Process and organizational improvements for the Arizona Historical Society

              I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
Process and Organizational Im. provem. ents
for
The Arizona Historical Society
Arizona Historical Society
Developed by
The Governor's Office for Excellence in Governtnent
State of Arizona
July, 1994 ~*~
~
STATE OF ARIZONA
1700 WEST WASHINGTON. PHOENIX. ARIZONA 85007 • ( 602) 542- 4331
The Governor's Office for Excellence in Government has completed its review
of the Arizona Historical Society. We are very pleased to present to you this report
of findings and recommendations for improvement. The report is the end product of
our review during the period from mid- December, 1993 through April, 1994.
TIMOTHY L. BONCOSKEY
Director
EXECUTIVE OFFICE
July 27, 1994
OFFICE FOR EXCELLENCE IN GOVERNMENT
The Society has recently faced some major obstacles to the full realization of
the mission the Board of Directors has articulated for the Society. There are an
unusually large number of formal interest groups associated with the Society; Board
members and various staff members are expected to cultivate a relationship with
each. This factor adds increased pressure on the Society in achieving its desired
results. Your Board of Directors has taken a great step toward setting a course for
the Society's future through proactive steps, such as the retreat held in February.
This report includes five major recommendations for improvement; each of the
recommendations and affected areas are discussed in some detail. In addition to
these major recommendations, eleven additional priority issues have been identified
which should be developed into the agency action plan. We are very grateful for the
input on the recommendations and issues which you, your fellow board members, and
the Historical Society management staff have provided.
Dear President Brandt:
Ms. Patricia Davis Brandt, President
Board of Directors
Arizona Historical Society
1300 North College Avenue
Tempe, Arizona 85281
FIFE SYMINGTON
Governor
I
' I
I
I
I
I
I
I
I
­I
I
I
I
I
I
I ·
2'
I
It is our belief that through implementing the recommendations discussed in this
report, the Society will further the common goals of all interest groups, while fulfilling
the statewide mission, goals and objectives of the Board of Directors.
Ms. Patricia Davis Brandt
July 27, 1994
Page Two
We met a great number of dedicated staff members during the interview
process, and we found the information shared with us to be very useful in our work.
We are especially grateful for the continuing support we received from you, your
fellow board members, and the executive staff at AHS.
~ nsten . 01 Inl
Office for Excellence in Government
er
Excellence in Government
Sincerely,
We would like to offer our assistance to you in implementing the
recommendations contained within this document. We are also available to assist you
in obtaining the proper training for the agency and invite the Board of Directors to take
part in the training offered by the OEG Institute.
We would like to commend your staff on the successful job of soliciting and
utilizing volunteers in Society programs. While the nature of Historical Society
business is one that perhaps readily lends itself to volunteerism, the staff has been
quite effective, on a number of fronts, in their use of this resource to augment
personnel.
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
TABLE OF CONTENTS
PAGE
Public Funding Policy
Collections Storage and Use
Gift Shop Operations
Public Service Photograph Requests
Vacant Positions
I
I
I
I
I,
I
I
I
~
I
I
I
I
I
I
I
I
I
I'
EXECUTIVE SUMMARY
ARIZONA HISTORICAL SOCIETY -- AN OVERVIEW
BACKGROUND, OBJECTIVES, AND APPROACH
IMPROVEMENT RECOMMENDATIONS
Overall Objectives of Improvement Recommendations
1) Staff Organizational Structure
2) Staff Relationships and Communication
3) Total Quality Management Introduction
4) Fund Development Efforts
5) Board Structure and Governance
OTHER PRIORITY ISSUES AND PROPOSED RESOLUTIONS
Statewide Historical Entity Study
Exhibit Funds Accounting
Exhibit Rental
Budget Authority and Training
Program Budget Submittal
Private Fund Accounting
APPENDIX ( INTERVIEWS, INFORMATION CONTACTS, REVIEW FORMS)
4
5
6
7
12
17
23
28
41
45
I
I
, I
I
I
I
I
I
I
I,
I
I
I
I
I
I,
I ·
I
I
EXECUTIVE SUMMARY
The Office for Excellence in Government ( OEG) has conducted an extensive review
of the mission and operations of the Arizona Historical Society ( AHS), including its
governance, the Society's public service programs and methods of program funding,
and staff organization. OEG has also contacted a number of other states with
historical programs to learn about their structure and operations.
Based on this review, OEG has provided five major improvement recommendations for
the agency and notes several other priority opportunities for operational improvement.
IMPROVEMENT RECOMMENDATIONS
1) Staff Organizational Structure: Establish an " outreach group" 8 which includes
public information, field liaison, and fund development function; the associate director
of agency function as chief administrative officer only; combine maintenance and
custodial duties as a team, and archives and library functions combined as two teams
under a single administration within the Southern Arizona Division; the exhibits
function considered for strategically based association with museum or division
management; certain positions reviewed for classification equity. Objectives: To
better align staff program elements into strategic business units; to facilitate
communication between units; to better pinpoint roles and reporting responsibilities;
to better equate duties and organizational requirements with actual classifications; to
better prepare the agency for implementation of total quality management principles.
2) Staff relationships and Communication: Establish performance objectives;
" vertical" staff meetings; establishment of system of peer and supervisor review;
establish a comprehensive TOM- based communication skills program; full- time
supervisory positions. Objectives: To more closely relate program priorities of the
Board with staff operations; to improve knowledge and awareness about necessary
communication links among staff; to build a sense of esprit- de- corps and unity of
purpose among staff members.
3) Total Quality Management Introduction: Identify and solicit opinions from Society
customers; revisit agency mission; assess current and future resource requirements;
incorporate training available from the OEG Institute; develop an overall quality plan
to insure that continuous improvement becomes a standard. Objectives: To have the
agency recognize and become accountable to a broader customer base; to have a
continuous improvement culture which will accomplish, for individual employees, the
following: knowledge and understanding of a common vision and set of program
priorities; committed and trained to recognize improvement needs; and equipped and
empowered to effect improvements.
4) Fund Development Efforts: Establish a fund development position; develop plans
for and coordinate all fund raising efforts between the currently fragmented fund
raising organizations; provide training in fund raising techniques; increase the Board
of Directors activity in fund raising. Objectives: To increase the coordination and
effectiveness of fund raising efforts to augment and supplant state funds, insure
accountability of fund raising efforts to the AHS Board.
5) Board Structure and Governance: Gubernatorial appointment to the Board of
Directors from nominations generated by the Society; business and professional
historical representation on the Board; increased Board activity in planning and
prioritizing staff programs; clearer definition of chapter board roles in support of the
State Board. Objectives: To strengthen the relationship between this executive
agency and the state's chief executive, yet retain the agency's unique mission focus;
to better unify the State Board through a clearer definition of the supporting role of
the chapters; to promote a closer relationship of the State Board with its staff and
programs.
OTHER OPPORTUNITIES FOR OPERATIONAL IMPROVEMENT
General
• The feasibility of combining administrations or more closely coordinating the
work of several state entities involved in historical preservation work should be
examined.
Exhibits
• The Society should ensure that all staff paid through restricted funds or grants
properly charge time spent on projects other than those of the grantor.
• The feasibility of exhibit development for rental to other museums within and
external to Arizona should be explored.
Finance/ Budget
• Increase information sharing regarding the utilization of budgeted funds; training
regarding budget expenditures and reporting formats should be increased.
• The Society should begin submitting budget requests in the " program" format,
• The Society should have all private funds moved to the State's new service
bank and administered through the Treasurer's Office.
• A public funding policy should be developed to identify the areas the State is
willing to fund.
