Director Financial Committee

2020-2021 2021

GOAL #2: Develop A Writing Center for the Community Area of Focus

Strategy

Timeline

Assignment

Administrative

Develop plan to transition from construction phase to move-in phase

Spring 2020

Develop plan to revert offices into residence space Develop a safety plan with community partners

Spring 2020 Spring 2020

Develop and select Summer intern for Writing Center

March 2020

Create and install appropriate and attractive road signage

Spring 2020

Develop plan for Opening Week events

Spring 2020

Develop marketing plan and calendar specific to Writing Center

Spring 2020

Create policies around open hours, guest and staff conduct, and rules, specific to the Writing Center Develop a volunteer staff to gauge Writing Center needs Re-evaluate successes to increase engagement and visitors, refine goals Create and market on-going events (separate from programming) to bring new stakeholders in

Consider fee schedule for organizations and non-profits for use of space, along with appropriate documents After first season, utilize volunteer and intern hours to consider/rationalize hiring of Writing Center staff

Spring 2020 Summer 2020 Fall 2020 2021-2022

Managing Director and Artistic Director; Writing Center Committee Managing Director and Artistic Director; Writing Center Committee Managing Director Managing Director and Artistic Director Managing Director and Construction Committee Writing Center Committee Managing Director and Artistic Director; Marketing Committee Managing Director and Artistic Director; Writing Center Committee Managing Director Managing Director

Spring 2020

Managing Director Managing Director, Artistic Director, Writing Center Committee

Winter 2020

Managing Director

PROGRAMMING: Create consistent (weekly/monthly)classes, events, opportunities for revenue building in Summer/Autumn 2020 Create and market on-going programming to bring in new stakeholders Create a weekly event "Members Mondays" to maintain engagment with current stakeholders Develop and implement "Family Events" like story-telling or card making on a consistent basis Develop and implement "Youth Events" like tutoring and labs on a consistent basis Develop and implement writing calendar specific annual events like "Emily Dickinson Tea" (Dec 10)

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 9

2020 2021-2022

2020-2022

Artistic Director Artistic Director Artistic Director; Membership Assistant Artistic Director; Programming Committee Artistic Director; Programming Committee

2020-2022

Artistic Director

2020-2021

2020-2022

GOAL #3: To Be Locally Loved, and Nationally Recognized Area of Focus

Strategy

Timeline

Assignment

Research other Midwestern writing organizations' marketing models Research writing organzations' marketing models outside the Midwest Investigate grants (both national and local) for capacity building to aid in marketing growth Develop sponsorships and partnerships to reach targeted audiences outside of Door County (age groups, geographical areas, genders) Research and implement marketing campaigns in specific regions, appealing to embedded audience (i.e. Chicago, Madison, Minnesota)

2020-2022 2020-2022

Managing Director Managing Director

Winter 2020

Managing Director

Administrative

2020-2022

Use merchandising as a strategic marketing tool to brand outside of Door County Leverage relationship with WPR to reach into wider audiences Pursue advertising opportunities with national publications

2020-2022 Winter 2020 2020-2022

Pursue opportunities to be featured in writing publications as a destination

2020-2022

Leverage relationship with Destination Door County to reach new audiences

2020-2022

Managing Director Managing Director; Marketing Committee Merchandising Committee; Managing Director Managing Director Managing Director Managing and Artistic Director Managing and Artistic Director

Continue to and refine current evaluation tools for participants to improve programming for attendees

2020-2022

Artistic Director

2020-2022

PROGRAMMING:

GOAL #4: Grow a Thriving Writers Residency Program Area of Focus

Strategy

Timeline

Assignment

Conduct a Feasibility Study in preparation for a Capital Campaign Through various strategies, build the donor base for a Writers Residence Research and choose a model multi-unit Writers Residence and take a research trip to observe Develop a marketing plan targeting other non-profits and businesses to contract for residence for organizational development and mission-writing Using strategic calendaring, allocate weeks and months, depending on WODC financial need and mission alignment, with portions in the following categories (writers-in-residence, non-revenue; burgeoning writers, sponsored or on scholarship; organizations, revenue) Develop a fee schedule and associated documents for revenue-based residences Build relationships with schools, universities, and organizations to draw upon for revenue-based retreats Develop and implement a safety plan for all residents, modeled after other multi-unit residences Hire a Residency Coordinator (not for programming; administrative work only), or re-distribute responsibilities for current directors, in addition to hiring Administrative Assistant Develop a marketing plan to attract new writers-in-resident from outside the Midwest; consider the power of collaborative writing teams

Summer 2020 Summer Fall 2020

Managing Director Managing Director Managing and Artistic Director

Administrative

Oversee all construction plans, furnishing, and expenses associated with Writers Residence

2020-2021 2021

2021-2022 2021-2022 2021-2022 2021

Winter 2020-2021 2021

2022

Managing Director

Managing Director and Artistic Director Managing and Artistic Director Managing and Artistic Director Managing Director Managing and Artistic Director Managing Director; Marketing Committee Managing and Artistic Director; Board of Directors

PROGRAMMING: Once original residence is converted from offices to residences, begin to develop strategic and collaborative model for sharing residence space between multiple residents Using the Dick Scuglik Memorial Scholarship Residency as a model, design and implement two more potential competitive residences for 2021 Develop strategic collaborations for writers-in-residence for co-teaching and co-writing Develop strategic collaborations for week-long or extended conferences Creatively plan for residency spaces to best accommodate writers and their needs

Write On, Door County: Building for the Future Strategic Plan 2020-2022 Page ! 10

Winter 2020-2021

Artistic Director

Fall 2020

Artistic Director

2021-2022 2021-2022

Artistic Director Artistic Director

2020-2022

Artistic Director

Write On, Door County Board of Directors Handbook

Board Organization & Operations

The Write On, Door County Board of Directors meets for its monthly meeting, 2021.