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
, I
· 1
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I
I
I
Museum/ Program
• A possible increase in the frequency of use of Society collections for exhibitions
( SAD) should be considered and their preservation conditions ( NAD) evaluated.
• The possibility of incorporating better business methods into the Society's gift
shop operations should be researched.
• The Society should examine procedures to shorten turn- around time in
processing public service photograph requests.
Personnel
• The Society should abolish unneeded vacant positions and eliminate any
" double- fills" .
ARIZONA HISTORICAL SOCIETY -- AN OVERVIEW
The Arizona Historical Society came into being in 1884, in Tucson. The Society, then
called the Society of Arizona Pioneers, was comprised of a small group of saloon
keepers, merchants, freighters, and other citizens of both Mexican and Anglo heritage
who were concerned that memories of the territory's history would soon slip away
without a concerted focus on preservation. To begin an historical collections effort,
the early members encouraged each other to contribute photographs, books, memoirs,
and other materials to the society, in order to preserve the history of their lives and
of the territory.
At the turn of the century, the territorial legislature reorganized the Society into the
Arizona Pioneers Historical Society and appropriated $ 3,000 for expenses. The
historical secretary became the first paid employee, and simultaneously wore the hats
of archivist, editor, publisher, librarian, and clerk.
The first permanent location of the Society was on the campus of the University of
Arizona during the 1930' s and 40' s. In 1955, the Society moved to its present
building adjacent to the campus. The building was expanded in 1963 and again in
1975. In 1971, the name of the Society was again changed to, simply, the Arizona
Historical Society.
Today, the Society has about 3,500 members; membership is open to any individual
who is interested in the history of Arizona, the West, and northern Mexico. Annual
membership dues begin at $ 25. The Society is governed by a thirty member Board
of Directors elected from the membership- at- Iarge. It employs more than 60
professional staff members, the majority of whom are funded from state General Fund
appropriation dollars, the remainder from a variety of grant and private donor money.
The paid staff is augmented by a substantial group of several hundred volunteers. A
number of historical education and outreach services from the Society are offered
throughout the state, serving over 150,000 students. These programs are
coordinated through the museums in Phoenix, Tucson, Yuma and Flagstaff ( the
Phoenix museum is not yet open to the public).
The current mission of the Arizona Historical Society, as adopted by the Board of
Directors, is to collect, preserve, interpret, and disseminate the history of Arizona, the
West, and northern Mexico.
4
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
, I
, · 1
' I
I
BACKGROUND, OBJECTIVES, AND APPROACH
At the request of the Governor's Office of Strategic Planning and Budgeting, the
Office for Excellence in Government ( OEG) conducted a review of the structure and
operations of the AHS. Structural recommendations have been proposed along with
recommendations for operational improvement. The Historical Society Board and staff
have concurred with and supported this review.
OEG approaches each agency review with the objective of assisting agencies with the
identification of areas within their structure and operation where improvements can
be made and Total Quality Management ( TQM) principles can be applied. Consistent
with those principles, OEG offers recommendations for increased customer
satisfaction, cost reductions in delivering service and agency strategic planning and
organizational alignment.
Utilizing interview and analysis techniques, a team of two OEG Analysts began the
review in December of 1993. Nearly all staff members, selected Board members,
selected former employees, volunteer workers, museum patrons, and members of
fund raising entities associated with the Society were interviewed. A number of state
museums and historical societies in other states were also contacted for
benchmarking purposes. Both State and Chapter Board meetings were attended. * The
review team attended portions of several museum docent- led tours. Each of the
society's four museums was visited.
The purpose of the interviews was to gain an understanding of the mission of the
agency, the specific purpose of each section, and the work processes within each
section. Additionally, interviews allow the staff to share their ideas and
recommendations for improvement.
Most of the recommendations in this report are, to some degree, dependent on each
other; indeed, some cannot be successfully implemented without incorporating
changes proposed in other recommendations. Accordingly, it will be important to
carefully consider the priority and sequence of implementation. OEG is available to
assist in both training and implementation of these recommendations.
* During the course of this review, much of the time devoted to State Board meetings
was spent in discussions on the deteriorating AHS Foundation/ AHS relationship. Thus
a first- hand look at more typical business of the Board was not possible, although all
~~ ~ h~ ~ t IhH~ ho~ ~;~~ ~ ... ~~ ~~ Q~~" rl ~~~+:~~ If'! l - F~,' U.. T'~ '~ J"'" I,~ 1~"~ 1 1 00') +~ + h~ !"'""! F!""~!""!'~+ .",,!,~,!,,~
,.." \ o,! IV'. ,..,,,,,,,..,=~ velv,",,, i~"'!"",,",,,,,,,, '\ J~ """,,~, 1loolt 1I''-' V'''''' t2IoJ ,."", t~, "" 1i • ...,..., ""...., ~. t"'" ""'''''"' 101''"''''' V"' vl""
reviewed in order to gain a more complete view of Board deliberations and operations.
5
IMPROVEMENT RECOMMENDATIONS
-- OBJECTIVES--
Although recommendations for improvement fall into several discreet areas for
purposes of understanding and implementation, the recommendations should be
viewed as helping to achieve a number of specific objectives for the Arizona Historical
Society and its staff. These objectives are as follows:
Strategic Objectives:
The introduction and practice of a consistent, routine planning process within the
Board of Directors.
A closer structural and operational tie between the Society's Board of Directors and
its staff, with appropriate respective role definition, so that program plans and
initiatives can be more effectively carried out by staff, yet monitored by the Board.
An Agency Board of Directors structure which effectively reflects and represents
patrons and other customers, as well as its two primary constituencies: Society
membership, including, by extension, membership in local historical societies, and the
chief executive of the state.
An increased Statewide focus for all those involved with the Society at every level.
The Society should be seen as one entity, not a confederation of societies, even by
those whose efforts are division/ museum/ chapter specific.
Operational Objectives:
An assurance that both private funds, held by the agency or external fund raisers, and
public funds are available and used to directly benefit the Society's plans as
established by the Society's Board of Directors.
Society operations characterized by the principles of Total Quality Management.
A staff organizational structure which is aligned, as much as possible, along strategic
business unit definitions.
Staff performance standards mutually developed and routinely measured at all levels.
6
I
I
, I
I
I
I
I
t
I
I a I
I
I
I
, I
- I
" I
I
I
I
I
I
I
I
I
I
I
I ,:
I
I
1\
I
I,
1/
I ·
I
1) STAFF ORGANIZATIONAL STRUCTURE
CURRENT SITUATION
The current organizational structure of the Arizona Historical Society is shown in
Exhibit I,
The Executive Director, hired by the Board of Directors, is responsible for leading all
of the Society's staff employees, According to the personnel description
questionnaires ( PDQ's) which describe the duties of the Executive Director, the
Associate Director and the Division Directors, the Executive Director supervises each
of the Division Directors in matters of " policy"; the Associate Director supervises the
Division Directors in matters of " administration." The Associate Director, in addition,
is in charge of the agency in the absence of the Executive Director.
The Associate Director's actual duties and work time revolve around the function of
chief administrative officer for the agency. In that role, the position supervises the
accounting, personnel, risk management, membership, and contracts functions. This
position also supervises the field service/ local society liaison functions.
Division Directors are the managers, respectively, of four geographically based, multi­service
groups, and two program specific, statewide services: ( 1) Exhibits and ( 2)
Publications. Each regional division of the Society manages a museum open to the
public at no charge, although visitor donations are encouraged. * Each of these
divisions also has a multi- faceted set of services for the public, including educational
seminars, lectures and learning " events", and a library of books, manuscripts, and
photos.
The Southern Arizona Division is divided into five departments, each with its own
department head. The departments and number of FTE's are Museum ( 5.1),
Education ( 2.7), Archives ( 2.5), Library ( 6), and Division Administration ( 6.2), which
also includes custodial and receptionist support. The building houses Southern
Arizona Division and its programs as well as the Publications Division, a portion of
Exhibits Division staff and the agency administration staff as well.
Building maintenance work in the Southern Arizona Division is separated from the
custodian work; each is also supervised by different positions ( The custodial function
is supervised by a part time position).
* Tho roni',.",, 1 II ";" 7nn"" ni\ li~ inn'." !\ A~,. lo\! r,., r\ 1- o,. !\ A! !( Oo, ,,..,.. h,.,(" ... ,, 1- "" T " ... ,.., ... ..,,- 4 ;~~;..,. "-";..,.~; ... ;, ...... ; .--.; ow ...... ;..,,; ....... o-;":,;. w;.;,,,,;.;, "'" .... ;; ...... ~" v7 __~~ ........ ~ ......... ~ ilil w,__ ,,_ to. tV'" ...., t-'-,! .... ~.
7
The Central Arizona Division has a staff of ten, with more individuals expected to be
added as the museum comes on line and is open to the public; 4,5 new FTE's have
been approved in the FY 1995 budget appropriation. Part of the staff includes
maintenance and receptionist support for the unopened museum building.
The Rio Colorado Division staff consists of four individuals ( 3.45 FTE); curator,
secretary, a part time janitor, and the director.
The Northern Arizona Division consists of three employees ( 3.0 FTE); curator,
secretary, and the director.
The Exhibits Design Division is housed within the Marley Center Museum, with staff
presently in both Phoenix and Tucson. In addition to managing contracts for outside
exhibit builders, staff construct and install exhibits as well as develop initial designs.
This division includes a total of nine individuals ( 8,75 FTE), including the director
( 3,75 of which are funded by grants). Five staff members and the director are housed
in Phoenix, the remaining three are housed in Tucson.
The Publications Division, housed in Tucson, is staffed by five individuals ( 3.23 FTE)
including the director. This division is responsible for publishing the Journal of Arizona
History, along with various other historical books, publications and manuscripts about
Arizona history.
Approximately 24 percent of the Arizona Historical Society staff is privately funded,
IMPACT
Interviews with the staff reveals some confusion over the divided primary authority
between the Executive Director ( staff policy matters) and the Associate Director
( administration matters),
Tt18 small departments within the Southern Arizona Division encourage balkanization
of activities within the division, manifested by narrow departmental views and little
natural communication between the small units. The separation of the custodial and
maintenance functions and the custodial leadership exercised through a part time
administrative assistant inhibits consistent planning, project priority setting, and
establishment of back- up assignments.
An integral part of the museum's functioning, if not the central part, is the museum's
exhibitions component. In an attempt to utilize exhibit design, construction, and
installation skills statewide on an " as needed" basis-- in itself, a laudable goal-- the
consolidation of these resources has led to some difficulties in the area of
communication between the exhibits staff and individual museum management,
8
I
I'
I
I
I
I
I
I
I
I
I
I
I
il
I
, I
, I
" I
I
I
' I
I
I
I
I
I
I
I
I
I,
I,
I
I
I,
I,
I'
I
Some of the positions allocated to specific classes within the Exhibits Design Division
are not currently assigned duties reflective of the classification; in other cases,
positions with like duties are allocated to different classifications.
RECOMMENDATION
OEG recommends the following adjustments in organizational structure and position
responsibilities to more closely align strategic business functions and more effectively
carry out the Society's mission:
Administration
OEG recommends that a new Development and Outreach Group, potentially named
" Community Relations Group", be established under the leadership of the Executive
Director. This group's mission would be to focus agency- wide attention on fund
development, program marketing and assistance; it would combine the existing Public
Information Officer with a new Fund Development position. The Society should
consider placing the Field Services Officer within this group to utilize the statewide
contact this position has developed. This recommendation is further developed within
the Fund Development recommendation.
The Associate Director position functions as the agency's chief administrative support
officer and should be placed as manager of an administration division or section. This
position should be reviewed for proper classification based on its duties as manager
of this division.
OEG does not recommend the permanent role or title of Associate Director for this
position. In the instances where the executive director is not available to lead the
agency, we recommend that the executive director appoint one of the Division
managers to this post for any such temporary absence period.
Exhibits Design Division
Because of the current need for resource focus in creating, constructing, and
renovating exhibits for the two metropolitan museums, no current change in the
Exhibits Design Division structure is recommended.
Once the exhibits have been completed at the Marley Center Museum, and the current
renovation plans for the Tucson Museum have been completed, a reassessment of the
advantages and disadvantages of the current Division level structure should be
undertaken. At that point, conditions may warrant a more strategically aligned
exhibits function, in which exhibits activities are managed under individual museum
{ d! vision} direction, ! nformal agreements should be in place to provide technical
9
assistance and support to the Rio Colorado and Northern Arizona museums, as
dictated by the Society's Exhibit Plan.
If the current consolidation of the Exhibits Design Division is retained, OEG
recommends a current exhibit staff member be designated as a coordinator between
the museum director's and the exhibit staff for day- to- day operational issues. This
coordination is critical to maintaining the leadership of the museum director with
respect to the exhibits within the museums.
The agency should request a State Personnel review of the duties of the Registrar
( who is currently assigned to the Exhibits Design Division) as well as the two graphic
design positions to confirm that these positions are correctly allocated to their current
classifications.
Publications Division
No organizational change in the Publications Division is recommended.
Southern Arizona Division
The building maintenance technician position should be joined with the two custodian
positions to form a building maintenance team. The building maintenance position
should be the team leader: the added supervisory duties are within the current
classification specifications of the Building Maintenance Technician position.
Further, we recommend that the now separate Archives and Library Departments be
combined under one department manager with two teams: ( 1) the photo and
manuscript archival functions and oral history projects organized into one team with
a lead archivist as team leader and, ( 2) the librarian functions organized into a second
team with a designated lead librarian as team leader.
Central Arizona Division
OEG recommends that when the Marley Center Museum is fully open that a staff
alignment assessment of the Central Arizona Division occur; until then OEG
recommends no change from the current structure or from the plans for integrating
newly authorized staff within that structure.
Northern Arizona Division
OEG recommends no organizational change in the Northern Arizona Division.
10
I
I-I
I
I
I
I
I
I
I
I
I
' I
I
I
" I
, I
" I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I
I"
I
Rio Colorado Division
We recommend no organizational change in the Rio Colorado Division.
Note: The proposed agency organizational alignment is shown in Exhibit II.
BENEFITS
The grouping of the Southern Arizona Division library and archives programs aligns like
functions and professional expertise, yet allows for the communication between
related teams to occur under one Library and Archives manager.
The organizational adjustments which are recommended better align the staff program
elements into strategic business units, thereby'facilitating communication among like
functions and more clearly pinpointing program roles and reporting responsibilities,
The structure also better accommodates implementation of the recommendations in
this report relating to staff communication and the initiation of total quality
management practices ( Recommendations # 2 and # 3).
IMPLEMENTATION
* Establish and communicate sequencing dates for realignment.
* Work with State Personnel Division to reclassify, if needed, positions affected
by the realignment,
* Work with State Personnel Division to review present classification allocation
of selected positions.
11
mX
I
OJ
-- l
.....
EXISTING ORGANIZATIONAL STRUCTURE
ARIZONA HISTORICAL SOCiETY
BOARD OF DIRECTORS
EXECUTIVE DIRECTOR
EXECUTIVE
SECRETARY
ASSOCIATE
EXECUTIVE
DIRECTOR
I
RIO COLORADO
DIVISION
DIRECTOR
NORTHERN ARIZONA
01 VISION
DIRECTOR
EXHIBIT DESIGN
DIVISION
DIRECTOR
CENTRAL ARIZONA
DIVISION
DIRECTOR
.."... _.-
SOUTHERN ARIZONA
DIVISION
DIRECTOR
........ .. - .....