27

Bylaws of Write On, Door County, Inc. ARTICLE I Purpose A. Purpose Write On, Door County, Inc. (hereinafter “corporation”) is organized exclusively for charitable, educational, religious, or scientific purposes within the meaning of Section 501(c)(3) of the Internal Revenue Code of 1986, as now enacted or hereafter amended, including, for such purposes, to promote literacy and writing in Door County, Wisconsin.

B. Mission The mission of the corporation is as follows: Write On, Door County, Inc. is an educational initiative to promote literacy and writing in Door County, Wisconsin.

ARTICLE II Principal Office A. Principal Office The corporation shall maintain a principal office in the State of Wisconsin. The initial principal office of the corporation is located within the Door County Community Foundation, Inc., 228 N. Third Avenue, City of Sturgeon Ba, County of Door, State of Wisconsin, 54235.

B. Registered Agent The corporation shall maintain a registered agent in the State of Wisconsin whose address may be, but need not be, identical with the principal office of the corporation. The identity and address of the registered agent may be changed from time to time by resolution of the board of directors and filing of a statement with the Wisconsin Department of Financial Institutions pursuant to the provisions of the Wisconsin Statutes. The initial registered agent is Bret N. Bicoy, P.O. Box 802, Sturgeon Bay, Wisconsin 54235.

ARTICLE III Board of Directors A. General Powers The business and affairs of the corporation shall be managed by a board of directors in a manner consistent with the purposes, objectives, philosophy and limitations set forth by the articles of incorporation and these bylaws.

B. Qualifications Directors need not be residents of the State of Wisconsin but shall be either residents of, or shall have significant ties with, Door County. Directors shall have individually, as basic personal qualifications, intelligence, integrity, competence, good moral character, and an interest in and

knowledge of the corporation, its purposes and operations. An effort should be made to have diverse segments of Door County represented in the membership of the board of directors.

C. Number The number of directors shall not be less than four (4), nor more than twelve (12), and shall be broadly representative of the Door County Community.

D. Election New directors of the corporation shall be elected by majority vote of the current board of directors.

E. Term Directors hall hold office for a term of three (3) years commencing with the first day of the corporation’s fiscal year. Directors may be elected to a second three (3) year term. Additional terms may be served after a one year absence from the board of directors.

F. Resignation and Removal A director may resign at any time by submitting a written resignation letter to the secretary of the corporation. Any director may be removed from office at any time by a majority vote of a quorum at a meeting of the board of directors called for that purpose and whenever, in the judgment of the board, is in the best interest of the corporation. A director who leaves the board in the midst of a term may be replaced by a majority vote of a quorum of the board of directors and the replacement director shall serve for the remainder of the unexpired term.

G. Quorum A majority of the total number of directors then in office shall constitute a quorum for transactions of business at any meeting of the board of directors.

H. Meetings The board of directors shall meet at least quarterly, at a time and place as determined by the president. An annual meeting of the board of directors shall be held within thirty (30) days before or after the end of the corporation’s fiscal year.

I. Written Ballot Any action which may be taken at a meeting of the board of directors may be taken without a meeting if the action is set forth in writing and so signed, either personally or electronically, by two-thirds of the directors then in office. Such written consent shall have the same force and effect as a vote of the directors taken at a meeting.

J. Compensation Directors of the corporation shall receive no compensation for their services in their capacity as directors. Directors may, however, receive reimbursement for reasonable expenses incurred in connection with corporate matters, provided that such reimbursement is authorized by the affirmative vote of a majority of directors then in office.

ARTICLE IV

Officers A. Qualifications The officers of the corporation must be members of the board of directors.

B. Number The officers of the corporation shall be the president, vice-president, secretary, and treasurer, and shall, in general, perform such duties usually pertaining to their respective positions in tax exempt charitable corporations.

C. Election The officers of the corporation shall be elected by majority vote of the directors then in office.

D. Term Officers shall hold office for a term of two (2) years commencing with the first day of the corporation’s fiscal year.

E. Resignation and Removal An office may resign at any time by submitting a written resignation letter to the secretary of the corporation, or in the case of the secretary, to the president of the corporation. Any officer may be removed from office at any time by a majority vote of a quorum at a meeting of the board of directors called for that purpose and whenever, in the judgment of the board, is in the best interest of the corporation. An officer who leaves office in the midst of a term may be replaced by a majority vote of a quorum of the board of directors and the replacement officer shall serve for the remainder of the unexpired term.

F.

Duties and Responsibilities 1.

President The president shall act as the chief executive officer of the corporation, including the general direction and supervision of the affairs of the corporation and such other express powers as may be assigned or delegated by the board of directors and shall preside at all meetings of the board of directors.

2.

Vice-President The vice-president shall act in the absence or by the direction of the President to perform the duties and responsibilities of the president and shall exercise such other powers as may be assigned by the board of directors.

3.

Secretary The secretary shall attend meetings of the board of directors, and see that maintenance of records is undertaken for recording the attendance of the directors, the business of each meeting, and the actions taken.

4.

Treasurer

The treasurer shall oversee the financial, banking and investment activities of the corporation.

G. Compensation Officers of the corporation shall receive no compensation for their services in their capacity as directors. Officers may, however, receive reimbursement for reasonable expenses incurred in connection with corporate matters, provided that such reimbursement is authorized by the affirmative vote of a majority of directors then in office.

ARTICLE V Committees A. Executive Committee The executive committee shall be comprised of the officers of the corporation and the immediate past-president. It may, upon the call of the president, exercise between regular meetings of the board of directors, all the powers of the board for the management of the business of the corporation excepting those powers to amend the articles of incorporation, amend these bylaws, dissolve the corporation, or other actions prohibited by law.

B. Other Committees The board may create other committees as needed.

ARTICLE VI Corporate Acts, Transactions and Records A. Corporate Acts Unless otherwise directed by resolution of the board of directors or by law, all checks, drafts, notes, bonds, bills of exchange, and orders for the payment of money of the corporation, and all deeds, mortgages, conveyances, and other written contracts, agreements and instruments to which the corporation shall be a party, and all assignments or endorsements of stock certificates, registered bonds, or other securities owned by the corporation shall be signed by any two of the officers of the corporation.