PUBliCATIONS
DIVISION
DIRECTOR
.. - - .... - ..
_... _... .' ~ .. - - .. .. - - • - ..... • ..
EXISTING ORGANIZATIONAL STRUCTURE
ARIZONA HISTORICAL SOCIETY
PUBLXCATXONS DXVXSXON
RXO COLORADO DXVXSXON NORTHERN ARXZONA DXVXSXON
DIRECTOR
I
I I
ASSISTANT
EDITOR SECRETARY
ADMXNXSTRATXON DXVXSXON
ASSOCIATE EXECUTIVE
DIRECTOR
1
I ADMINISTRATIVE
COMPTROLLER ASSISTANT
I 1
ACCOUNTING SPECIAL SERVICES
TECHNICIAN OffICER
r 1
ACCOUNTING fIELD SERVICES
TECHNICIAN OffICER
DIRECTOR
I
I i
CURATOR SECRETARY
EXHXBXT DESXGN
DXVXSXON
DIRECTOR
PHOENIX TUCSON
I I
ADMINISTRATIVE EXHIBITS
ASSISTANT COORDINATOR
I I MUSEUt. l
PREPATOR II
MUSEUM
I PREPATOR II
t. lUSEUt. l I PREPATOR I
GRAPHIC DESIGN
I TECH I
GRAPHIC DESIGN
TECH I I
!
EXHIBIT
RESEARCHER
ECTOR
I
SECRETARY
, ITOR c:
c:
I
CURATOR
m ><
I
ro
- l
N
EXISTING ORGANIZATIONAL STRUCTURE
ARIZONA HISTORICAL SOCIETY
SOUTHERN ARXZONA DXVXSXON
DIVISION DIRECTOR
m ><
I
m
:~
(;.)
MUSEUM DEPARTMENT
HEAD
EDUCATION DEPARTMENT
HEAD
LIBRARY DEPARTMENT
HEAD
1
~ NI STRATI~ I I ASSISTANT
ARCHIVES DEPARTMENT
HEAD
PUBLIC INFORMATION
OFFICER
-. t ......._ - -- lilt - - ,...... - • - ... - - ..
_.~ -,'. ..... .. '-- ....... - . - ... - - :-
m >< ::: r:
OJ
- 1
. p.
EXISTING ORGANIZATIONAL STRUCTURE
ARIZONA HISTORICAL SOCIETY
CENTRAL ARXZONA DXVXSXON
DIRECTOR
MUSEUM DEPARTWENT
HEAD
EDUCATION DEPARTMENT
HIEAD
LIBRARIAN/ ARCHIVIST BUILDING MAINTENANCE
TECHtHCIAN
ADMINISTRATIVE
ASSISTANT
f
COLLECTIONS
MANAGER
I [....,.... ASSISTANT
CURATOR ­EDUCATION
RECEPTIONI Sf
COMMITTEES:
PROPOSED ORGANIZATIONAL STRUCTURE
ARIZONA HISTORICAL SOCIETY
CHAPTER
BOARDS, ~ SOCIETY BOARD OF DIRECTORS
SAD
CAD
NAD
RCD
COLLECTIONS
EXHIBITS & EDUCATION
PUBLICATIONS
PERSONNEL
fiNANCE
DEVELOPMENT
MARKET! NG
PROPERTY & BUILDING MANAGEMENT
m >< I
ro
- I
.....
REGIONAL SERVICES
ADMIN . ­SECRETARY
EXECUUVE
DIREClfOR
~ COMMUNITY
OUTREACH
fUND DEVELOPMENT & MEMBERSHIP
fiELD SERVICES LIAISON
PUBLIC INFORMATION
STATEWIDE SERVICES & SUPPORT
I
SOUTHERN
ARIZONA
DIVISION
MUSEUM
LIBRARY/ ARCHIVES
EDUCATION
I
lClENTRAl
ARIZONA
DIVISION
MUSEUM
LIBRARY/ ARCHIVES
EDUCATION
I
NOR'!' lifRN
ARUONA
DIVISION
MUSEUM
OUTREACH SERVICES
RIO COLORADO
DIVISION
MUSEUM
OUTREACH SERVICES
I
ADMINISTRATION
ACCOUNTING
PERSONNEL
CONTRACTS
TRAINING
I
PUBLICATIONS
JOURNAL
BOOK/ MANUSCRIPT PUBLICATIONS
I
EXHIBITS
MUSEUM COORDINATION
RESEARCH
DESIGN
PREPARATION
-' ... .. - - .. .'. _... ..... - • - ... - - '.
_.~ •.- - ... - - - .... - • - .... - - PROPOSED ORGANIZATIONAL STRUCTURE
ARIZONA HISTORICAL SOCIETY
mX
I
OJ
- 1
ADMXNXSTRATXON
DXVXSXON
ADIUNISTRATOR - ADMIN
ASSISJANlI"
I
I I
COMPTROLLER ADMINI STRATIVE
SERVICES OffICER
I
I I
ACCOUNTING ACCOUNTING
TECHNICIAN tECHNICIAN
NO ORGANXZATXONAL
CHANGE!
CENTRAL ARIlONA DIVISION
NORTHERN ARllONA DIVISION
RIO COLORADO DIVISION
EXHIBITS DIVISION
PUBLICATIONS DIVISION
N
SOUTHERN ARXZONA DXVXSXON
ORAL HISTORY PROJECT O. S FTEs)
PI10TOGRAPHFR
ADMIN ASSIST.
DIRECTOR t- ClfRK-! YPIST
RECEPTIONIST
IoIUSEUW EDUCATION lIBRARYI ARCHIVES
CHIEF CURATOR MANAGER MANAGER
( MANAGER)
- I I I I
~ iONS I EDUCATION
FR CONSERVATOR CURATOR SECRETARY
I r I I ARCHIVES I I TEAM LEADER TEALMIBRLAERAYDER
;~ fREMONT HOUSIi:
OR CURUOR
2) STAFF RELATIONSHIPS AND COMMUNICATION
CURRENT SITUATION
Individual interviews with virtually all of AHS staff reveal a wide variance in the
perception of Society objectives and what is needed to better attain those objectives,
Staff, at the mid- management and non- management levels, were nearly unanimous
in the opinion that communication issues within the organization contribute
significantly to a lack of agreement on objectives and a lack of enthusiasm, in some
parts of the organization, to unite resources to attain specific project goals.
While interviews of staff members ( both current and former) and Board members
revealed many issues, the communication and relationship- based concerns can be
summarized into four themes:
1) A general lack of information from agency management level
transmitted to other levels of the organization regarding the reasons
behind various operational decisions,
2) An inability or unwillingness to apply common interpersonal skills in
supervision and management of employees,
3) A lack of consistent collaboration between staff members
representing specific program elements of the organization in developing
cross- program plans and projects,
4) Unclear roles and responsibilities with respect to the completion of
projects, The staff appears to engage in " turf protection", between
divisions and lines of authority, to the point of allowing projects to suffer
due to the lack of a " team" focus and " project" goals.
In addition to the interviews, a review of the work activities and a review of various
documents and memoranda reveal that:
1) There exists, on the part of many managers and supervisors in the organization, a
pervasive lack of exposure to modern communication techniques and concepts and
knowledge of how to incorporate these into an effective, motivational management
style, This issue displays itself in a lack of information sharing, lack of follow- through
on commitments, lack of two~ waycommunication accountability, and an over- reliance
on written communication instead of using written communication as necessary to
document more informal interchanges.