B. Loans No funded indebtedness shall be contracted on behalf of the corporation and no evidences of such indebtedness shall be issued in its name unless authorized by a resolution of the board of directors. Such authority may be general or confined to specific instances.

C. Deposits All funds of the corporation, not otherwise employed, shall be deposited from time to time to the credit of the corporation in such banks, savings and loan associations, trust companies or other depositories as the board of directors may select.

D. Records The board of directors shall prepare, or cause to be prepared, periodic financial reports of the corporation. The board shall also prepare or cause to be prepared such financial information as

may be necessary for tax returns or other reports the corporation is required to file with the United States or any state or other jurisdiction.

E. Financial Review The board of directors shall cause the financial records to be reviewed annually by a certified public accountant. Information about the annual audit shall be presented to the board upon completion.

ARTICLE VII Conflict of Interest Policy The board of directors shall adopt and maintain a conflict of interest policy whose purpose is to protect the corporation’s interests and its status as a tax-exempt 501(c)(3) public charity when it is contemplating entering into a transaction or arrangement that might benefit the private interest of an officer or director of the corporation or might result in a possible excess benefit transaction.

The policy is intended to supplement but not replace any applicable state and federal laws governing conflict of interest applicable to nonprofit and charitable organizations.

ARTICLE VIII Indemnification A. Indemnification To the extent allowable under Wisconsin law, and unless otherwise provided in the articles of incorporation, the corporation shall indemnify any individual made a party to a proceeding because he or she is or was a director, officer, employee or volunteer of the corporation; of the executor, administrator or other legal representative of any director, officer, employee or volunteer of the corporation (hereinafter “eligible person”), against any liability incurred in the proceeding, if such indemnification is determined permissible under Article VIII of these bylaws.

B. Determination The corporation shall indemnify an eligible person under Article VIII of these bylaws unless a determination has been made that such person is ineligible to receive indemnification under the standards set forth herein or the indemnification sought is not permitted under the standards set forth herein. The determination that such a person is not eligible for indemnification shall be made: 1.

By the Board of Directors by majority vote of a quorum consisting of directors at the time not parties to the proceeding;

2.

If a quorum cannot be obtained under Subsection 1 above, by a majority vote of a committee duly designated by the board of directors (in whose designation, directors who are parties may participate) and consisting solely of three or more directors not at the time parties to the proceeding; or

3.

By special legal counsel selected by the board of directors or its committee in the manner provided in Subsection 1 or 2 above, by a majority vote of the full board of directors (in whose selection directors who are parties may participate).

C. Prohibition The corporation shall not indemnify an eligible person if: (1) an action, suit or proceeding shall be prosecuted against such person or against his or her executor, administrator or other legal representative to final determination and it shall be finally adjudged in such action, suit or proceeding that such person is liable for gross negligence or such person has knowingly and willfully acted in a manner contrary to the best interests of the corporation; or (2) such action, suit or proceeding shall be settled or otherwise terminated as against such person or his executor, administrator or legal representative without final determination on the merits and it shall subsequently be determined that such person was liable for gross negligence or such person has knowingly and willfully acted in a manner contrary to the best interests of the corporation as charged in such action, suit or proceeding, as determined in the same manner as set forth in Section B above.

D. Payment in Advance The corporation shall pay or reimburse the reasonable expenses incurred by such eligible person who is a party to a proceeding in advance of final disposition of the processing if: (1) such eligible person furnishes the corporation a written affirmation of his or her good faith belief that he or she has not engaged in conduct described in Section C above; (2) the eligible person furnishes the corporation a written undertaking, executed personally or on his or her behalf, to repay the advance if it is ultimately determined that he or she did not meet the applicable standard of conduct (which undertaking must be unlimited general obligation of the eligible person, but need not be secured and may be accepted without reference to financial ability to make repayment); and (3) a determination is made that the facts then known to those making the determination do not preclude indemnification under Section C above or Section E below. The determination required by clause (3) of the immediately preceding sentence shall be made in accordance with the procedures of Section B above.

E. Limitation The foregoing right of indemnification shall not extend to the defense of a claim, action, suit or proceeding resulting from a claim of malpractice or other negligence against an eligible person in his or her individual capacity arising out of the rendering of professional services or any proceeding involving the employment or professional status, rights, or privileges of the eligible person within the corporation.

F. Other Indemnifications The corporation shall have the power to make any other indemnification that shall be authorized by resolution adopted by the board of directors at a meeting after notice specifying the purpose of said meeting.

G.

Nonexclusivity

The foregoing rights of indemnification shall not be exclusive of any other rights which any eligible person shall be entitled as a matter of law or that may be lawfully granted to him or her and the indemnification granted under this Article VIII by the corporation shall be in addition to, and not in restriction or limitation of, any other privilege or power that the corporation may lawfully exercise with respect to the indemnification or reimbursement of an eligible person.

I. Insurance The corporation may purchase and maintain insurance on behalf of all individual who is an employee, agent, director or officer of the corporation against liability asserted against or incurred by the individual in his or her capacity as an employee, agent director or officer, regardless of whether the corporation is required or authorized to indemnify or allow expenses to the individual against the same liability under this Article.

J. Liberal Construction In order for the corporation to obtain and retain qualified directors, officers, employees and volunteers, the foregoing provisions shall be liberally administered in order to afford maximum indemnification of eligible persons and, accordingly, the indemnification above provided for shall be granted in all cases unless to do so would clearly contravene applicable law, controlling precedent or public policy.