2) AHS administration has been inconsistent in uniformly applying the Employee
Performance Appraisal System ( EPAS). A number of employees, therefore, do not
12
I
I
I
I,
I
I
I
I
I
I
I
I
I
I
I
I
· 1
' I
I
I
I,
I
I
I
I
I
I
I
I
I
I
I
I
I,
I
I
I
have written job duties, nor a history of job performance evaluations. Even more
glaring is the absence of written job objectives and performance evaluations for the
entire executive management team ( Executive Director, Associate Director, and six
Division Directors). OEG finds no indication that the Board of Directors has ever
formally evaluated the individual holding the position of Executive Director. By statute
the Board is responsible for the employment of this position and by policy, it is
responsible for the evaluation.
3) There is a lack of knowledge among many of the staff about common personnel
rules and procedures, and of procurement rules and regulations.
4) Management and supervisory training programs are nonexistent in the agency, nor
is there any individual or program performance standards in place which have been
adopted by the agency as a whole.
5) There exists an over- reliance on the skill/ professional knowledge base of some
managers and supervisors as a replacement for project management and general
communication skills. Thus a number of supervisors and managerial positions are held
by individuals with little or no ( or outdated) knowledge in project management or
employee leadership. In a few instances, the agency has positions, which are less
than full- time, functioning as supervisors of other full- time employees.
IMPACT
The absence of individual performance criteria for most of the key staff in the
organization may be one of the reasons why the Board of Directors does not appear
to exercise the level of accountability for the staff and programs required for efficient
operations. The impact of this situation is that the Board is quite insulated from any
communication or performance problems developing between or among staff
members. While a Board too involved in staff management, for example one which
undercuts the operations direction of the chief executive officer, is demoralizing and
counter- productive, the insulation of the Board from standard policy- setting and
standard monitoring certainly inhibits wide- spread program knowledge and interest on
the part of Board members. There is a fine line between a proper level of supervision
and micro- management of the staff and programs.
The lack of knowledge among staff of rather basic personnel and procurement
procedures, coupled with the limited information distribution within the agency,
arouses unnecessary and frequently incorrect suspicions on the part of those staff
distant from decision- making, yet affected by the decision results. The inability or
unwillingness on the part of some managers in the organization to incorporate strong
interpersonal skills as part of a management style, and the lack of organizational
vehicles for consistent two- way communication among managers anrJ emr1oypec: has
contributed to pockets of low morale and various unresolved complaints.
13
The lack of performance measures covering much of the employee's individual and
team oriented work tasks contributes to morale problems. The lack of a system of
accountability to upper- level management and the Board and the lack of a basis from
which to acknowledge and address morale issues, leaves policy setters with no way
to attribute lack of performance to any cause.
Supervisors and leaders working less than full- time are unable to render the complete
assistance and evaluation for their employees that these employees and the agency
require and deserve.
Written communication is sometimes used for finger pointing and blame shifting
among staff members.
RECOMMENDATION
OEG recommends that performance objectives, including measurable criteria, be
established by the Board in writing for each of the agency's executive management
team. These objectives should carry out the program planning goals and objectives
established ( and periodically revisited) by the Board of Directors. Agency
management should include, under the new organizational structure, the Executive
Director and each of the program managers in the Central, Northern, Rio Colorado,
Southern, Exhibits, Publications and Administration Divisions.
The performance objectives for the Executive Director should be set by the Board of
Directors, through its committee structure; the objectives for the remainder of the
management staff should be set by the Executive Director with the concurrence of the
Board of Directors.
OEG recommends the following: ( 1) one or more objectives relating to staff
communication improvements and, { 2l the incorporation of total quality management
practices included in the list of performance objectives prepared for each member of
the agency management. The established objectives should be evaluated on a regular
basis.
We strongiy recommend that a peer review and review of supervisor system, whereby
leadership and team., wmk practices are evaluated by employees, be incorporated
within the objectives monitoring process. Sample formats, which can be customized
as desired, are included within the appendix of this report.
In addition to the communication objectives mentioned above, we recommend that
the Executive Director hold periodically scheduled " vertical" staff meetings with the
employees. Vertical staff meetings are information- sharing sessions with
representatives from a vertical cross~ sectionof the organization. In a smaller agency
such as the Historical Society it may be possible for all, or nearly all, employees to
14
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
cl
, I
" I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I­I'
I
attend in any given location. Employees attending these meeting should be rotated
to provide the opportunity for all to attend. Typical topics might include upcoming
events and program schedule review, board of directors' actions and general updates,
upcoming training notices, recent agency- wide impact decisions and, to the extent
possible, the reasoning behind those decisions, and any number of other agency- wide
interest topicso ..
In addition to the total quality management training, addressed in the Total Quality
Management Introduction recommendation, the agency must place priority on
carefully integrating this training with training on interpersonal skills and management
development.
OEG recommends that the Executive Director's staff leadership role be exhibited
clearly as a bridge between Board policy direction and staff execution, exercising
leadership by facilitating communication between these two elements and
simultaneously helping ( and relying on) program managers and work teams to make
decisions within the framework of that policy.
We recommend that any positions which have supervisory or management
responsibility be given full- time status; additionally, we recommend that management
and supervisory individuals spend as much time physically in their work areas as
possible.
BENEFITS
Objectives and performance criteria, related closely to the program plans of the
Society's Board of Directors and staff management issues, will bring a closer
integration of policy and operations to the agency. As a consequence, the agency can
more easily measure progress in meeting its planned goals.
The " vertical" staff meeting provides an expected forum for two- way information
sharing. The short term benefit is an increase in information and knowledge among
all staff, and consequently an increased awareness of Society mission and
.. For example, using the current AHS organizational structure as an example, a vertical
staff meeting held in Tucson would include one or more employees from the SAD
director's immediate staff, one or more of the department directors, one employee of
each of the SAD departments, and one employee from the administrative area. Thus
representative employees forming a vertical " slice" of the organization are able to
exchange information with the director of the agency, and are then able to carry back
information to the remainder of the employees in the organization they represent.
Employee attendance can be rotated at subsequent information meetings. Care must
hA t:: lk~ n to ;: jvoirj n~ ttino into detailed oroblem solvino s~ c: sionc: h~ st handl~ d hv _ _ _._- -- " _. _ _. --- - --"-._- -'--""'- --- _.. i
appropriate first line supervisors or managers.
15
purpose; a longer term and probably even more important benefit is esprit- de- corps
building among all employees.
Management skills training, focusing on interpersonal communication, team building,
and project management, will improve internal employee relations, including
management/ staff relations, and heighten satisfaction levels of both employees and
Society customers,
Consistent and constant feedback relating to performance achievement permits all
employees to gain confidence in their work and allows them to remain focused on
agency and individual job goals.
IMPLEMENTATION
* Adopt ( Board of Directors) written performance plan for Executive
Director based on Society Program Plan. Performance plan should
include staff communication elements as well as Board/ Executive
Director communication elements.
* Develop, with input from Board of Directors, performance plans based
on Society program plans for each of the management staff members.
*' Develop a comprehensive staff development plan for the agency. This
plan should include specific schedules for the delivery and method of
training, It should be developed with the assistance of the OEG Institute
and reviewed and adopted by the Society Board of Directors. It is critical
that all training follow an agency staff development plan and be closely
linked to the individual working environment within the agency.
* Develop and/ or update employee performance assessment system
( EPASl for all employees.