ARTICLE IX Limitations on Activities A. Private Inurement No part of the net earnings of the corporation shall inure to any private entity or individual not qualifying as exempt under Section 501(c)(3) of the Internal Revenue Code of 1986, as now enacted or hereafter amended, nor to any Director or officer of the corporation, not to any other private persons, excepting solely such reasonable compensation that the corporation shall pay for services actually rendered to the corporation, or allowed by the corporation as a reasonable allowance for authorized expenditures incurred on behalf of the corporation.

B. Lobbying No substantial part of the activities of the corporation shall constitute the carrying on of propaganda or otherwise attempting to influence legislation, or any initiative or referendum before the public, and the corporation shall not participate in, or intervene in any political campaign on behalf of, or in opposition to, any candidate for public office.

C. Activities Notwithstanding any other provision of these articles, the corporation shall not carry on any other activities not permitted to be carried on by a corporation exempt from federal income tax under Section 501(c)(3) of the Internal Revenue Code of 1986, as now enacted or hereafter amended.

D. Loans The corporation shall not lend any of its assets to any officer or director of the corporation or guarantee to any person the payment of a loan by an officer or director of the corporation.

ARTICLE X General Provisions A. Fiscal Year The fiscal year of the corporation shall begin on January 1 and end on December 31.

B. Parliamentary Authority In the event of situations not specifically covered in these bylaws, this organization will be governed by Robert’s Rules of Order Newly Revised.

C. Gender Any word or reference contained in these bylaws, which implies one gender, shall also be equally applied to the other gender.

D. Seal The corporation shall have no seal.

ARTICLE XI Compliance With IRS Requirements A. Tax Status It is intended that the corporation shall acquire and maintain status as an organization exempt from federal income tax under Section 501(c)(3) of the Internal Revenue Code and as an organization other than a private foundation described in Section 509(a)(1)(2) or (3) and to which contributions are deductible for federal income tax purposes under Section 170(c)(2), bequests are deductible under Section 2055(a)(2), and gifts are deductible under Section 2522(a)(2) of the Internal Revenue Code.

B. Compliance with Code Requirements All actions of the corporation and the board of directors shall be construed with the intent to limit and prohibit any acts contrary to Code requirements permitting income tax deductible contributions, bequests, and gifts. No action of the corporation or the board of directors shall be permitted under the bylaws which would not be permitted to be taken by an organization described in Section 501(c)(3) or which would result in the imposition of federal income tax under Section 4941 through 4945, inclusive, of the Code.

ARTICLE XII Amendments The board of directors of the corporation shall have the right to amend, alter, change, add to, or repeal any provisions contained in the articles of incorporation and these bylaws providing that any such changes shall be consistent with the laws of this state which define, limit, or regulate the powers of this corporation.

ADOPTION

These bylaws were duly adopted by the affirmative, unanimous vote of the board of directors of Write On, Door County, Inc., during a meeting on May 3, 2013 at which there was a quorum. ____________________________________ Bret N. Bicoy, Secretary

Committee Descriptions (as of 12.10.21) Governance Committee Tasked with performance review of the Managing Director and Artistic Director, board operations, and recruitment of new board members. Short-term priority is to evaluate the existing job descriptions and staffing needs of the organization. Secondary priority is to create a list of board members with diverse skills to bring the board to 15 members, including one with non-profit or legal background, and one with a finance background.

Financial Committee The Financial Committee is charged with reviewing the finances and budget of WODC, reporting key findings monthly and quarterly, making recommendations to the full board, and evaluating operations relative to our financial goals. In February of each year, the Finance Committee will provide an Annual Financial Report to the Board of Directors. The Financial Committee will also review and approve any major event proposals from the directors and/or Programming Committee.

Programming Committee The Programming Committee will generate and evaluate programming and residency ideas for community impact, revenue generation, and adherence to the mission of Write On, Door County. Short-term priority is to pause all new programming and residencies; review existing programming to trim what is not now or does not have good prospects for generating revenue or high participation; and to then develop a recommendation for future operations of the residency, and programming that uses and celebrates the Writing Center. Potentially sub-committees or task forces could be formed to specific programs or conferences as needed, with specific time frames and responsibilities.

Marketing and Fundraising Committee The Marketing and Fundraising Committee reviews marketing programming and roles.

A major goal is to approve an annual marketing plan aimed at driving revenue and participation in key programming. Priority focus is a short-term marketing plan to sell our best programs, conferences, and draw people to the Writing Center.

Committees Assignments Governance Committee Myles Dannhausen, Jr., Chair Margaret LeBrun Maurcio Kilwein Guevara Financial Committee Lauren Ward, Chair Kirsten Dixner Sara Sohns Val Clarizio Programming Committee Allison Vroman, Chair Jerod Santek Alessandra Simmons Rolffs Dee Paulsen Vinni Chomeau Marketing and Fundraising Committee Margaret LeBrun, Chair Lauren Ward Jerod Santek Sam Leary Anne Emerson Allison Vroman Visioning Group Anne Emerson, Co-Chair Vinni Chomeau Ann Heyse Margaret LeBrun

*As of 12/13/2021

Write On, Door County PO Box 457 ● 4210 Juddville Road Fish Creek, WI 54212 ● (920)868-1457 ● info@writeondoorcounty.org

2022 Board of Directors Meetings

Mon. January 17, 2022

5:30pm

The Writing Center, Zoom

Mon. February 21, 2022

5:30pm

The Writing Center, Zoom

Mon. March 21, 2022

5:30pm

The Writing Center, Zoom

Mon. April 18, 2022

5:30pm

The Writing Center, Zoom

Mon. May 16, 2022

5:30pm

The Writing Center, Zoom

Mon. June 20, 2022

5:30pm

The Writing Center, Zoom

Mon. July 18, 2022

5:30pm

The Writing Center, Zoom

Mon. August 15, 2022

5:30pm

The Writing Center, Zoom

Mon. September 19, 2022 TBD

The Writing Center, Zoom Annual Board Retreat

Mon. October 17, 2022

5:30pm

The Writing Center, Zoom

Mon. November 21, 2022 5:30pm

The Writing Center, Zoom

Mon. December 19, 2022

The Writing Center, Zoom

5:30pm

WRITE ON, DOOR COUNTY BOARD OF DIRECTORS 2021* Val Clarizio 1160 S. Ridgeway Dr. Sturgeon Bay, WI 54235 920-419-4571 valclarizio@yahoo.com Occupation: City Treasurer October 2021-October 2024

Tori Martinez 301 S. Hudson Ave. Sturgeon Bay, WI 54235 920-621-2290 torismartinez@yahoo.com Occupation: Educator November 2021-November 2024

Myles Dannhausen Jr., President 1968 Hwy ZZ Sister Bay, WI 54234 920-915-9880 mdannhausen@gmail.com Occupation: Newspaper Publisher June 2021 – June 2024

Dee Paulsen 1801 Memorial Dr. Sturgeon Bay, WI 54235 920-743-7690 (home) 920-495-2665 (cell) epaulsen@charter.net Occupation: Retired Founding Board Member September 2013 – September 2025

Anne Emerson 4142 Peninsula Players Rd. Fish Creek, WI 54212 920-493-4463 anne29irene@gmail.com Occupation: Retired Founding Board Member September 2013 – September 2025 Mauricio Kilwein Guevara 2908 S. Austin Street Milwaukee, WI 53207 414-481-2523 mkilweinguevara@gmail.com Occupation: Professor of English, University of Wisconsin--Milwaukee November 2020 - November 2023 Margaret LeBrun, Vice-President PO Box 515 Sturgeon Bay, WI 54235 920-450-1205 mlebrun1920@gmail.com Occupation: Retired July 2019 – July 2022

Alessandra Rolffs Simmons 2162 Swenson Road Washington Island, WI 54246 323-633-7177 alessandra.rolffs@gmail.com Occupation: freelance November 2020 - November 2023 Sara Sohns, Treasurer 2833 Maple Grove Rd. Fish Creek, WI 54212 920-421-2559 ssohns@nicoletbank.com Occupation: Personal Banker April 2021 – April 2024 Allison Vroman, Secretary PO Box 613 Ephraim, WI 54211 920-421-3017 allison.vroman@gmail.com Occupation: Copywriter February 2021 - February 2024

*As of 12/10/2021

WRITE ON, DOOR COUNTY STAFF 2021

Lauren Ward, Managing Director 2459 Cherrywood Lane Sister Bay, WI 54234 (920)421-0005 (cell) lauren@writeondoorcounty.org Jerod Santek, Artistic Director 907 Michigan Street Sturgeon Bay, WI 54235 (920)495-0220 (cell) (920)818-0465 (home) jerod@writeondoorcounty.org Sam Leary, Marketing & Community Outreach Coordinator 2539 Glen Lane Apt 2 Sister Bay, WI 54234 (920)851-4991(cell) sam@writeondoorcounty.org

Write On, Door County Board of Directors Handbook

Roles & Responsibilities

Norb Blei’s typewriters near the Coop on the Write On Residence’s property.

28

Write On, Door County WHISTLEBLOWER/COMPLAINT RESOLUTION POLICY Adopted February 18, 2020

In keeping with the policy of maintaining the highest standards of conduct and ethics, Write On, Door County (“WODC”) will investigate complaints of suspected fraudulent or dishonest use or misuse of its resources or property by staff, Board members, consultants, or volunteers, This policy is also intended to encourage Board member, staff (paid and volunteer) and others, to report suspected or actual occurrence(s) of illegal, unethical or inappropriate events (behaviors or practices) without retribution.

Staff, board members, consultants, and volunteers are encouraged to report suspected fraudulent or dishonest conduct or other illegal, unethical or inappropriate behaviors or practices, pursuant to the procedures set forth below. This policy supplements, and does not replace, any procedures required by law, regulation, or funding source requirements.

Reporting. A person’s concerns about possible fraudulent or dishonest use or misuse of WODC resources or property, or other illegal, unethical or inappropriate behaviors or practices, may be reported to any of the following WODC executives at any time: Managing Director, Artistic Director, Board President, or Board Vice-President. Alternatively, to facilitate reporting of suspected violations where the reporter wishes to remain anonymous, a written statement may be submitted to one of the individuals listed above.

Investigation. All relevant matters, including suspected but unproved matters, will be promptly reviewed and analyzed, with documentation of the receipt, retention, investigation and treatment of the complaint. The initial review will be conducted by the Managing Director and the Artistic Director, unless one of them is allegedly involved in the misconduct, in which case the report shall be reviewed by only one of them. (If both of them are alleged to be involved, the report shall go directly to the Board President). Appropriate corrective action will be taken, if necessary, and findings may be communicated to the reporting person if appropriate.

Investigations may be conducted by independent persons such as auditors and/or attorneys.

Investigators will endeavor to maintain appropriate confidentiality so as to protect the privacy of the person making the complaint, but confidentiality is not guaranteed. At the conclusion of each investigation, a written report of the outcome of the investigation shall be prepared and delivered to the Board of Directors.

No Retaliation. No staff, board member, consultant, or volunteer who in good faith reports suspected fraudulent or dishonest use or misuse of WODC resources or property, or complains of other illegal, unethical or inappropriate behaviors or practices at WODC shall suffer harassment,

retaliation, or adverse employment or other consequence. An employee who retaliates against someone who has reported a violation in good faith is subject to discipline up to and including termination of employment. This Whistleblower/Complaint Resolution Policy is intended to encourage and enable employees and others to raise serious concerns within the organization prior to seeking resolution outside the organization. The Policy is in addition to any nonretaliation requirements contained in the WODC Personnel Policies or required by law.

This protection from retaliation is not intended to prohibit supervisors from taking action, including disciplinary action, in the usual scope of their duties and based on valid performancerelated factors. Individuals making complaints must be cautious to avoid baseless allegations; employees who intentionally make false allegations are subject to disciplinary action in accordance with WODC Personnel Policies.