16
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
· 1
' I
I
I
I
Ii
I
I
I
I
I
I
I
I
I
I
I
I
I,
I
I'
I
3) TOTAL QUALITY MANAGEMENT* INTRODUCTION
CURRENT SITUATION
The knowledge and practice of TOM within the Society as a whole, as part of an
organized and conscious objective, is virtually non- existent. Staff interviews and
conversations in virtually all instances revealed no knowledge about the concepts or
their use in other public or private organizations. Some effort has been made in the
past to heighten the strategic planning process. These efforts have not been
sustained.
There is no focused training program of any kind within the organization. Neither
training in TQM concepts and tools ( such as agency visioning, customer assessments,
strategic planning, management skills, and employee empowerment), nor employee
job/ management skills training are evident.
IMPACT
The lack of a process by which agency staff and management communicate an
understanding of the agency's vision and program priorities leaves many individuals
sequestered within their own job responsibilities and unable to understand their role
in the statewide efforts of the Society.
In the competitive environment the Society now faces, the lack of awareness of
customer expectations and needs places the Society in a position to lose a great deal
of support. No process exists to solicit, identify or act on customer feedback
regarding the products/ services provided by the Society.
With the current lack of training and employee development, as well as the lack of
performance and accountability requirements, the agency has no way to uniformly
improve staff, and thus provide an improved product to customers.
* Total Quality Management ( TOM) is an integrated management methodology which
seeks to align employee activities and organizational functions into a continuous
improvement, customer satisfaction focus.
This focus is achieved within an organization through clear vision and agency mission
focused on commitment to satisfying customer needs. These commitments set the
stage for the application of a variety of work improvements, simplification techniques,
customer awareness training, the utilization of customer feedback, strategic planning
via goa! setting and goa! attainment monitoring, and the establishment of e~ p! oyee
empowerment to effect improvement changes.
17
RECOMMENDATION
The Society Board and its staff should join the many other state agencies in
recognizing the importance of institutionalizing a TOM culture. OEG recommends the
Board of Directors, the Executive Director and the Society staff dedicate themselves
to a managerial and operational training program which incorporates and exhibits the
elements of TOM.
BENEFITS
It is important for the Society and its staff to recognize that while there are many
short term benefits to incorporating TOM within an organization, a true realization of
overall improvement does not take place without constant attention and application.
Indeed one of the precepts of TOM is that " continuous improvement" must become
a permanent descriptor of organizational and employee life.
Planning efforts including development of long range and short range goals are critical
to alleviating many of the communication and management issues which have arisen
within the agency.
Shorter term benefits which can result are as follows~
A short range program plan for the agency which defines objectives and
schedules for achieving those objectives;
Shorter cycle times in completing work processes;
A baseline measure for customer satisfaction with the agency.
longer term benefits which result from a careful and consistent application are as
follows:
Improved trust of the leadership team by agency employees;
A long range strategic plan for framing issues of concern and dealing
with those issues;
More control by line employees and their supervisors in defining, measuring,
and rewarding expectations;
Gradual improvement in customer satisfaction and support levels;
A continuous improvement culture whereby individuals involved in a work
process know and understand the agency's vision and program priorities, are
18
I
I
I
I
I
I
t
I
I
I
I
I
I
I
I
" I
· 1
' I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I ·
I'
I
committed and trained to recognize improvement needs, and are equipped and
empowered to effect the necessary improvement actions.
IMPLEMENTATION
A number of steps should be taken to immediately begin the process for a
comprehensive incorporation of TOM concepts and principles within the organization.
The action steps are related to, and dependent on, the improvement recommendations
listed in other sections of this report.
The implementation steps outlined here represent a recommended path for beginning
the journey to institutionalize TOM practices within the Arizona Historical Society.
Both the State Board of Directors of the Society and the Society staff have important
roles to play in implementing TOM throughout the agency.
Board of Directors Decision Areas
When the Board of Directors, through its Executive Committee, becomes more active
in its planning and policy setting roles as outlined in this report, it will, by virtue of
those activities, be establishing a foundation for TOM introduction within the agency.
Key elements of the planning steps that form a basis for " changing the culture" and
monitoring the continuous improvement process are the following:
1} Identifying and surveying the Society's customer groups about the quality of the
Society's present programs and patron wishes and desires for future services. This
information will be needed by the Board for strategic planning.
2} Revisiting, redefining ( as necessary), and communicating the Society's mission.
3) Creating a long term vision of how the Society will operate.
4} Assessing physical resources and resource support capabilities to meet future
service level needs; determining priorities and schedules to address these needs.
5) Adjusting Board structure to adopt a closer and more program comprehensive tie
with services administered by the staff.
Action and Training
After the above steps are completed by the Board of Directors ( with the assistance
of staff, as appropriate), a number of activities should be undertaken by the agency
fHnnlnVAAS and their le;: lderc; ThA fnl! O\/ lJinn items ;: IrA : q ~' Imm: qrv of vov olornonT « :" -.-- '" - i-'--- ~ _. - . -- - - --- v ----""- --- - -_.- ...._', _. ---, _ Y_'.'_.~""-
which should be incorporated.
19
1) Begin with Quality Awareness Both the Board of Directors and the leadership
team comprised of the Executive Director and Division Directors, will be given an
opportunity to attend sessions designed specifically for their respective roles within
the agency's initiatives. The sessions are as follows:
Executive Briefing This two hour presentation can be delivered to the
full- board and executive leadership at one of the Board meetings. This
briefing is an introduction to leading organizations through change and
toward a TOM movement. The session introduces the State of Arizona
quality methodology and the resources available to help the agency
realize its goals. In addition, the Board will use TQM skills to begin
prioritizing the agency's quality actions.
Board of Directors Planning Retreat This working retreat will focus on
setting the agency vision, and the application of the mission in the
Society's programs. Within this setting, the Board and executive
leadership will define goals and objectives for the Society, as well as
measurable outcomes for programs and performance measurements for
key staff and executive leadership. Once defined, these elements can
be utilized in the strategic planning process ( see Board Structure
recommendation). This session will also allow the Board to prioritize and
create an action plan for the implementation of these recommendations.
Direction can then be given to staff by the executive leadership team.
Executive Leadership Seminar Executive leadership should attend this
series of two, two day total quality sessions. These sessions will
provide the executive leadership team an opportunity to explore TQM
principles and their application to the agency in a relaxed setting. The
sessions are personalized to meet the needs of each agency, and
scheduled 45 to 60 days apart. The first session provides an overview
of TOM principles, tools, application and historical background. The
team addresses the necessary leadership values and behaviors required
to achieve the mission and vision. Commitments and consequences are
also discussed.
The second session reviews and improves on progress to date.
Participants are exposed to the State of Arizona TOM methodology and
its application to the agencyo Teams learn more about leadership skills
and how to lead an organization through change. Extensive activity
revolves around internalizing changes and providing longevity to the new
emerging culture within the agency. Additionally, implementation
strategies and pitfalls to avoid are also discussed. The team will be
given assistance in designing an implementation plan for the agency,
which coincides with the plans developed by the Board.
20
I
I
I
I
I
I
I
I
I ,
I
I
I
I
I
, I
· 1
' I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I­I'
I
2) Conduct an Agency Self Assessment The Leadership team should sponsor an
agency- wide self assessment, choosing an independent instrument to accurately
assess the current practices, policies, procedures, and attitudes throughout the
agency as they relate to quality management. A good assessment tool will ask
employees to consider both the entire organization and their immediate work area in
their response. Again the OEG Institute can assist in both selecting an assessment
tool and its administration. The results of this assessment will provide the Society
staff with one baseline measure for beginning the improvement process.
3) Establish Operating Principles Based on the mission, vision, and program priorities
established by the Board of Directors, the Executive Team should develop a set of
operating principles which will guide the actions team members will take to achieve
the desired future. This should be expressed in forceful, yet simple specific terms.