Write On, Door County Board of Directors Handbook

Finance & Fundraising

Bill Guenzel and Anne Emerson break ground at the site of the Writing Center, July 2019

30

GIFT ACCEPTANCE POLICY Adopted 11/19/2019 Introduction Write On, Door County (WODC) solicits and accepts gifts for purposes that will help the organization further and fulfill its mission. WODC urges all prospective donors to seek the assistance of personal legal and financial advisors in matters relating to their gifts, including the resulting tax and estate planning consequences. The following policies and guidelines govern acceptance of gifts made to WODC for the benefit of any of its operations, programs or services.

The purpose of this gift acceptance policy is to give guidance and counsel to prospective donors and to those individuals within WODC concerned with the planning, promotion, solicitation, receipt, acceptance, management, reporting, use, and disposition of private sector gifts.

These policies must be viewed as flexible and realistic in order to accommodate unpredictable situations as well as donor expectations, as long as such situations and expectations are consistent with WODC’s mission and policies. Flexibility must be maintained since some gift situations will be complex, and proper decisions can be made only after careful consideration of all related factors. These policies may, therefore, require that the merits of a particular gift be considered by the appropriate staff and/or committee of the board along with legal counsel and directors if necessary.

All fundraising activities and gift acceptance policies, and their day-to-day implementation, are designed and managed by the Managing Director in conjunction with the appropriate staff, and are subject to approval by the board.

The board, through the finance committee and the Managing Director, is responsible for the gift acceptance policy. This responsibility cannot be delegated or waived. These policies and authorizations shall be reviewed by the finance committee on an annual basis or as circumstances warrant.

Policy Statements A. Board Acceptance of Gifts The board shall exercise its public trust, as mandated by statute, in making final decisions for the acceptance of all gifts and grants and for any exception to its policies and

guidelines. Gifts and gift instruments may be received by the Managing Director, but can be accepted officially only after approval by the board.

WODC shall accept only those gifts the transference and implementation of which shall be deemed consistent with the public laws and/or regulations of the United States of America and the State of Wisconsin.

B. Philanthropic Intent The board shall determine that gifts to WODC are evidence of philanthropic intent and that the donor’s philanthropy is in accord with the stated mission and goals of WODC. The purpose is to prevent WODC from being an object of philanthropic intent for either designed or innocent avoidance of taxes, prejudiced purposes, or evaluation of gifts without generous, advanced, objective, experienced evaluation.

C. Ethics The board shall assure itself that all philanthropic promotions and solicitations are ethical by adopting policies that prohibit WODC personnel from benefitting personally by way of commissions or other devices related to gifts received.

D. Use of Legal Counsel Legal counsel retained by WODC shall, as required, review legal documents, contracts, and all donor agreements. WODC will seek the advice of legal counsel in matters relating to acceptance of gifts when appropriate. Circumstances under which legal counsel may be retained include, but are not limited, to the following: 1. Gifts of securities that are subject to restrictions or buy-sell agreements.

2. Documents naming WODC as trustee or requiring WODC to act in any fiduciary capacity.

3. Gifts requiring WODC to assume financial or other obligations.

4. Transactions with potential conflicts of interest.

5. Gifts of property which may be subject to environmental or other regulatory restrictions.

WODC encourages donors to seek their own counsel in matters relating to their bequests, life income gifts, tax planning, and estate planning. All legally binding documents involving gifts over Ten Thousand Dollars ($10,000.00) shall be prepared and/or reviewed by counsel retained by the donor, to avoid any conflict of interest or undue influence.

Alternatively, a donor may sign a document prepared by WODC, releasing WODC from any liability and waiving any conflict.

Gifts Generally Accepted Without Review 1. Cash - cash gifts are acceptable in any form, including by check, money order, credit card, or online. Donors wishing to make a gift by credit card must provide the card type, card number, expiration date, billing address, and name of card

holder as it appears on the card.

2. Marketable Securities - marketable securities may be transferred electronically to an account maintained at one or more brokerage firms or delivered physically with the transferor’s endorsement or signed stock power attached. All marketable securities will be sold promptly upon receipt unless otherwise directed by WODC’s board. WODC will use the Door County Community Foundation to help process gifts of stock. In some cases marketable securities may be restricted, for example, by applicable securities laws or the terms of the proposed gift; in such instances the decision whether to accept the restricted securities shall be made by the board.

3. Bequests and Beneficiary Designations under Revocable Trusts, Life Insurance Policies, Commercial Annuities, Retirement Plans, Charitable Remainder Trusts and Charitable Lead Trusts - Donors are encouraged to make bequests to WODC under their wills, and to name WODC as the beneficiary under trusts, life insurance policies, commercial annuities, and retirement plans.

4. In-Kind Gifts - Goods or services other than cash that are related to the programs and operations of WODC. Gifts Accepted Subject to Prior Review Certain forms of gifts or donated properties may be subject to review prior to acceptance.

Examples of gifts subject to prior review include, but are not limited to: 1. Tangible Personal Property - The Executive Committee shall review and determine whether to accept any gifts of tangible personal property in light of the following considerations: a. Does the property further WODC’s mission? b. Is the property marketable? c. Are there any unacceptable restrictions imposed on the property? d. Are there any carrying costs for the property for which the organization may be responsible? e. Is the title/provenance of the property clear?

2. Life Insurance - WODC will accept gifts of life insurance where WODC is named as both beneficiary and irrevocable owner of the insurance policy. The donor must agree to pay, before due, any future premium payments owing on the policy.

3. Real Estate - All gifts of real estate are subject to review by the Executive Committee. Criteria for acceptance of real estate include: a. Is the property useful for the organization’s purpose? b. Is the property readily marketable? c. Are there covenants, conditions, restrictions, reservations, easements, encumbrances or other limitations associated with the property? d. Are there carrying costs (including insurance, property taxes, mortgages, notes, or the like) or maintenance expenses associated with the property? e. Does an environmental review or audit reflect that the property is damaged or otherwise requires remediation?