4) Develop the Quality Performance Support Structure It is crucial for the agency to
develop, early on in the total quality development process, a support structure to
focus and guide the quality effort. Most state agencies which have begun the quality
effort, and nearly all organizations which have been successful, have formed a Quality
Council made up of the executive management team and other employees involved
in agency- wide communication or influence. The Quality Council represents a visible
sign that the agency is committed to the quality effort, and is responsible for
launching, coordinating, and overseeing the quality management efforts. This council
is responsible for assisting quality efforts and ensuring accountability through the
development of goals and objectives and a measurement system to gauge the
accomplishments of the Society,
5) Promote Employee Awareness All employees should attend the one- half day
Quality Awareness in the Public Sector course. This course provides an introduction
to the importance of, and benefits associated with, TQM. It also introduces
employees to many of the concepts and tools used in a continuous improvement
process. The course is offered in Phoenix, Tucson, and Flagstaff. If desired, this
course may be offered through special " just- in- time" courses for Society staff, either
by the OEG Institute or Society staff trained by the OEG Institute to deliver this
course,
6) Establish Improvement " Pilot" Most organizations begin the quality improvement
process by establishing a pilot or test improvement activity. Typically in this
approach, the Quality Council-- based on an internal survey of employees or its own
members-- selects a work process or other improvement project which is relatively
small in scope. The Council is responsible to select team members and a team leader
to work on the project, provide training in team facilitation and process improvement
tools for the team members, establish the reporting schedules for the team, set
performance goals and measurements for the pilote and review/ providp. gllidAnCP
regarding the improvement recommendations. After the recommendations have been
21
accepted, the Council develops and schedules an implementation plan for the
recommendations, and provides the team recognition at the end of the project.
During the implementation phase, improvement results are carefully monitored and
adjustments to the approach and methods used are incorporated for the next selected
improvement project area.
The advantage of using a pilot approach is that a small scale quality improvement
effort may point to needed adjustments in the improvement process itself; these can
then be applied in future projects. Additionally, successful pilots, representing early
victories in the improvement journey, can be used to galvanize support in other parts
of the organization.
7) Incorporate Quality and Quality Measures into Performance Once each of the
steps outlined above have been completed · and the commitment to continuous
improvement has been made at all levels of the agency, key performance indicators
and measures should be identified for both the agency, divisions, departments and
individual employees. These indicators establish baselines for performance and allow
future quality improvement efforts to be evaluated.
22
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
< I
· 1
" I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I­I'
I
4) FUND DEVELOPMENT EFFORTS
CURRENT SITUATION
The Society currently has the support of four non- profit fund raising organizations.
The Arizona Pathfinders, supporting the Southern Arizona Division,
currently provide volunteers, handle operations of the gift shop located
in the Tucson Museum, and sponsor small fund raising events.
The Yuma Historical Society supports the Rio Colorado Division via
volunteers and operation of a gift shop on the Museum grounds in Yuma
as well as a variety of fund raising events,
The Northern Arizona Historical Society provides volunteers and the
funding for one staff member within the Northern Arizona Division.
The Historical League, which supports the Central Arizona Division in
addition to the Historical Society at large, provides funding for exhibits
and operating equipment, but no funding for " general operating"
expenses,
Until recently the A, H, S, Foundation, created by the Society in 1983, provided
funding for the Society statewide, In February, 1994, the Board of Directors voted to
disassociate itself from the Foundation due to ( in the Board's view) dissatisfaction
with Foundation activities and a lack of communication. This leaves the Society
without an external statewide fund- raising organization ( 501 [ c][ 3]).
Fund development attempts, in the form of applying for grants and initiating personal
donor contacts, are undertaken unilaterally by many of the staff managers ( and some
line staff members) in the agency. Several staff members state that their programs
would not be able to exist without the augmentation of funds gained as the result of
successful fund raising efforts on the part of individual staff members.
Neither the external ( fund raising organizations) or the internal ( staff members) fund
development work is coordinated with, or flows from, an overall agency development
plan based on the Society's goals, objectives, and priorities.
IMPACT
Although the selected staff managers coordinate program activities with chapter
boards and are now making some attempts to encourage chapter boards { and the
State Board} to solicit funds, fund development planning is left to the ! nd1v1dua! fund
raising organization.
23
Interviews of those agency staff members who were spending a substantial amount
of their time in fund development activities ( some estimated as much as 40 per cent)
did not reveal any reflection that these activities were the result of an agency or Board
sanctioned plan.
The management of the Southern Arizona Division offers little guidance or direction
to the gift shop operator ( The Arizona Pathfinders). According to several staff
members, the gift shop could generate substantially more income for the Society's
program use.
The AHS Foundation was originally organized to dissipate concerns which potential
donors could have with contributing money to a " state" agency with the resulting
possibility of control over donor funds. Results of other fund raising organizational
relations with the agency have shown, however, that the perception of state " over­control"
of private money does not have to occur, and has not been a barrier to fund
raising. Experience has shown that the explicit intended use of funds, together with
a sense of confidence in the management of the programs for which the money is
intended, overrides any more nebulous concerns of state control.
The lack of documentation during the creation of the AHS Foundation, related to
controls, procedures, and respective role definition covering the Foundation and the
Society's relationship, has shortchanged both organizations with the structures
needed to discipline each side. Each has, in the past relied on the good will of the
other and a shared commitment to the Society's programs. When differences in
objectives arose and good will was no longer sufficient, neither side could turn to an
external structure or procedure to handle disputes. Documentation was produced to
create this needed structure, however, by that time, relationships had diminished and
the procedures were never formally adopted.
The Foundation currently has somewhere between $ 800,000 and $ 1,000,000
collected for the use of the Society in the Papago Museum; the Foundation does not
feel legally obligated or legally capable of releasing this money to the Society. The
Society, on the other hand, is not able to fund many of the exhibits design and
construction necessary to open the new Society Museum in Tempe without these
funds.
RECOMMENDATION
OEG recommends the agency establish, and the Board approve, a development office
within the AHS. This office should be coordinated through, and directly responsible
to the Executive Director. This office should be developed as outlined below:
The Field Services Officer position functions as a Society ( multi- program)
outreach resource and the Society should consider relocating it from the
24
I
I
I
I
I
I
I
I
I,
I
I
I
I
I
I
· 1
" I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I"
I
administrative section and placing it in the new Community Relations
Group. This position should be reviewed for correct classification based
on the position's actual duties and responsibilities. If it is decided that
this position will not become part of the development office, it should be
reassigned to report directly to the Executive Director.
As soon as funding can be located, the half- time public information
officer position, now residing within the Southern Arizona Division,
should be expanded to full- time and relocated into the Community
Relations Group. The mission and purpose of this position should be
expanded into a statewide resource for promoting the services of all
agency divisions and expanding the membership base. This position
should assist each division in developing the community relationships
required to increase the Society's visibility and coordinate the activities
of each.
AHS should establish a fund development position. Such a position
would not only be actively engaged in fund- raising for Society programs
according to a priority schedule set by the Board and the Executive
Director, but would coordinate the extensive fund- raising effort that is
currently going on throughout the agency. Most of these current
activities are occurring completely independent of each other and
virtually completely independent of the Board of Directors. This position
should also function as the supervisor of the Community Relations
Group. We recommend that the State fund this development position for
two years only; the position should then become self- supporting through
private donations.
The development director should work closely with the entire State Board, specifically
with the Development and Marketing committees.
The responsibilities of this new position should be as follows:
1) Develop a fund raising strategic plan. This can be accomplished through
the development of goals based on legal and economic trends which will
affect fund raising efforts in the future, This information should be
presented to the Board with plans to achieve these goals, This process
should parallel the outlined strategic planning model appearing in the
Board Structure and Governance recommendation.