D. Professional Fees While WODC is happy to offer assistance to attorneys and other professional advisors by providing specific language to be used in charitable giving instruments, it cannot pay any attorney’s or advisor’s fees associated with this work.

E. Unacceptable Gifts WODC reserves the right to refuse any gift that is not consistent with its mission. In addition to and without limiting the generality of, the following gifts will not be accepted

by WODC: 1. Gifts that violate any federal, state, or local statute or ordinance 2. Gifts that contain unreasonable conditions (e.g., a lien or other encumbrance) or gifts of partial interest and property.

3. Gifts that are financially unsound 4. Gifts that could expose WODC to liability 5. Gifts that would result in WODC losing its 501(c)(3) not-for-profit status.

F. Stewardship WODC will be responsible for good stewardship toward its donors by following these guidelines: 1. All gifts will be acknowledged within the required, or otherwise reasonable, period of time.

2. All gift acknowledgement letters/receipts will be prepared by the Managing Director or his or her designee.

3. Gifts to WODC shall be reported in a manner consistent with the standards recommended by the Association of Fundraising Professionals (AFP) or the National Council on Planned Giving (NCPG).

4. Files, records, and mailing lists regarding all donors and donor prospects are maintained and controlled by WODC. Maximum use will be made of information and contacts that members of the board, various volunteer groups, or the staff have with potential donors. Written reports of interviews and solicitations will be maintained in the donor prospect file and/or computer.

5. This information is confidential and is strictly for the use of WODC board and staff. Use of this information shall be restricted to organization purposes only.

Donor has the right to review his or her donor fund file(s).

6. Should the gift be restricted, WODC will provide the donor with a narrative and financial report detailing the activities made possible by their support. This report will be submitted to the donor within 30 days of the completion of underwritten activities.

7. Gifts to WODC and accompanying correspondence will be considered confidential information, with the exception of the publication of donor recognition. All donor requests for confidentiality will be honored.

8. Names of donors will not be provided by WODC to other organizations, nor will any lists be sold or given to other organizations.

G. Conformity to Federal and State Laws The WODC board will assure itself that fundraising activities comply with local, state, and federal laws.

H. Gift Valuations WODC shall follow accepted guidelines for the valuation of gifts such as stock, real estate, personal property, and life insurance that require specific methods of valuation for the protection of both the donor and WODC. Gifts of art, furniture, books, stamps, coins and other collections must have values assessed by properly accredited independent appraisers retained by potential donors for appropriate gift tax credit. WODC shall acknowledge receipt of such properties but must not verify values.

I. Required Reporting of Gifts to the Internal Revenue Service Should WODC sell, exchange, or otherwise dispose of any gift (other than checks, cash, or publicly traded stocks or bonds), within two years after the date of the gift, WODC will furnish the Internal Revenue Service and the donor with a completed Form 8282.

We, Write On Door County, Inc.(hereinafter "Organization"); wish to create a CHARITABLE

FUND (hereinafter "Fund")at the Door County Community Foundation, Inc.(hereinafter "Foundation")to be held and administered by the Foundation's Board of Directors as follows: 1.

The Fund shall be known as the NEXT CHAPTER FUND and shall be identified as such by the Foundation in the course of the administration and distribution thereof.

2.

Distributions from the Fund shall be for the purpose of furthering the charitable mission of the Organization.

3.

Distributions as provided in section two shall ordinarily be made upon the request of the Managing Director the Organization according to the Foundation's Spending Policy. At

Resent the Foundation's Spending Policy is to distribute to charity 5% of th^ average balance of the Fund as calculated over the last 12 calendar quarters. Distributions in excess of the Foundation's Spending Policy, up to and Including distribution of all assets in the Fund, shall require the consent of a two-thirds majority of the Board of Directors of the Organization then in office.

4.

An Administrative Contribution from the assets of Fund will be assessed by the Foundation to further its mission to promote philanthropic giving in Door County. The Administrative Contribution is calculated as a percentage of the average balance of the Fund over the previous calendar quarter. For the first $1 million in the Fund, the Administrative Contribution Is 0.175% per quarter. For the next $2 million. It is 0.15%

per quarter. For assets over $3 million, it Is 0.125% per quarter.

5.

The Fund created by this Agreement shall be administered in and under the laws of the State of Wisconsin, and this Agreement and the validity thereof shall be governed by and construed In accordance with the laws of the State of Wisconsin.

6.

Notwithstanding anything herein to the contrary,the Fund shall at all times be held and administered in accordance with the provisions of the Foundation's Articles of Incorporation and Bylaws all of which are made a part of and incorporated into this Agreement.

7.

It is intended that the Fund shall be a component part of the Foundation as defined in section 1.170A-9(e)(ll) of the Income Tax Regulations and that nothing in this Agreement shall affect the status of the Foundation as an organization described in Section 501(c)(3) of the Internal Revenue Code of 1986 as now enacted or hereinafter amended (hereinafter "Code"); and which is not a private foundation within the meaning of section 509(a) of the Code. This Agreement shall be interpreted in a manner consistent with the foregoing intention and to conform with the requirements of the foregoing provisions of Federal tax laws and any regulations issued thereunder.

1

8. Ail transfers of property under this Agreement are subject to the condition that the Foundation, as of the date of transfer, is classified in good standing by the Internal Revenue Service as an organization described in Section 501 {c)(3) of the Code and

which is not a private foundation within the meaning of section 509(a) of the Code.

Upon such acceptance by ail parties, this will constitute our Agreement with respect to the Fund.

Write On Door County, Inc. P.O. Box 457

Fish Creek, Wi 54212

lauren@writeondoorcounty.org

3/2-0 ”2-0

By: Date

.auren Bremer, Managing Director

C) rXvv'\JL\dai

By: Jen

Date

Santek, Artistic Director

Accepted this

^

day of

DOOR COUNTY COMMUNITY FOUNDATION, INC.

By: Bret N.

4€oyr^^resident

2

j2Qi9.

Write On, Door County Board of Directors Handbook

Professional Staff & Job Descriptions

Artistic Director Jerod Santek accepts the Sandy Brown Award from Open Door Pride on behalf of Write On for his leadership in representing a diversity of artistic voices, June 2021.

31

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 31​st​ 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.

• Attends board and committee meetings, as needed, as a non-voting advisor.

• Responsible for building monthly meeting agendas and supplementary materials in cooperation with board president and committee chairs.

3. Financial Performance and Viability: • Responsible for the fiscal integrity of WODC, to include submission to the Board of a committee 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.

4. Organization Mission and Strategy: • Responsible for building a 12-18 month programming framework in collaboration with the artistic director that simultaneously furthers the mission and generates operational revenue.

• Responsible for a 3 to 5-year rolling strategic plan to ensure that WODC can successfully fulfill its mission into the future.

• Responsible for building a strategic marketing plan to engage a wide audience and build stakeholder relationships.

• Responsible for the enhancement of WODC’s image by being active and visible in the community and by working closely with other professional, arts, civic and private/business organizations. Along with the Artistic Director, build regional and national recognition for WODC. • Responsible for growing and maintaining the WODC Membership program, through continued outreach and programming.

Write On, Door County PO Box 457 ● 4210 Juddville Road Fish Creek, WI 54212 ● (920)868-1457 ● info@writeondoorcounty.org

Write On, Door County Artistic Director Job Description

GENERAL RESPONSIBILITIES This is a full-time, year-round position which reports to the Board of Directors. The Artistic Director works in a collegial spirit with the Managing 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. Educational Programs: • Responsible for effective implementation and evaluation of the 12-18 month board-approved educational plan of the organization.

• Responsible for designing, implementing, and evaluating educational programming that engages youth, adult, and senior audiences according to the strategy outlined by the Board of Directors.

• Responsible for providing Managing Director and marketing staff with information required for engaging membership and past participants in dynamic programming which meets the educational needs and desires of stakeholders.

• Responsible for finding and contracting with teaching artists which align with WODC’s mission and educational plan.

• Responsible for implementing and promoting the Writing on the Door programs including, but not limited to conferences, master classes, and retreats as enumerated in the strategic plan.

• Responsible for working with the Managing Director to budget financial needs and revenue of educational programs.

• Responsible for designing and implementing educational opportunities both on-site and online.

2. Community Programs: • Responsible for collaborating with local non-profit organizations, service organizations, government agencies, and others to provide meaningful programs to identified demographics (youth, adults, seniors), consistent with the mission of WODC..

• Responsible for partnering with administrators and educators at all Door County schools, to present opportunities that encourage writing and reading among K-12 students.

• Responsible for creating educational opportunities for students and community members in the wider regional area to travel to WODC (i.e. Green Bay, Milwaukee, Chicago).

3. Writers’ Residency Program: • Operate the writers’ residency program within an approved plan and budget created with the Managing Director and approved by the Board of Directors.

• Responsible for development and implementation of an equitable residency application process which aligns with the 12-18 month educational plan for WODC. • Pursue and secure funding for the residency program which may include sponsorships, funded residencies, and scholarships.

• Responsible for guiding and curating educational offerings from writers-in-residence which align

with the mission of WODC. • Serve as staff liaison for writers-in-residence and needs 4. Organization Strategy: • Responsible for implementing the programming aspects of the board-approved strategic plan.

• Responsible for reporting monthly to the Managing Director on programming engagement and evaluation, and to attend Board of Directors and committee meetings as needed.

• Responsible for supporting the Managing Director by providing all necessary information and content to promote events and programs.

Write On, Door County PO Box 457 ● 4210 Juddville Road Fish Creek, WI 54212 ● (920)868-1457 ● info@writeondoorcounty.org

Marketing & Community Outreach Coordinator Job Description GENERAL RESPONSIBILITIES This is a full-time, year-round position which reports to the Managing Director. Specific duties include, but are not limited to, the following: 1. Marketing: • Responsible for implementing the board-approved annual marketing plan including branding and strategic vision.

• Responsible for creating and managing all print marketing materials including, but not limited to, brochures and pamphlets, newspaper ads, playbill ads, annual campaign materials, and membership materials.

• Responsible for creating and managing all online marketing including, but not limited to, targeted online databases, Write On newsletters, social media ads, and partner organizations.

2. Online Presence/Social Media: • Responsible for maintaining and curating the Write On, Door County website, including events listings and rotating features.

• Responsible for developing and curating content for Write On’s social media platforms.

• Responsible for maintaining the Facebook Membership page and engaging members with dynamic content.

• Responsible for maintaining the use of online platforms which Write On utilizes.

3. Membership: • In conjunction with the Managing Director, responsible for maintaining and growing a thriving membership base.

• Responsible for communicating with members regarding their membership status, upcoming events, and ways to participate.

• In conjunction with the Artistic Director, plan for and implement events for members only.

4. Community Engagement: • Responsible for developing a volunteer base and leveraging their skills, as a way to engage a wider audience and foster organizational buy-in.

• Responsible for managing the front desk of the Writing Center and engaging with visitors.

• Responsible for seeking opportunities within the Door County and surrounding region for telling the story of Write On, Door County.

• Responsible for seeking opportunities in artistic communities for collaboration.

QUALIFICATIONS • A bachelor’s degree • Strong organizational skills including planning, delegating, resource development • Ability to convey a vision of Write On’s mission to the community • Strong skills related to marketing, social media, and graphic design COMPENSATION Dependent on experience and qualifications - 40 hours/week, year-round. 10 vacation days per year.

HOW TO APPLY Please email a one-page cover letter, resume, and two references to: lauren@writeondoorcounty.org.

Applicants are encouraged to send materials by August 29, 2021.