2) Develop volunteer fund raising leadership. These leaders can be current
members of either the Chapter Boards or current fund raising
organizations, or individuals identified and cultivated by these entities,
Volunteer leadership shouid assist the deveiopment efforts through
25
coordinating efforts of volunteers within the parameters set by the
Board.
3) Coordinate the efforts of the current fund raising organizations as well
as the Chapter Boards' fundraising.
4) Coordinate the fund raising efforts, and ensure fund raising participation,
of the State Board.
5) Develop a strategy, using financial audit, legal, or other methods, to
insure that all funds raised by the AHS Foundation on behalf of the AHS
Society programs are reassigned to the control of the Society ( if all funds
have not been assigned to the Society by the time the position is able to
be filled).
6) Develop a marketing plan for the Society. This plan should include donor
recognition programs,
7) Develop a model agreement, complete with role definition, safeguards,
reporting procedures, fund transfer procedures, overhead cost limits,
coordination requirements and procedures for any future foundation
relationship ( if such an additional fund- raising arm is ever deemed
advisable by the Board).
Each division should be responsible for providing the necessary resources for
marketing and fund development, The proposed development office will exist to plan,
support and coordinate all statewide activities, PIO duties should be assigned to each
division, to varying degrees, within the existing staff members. Additionally, as
resources are made available, the membership records function should also be
reassigned from the Administration Division to the development group,
BENEFITS
The Society's experience with the AHS Foundation indicates that the Society should
benefit from having the option of managing and coordinating all elements of its fund
raising activity. The Community Relations Group has the potential of centralizing, at
a high level within the agency, the fund raising efforts and cooperatively associating
them with program planning and marketing, program outreach, and technical
assistance.
Internally generated and monitored fund raising efforts will allow the agency to
maintain control over the many independent fund development processes now
occurring and over all of the associated contractual agreements.
26
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
, I
" I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I~
I
I
Overall fund development planning is a critical, but currently lacking, component
within the Society. Strategic planning, which includes outlining long range and short
range goals and a system of priority setting for these activities, will increase the
effectiveness of the Society's efforts. In addition, it will give the Board and all
auxiliary groups goals, needs assessments and priorities in which to organize their
efforts.
Coordination of all volunteer fund raisers, including the current fund raising
organizations and the chapter boards, is also critical to the success of Society fund
raising efforts.
IMPLEMENTATION
* Research the possibility of initially establishing a fund development
position with private funds. If private funding is not available to continue
the position, incorporate request for two- year funding in Fiscal Year
1996 Budget Cycle.
* Establish position and hire a fund development specialist.
27
5) BOARD OF DIRECTORS --- STRUCTURE AND GOVERNANCE
CURRENT SITUATION
Membership in the Arizona Historical Society stands at approximately 3500
individuals; total membership numbers have remained virtually unchanged during the
last several years.
State statutes create the Society and provide for a president, treasurer, board of
directors, and other officers to be elected by the members of the Society as
prescribed by the Society's bylaws, The members elect the board of directors at the
annual members meeting.
The size of the Board is not established in statute; the Board recently reduced its
membership size to 30 from a previous standard of 40.
There are no term limitations for board members or officers in statute; society bylaws
allow members of the board to serve two consecutive three- year terms, but allow for
the Board to waive the limitations. After one year off the Board, a former board
member may stand for reelection, The only criteria currently applied in the Board
member selection process is geographic ( county) representation and, of course,
membership in the Society,
There is currently no restriction regarding Board of Directors appointments to affiliated
boards. Board members can serve on the State Board, Chapter Boards or the boards
of fund raising organizations.
The Board has a number of standing committees which have been established to
assist in carrying out the business of the Board. Additionally, the bylaws establish an
Executive Committee, elected by the Board, and gives it full authority to act for the
Board between its regular meetings. Until a few years ago, the Executive Committee
was quite active between quarterly full- Board meetings. It was then determined by the
Board that actions of the Executive Committee required ratification by the full Board
before any decision could actually take effect; consequently, the Board now meets
monthly,
The executive director of the Society, hired by the Board, heads a staff of
approximately 60 employees, about 20 percent of whom are funded from private
grants, the remainder from state general funds. Although the bylaws of the Society
include guidelines indicating regular performance evaluations of the executive director,
no formal evaluation of the current executive director by the Board has occurred.
28
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
· 1
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I ·
I"
I
The Board has formed four separate chapter boards within four regions of the state
and issued a charter to each spelling out certain obligations and relationships to the
State Board. The boards are Southern Arizona Division, Central Arizona Division, Rio
Colorado Division, and Northern Arizona Division. The Southern and Central Arizona
Division boards are quite large, each having about as many members as the State
Board. Some members of the chapter boards also serve as members of the Society
Board of Directors.
One purpose of the Chapter Boards is to solidify locally generated positions on
regional historical issues and channel those issues to the State Board of Directors for
disposition. By the charter granted them from the State Board, the chapters are also
required to solicit and encourage membership in the Society, raise funds for the
Society to be used in the division of the Society associated with the chapter, develop
facilities within the chapter area on behalf of the Society, and collect artifacts and
documents, for the Society, relating to the respective chapter area.
Each of the Division chapter boards is set up to work with the corresponding staff
division office of the same name, Division directors currently spend a great deal of
time coordinating, informing, and working with these boards.
The State Board of Directors, until recently, had its own separate fund- raising arm, the
Arizona Historical Society Foundation, which was chartered to raise funds for all
Society programs. Each of the four chapter boards also has a separate fund- raising
arm, each with its own board of directors. In February, 1994, the Society Board of
Directors disassociated itself from the Foundation, because of a dispute over fund
raising efforts and issues related to reporting on the status of funds.
IMPACT
Structure
The Board of Directors generally has few, if any, members with professional working
backgrounds in history or museum curator areas. Consequently, it is limited in its
ability to apply a professional review of staff activities and programs, Additionally, the
lack of business/ industry criteria for Board membership increases the difficulty in
obtaining corporate backing and business community support for Society projects.
The effectiveness of the committee structure of the Board has not been formally
reviewed for some time, although adjustments have been made from time to time
depending on the wishes of the incumbent president.
29
Relationships among boards ( State Directors, Chapters, Fund- Raisers)
A number of the relationships between the State and Chapter Boards could be
characterized ( and indeed are characterized as such by some of the board members
themselves) as unproductive power conflicts, resulting in, or flowing from,
overlapping, unclear, or conflicting roles.
The two largest Chapter Boards ( Central and Southern) appear, in general, to
understand their roles vis- a- vis the State Board. This, however, has generated
dissatisfaction with several members who question the proper amount of authority
and control over the operations within each specific chapter area. Questions as to
whether their role should be strictly advisory to the State Board or more of a policy
setter for the Society in each of the Chapter Board's area underlie many discussions
and debates. The two smaller boards seem to have little communication or
relationship with the State Board.
Relationships between the Chapter Boards and their respective fund raisers range from
good to relatively benign.
The fund- raising organizations, working as volunteers, have generally developed their
own agendas and operating guidelines, leaving the State Board very little input into
these operations. The State Board and AHS staff have been unable, or unwilling, to
influence these groups.
Staff Division Directors in the two metropolitan areas estimate that they spend
between 30 and 40 percent of their time coordinating with, training, and otherwise
helping Chapter Board members fulfill their member obligations as they see them.
The relationship between the Historical Society Foundation and Society itself has
deteriorated over the last two years, culminating in a formal disassociation in
February, 1994. As a consequence of this disassociation, many questions of fund
reporting and funds transfer of already collected monies are currently at issue between
the two organizations. The resolution of these issues is particularly important because
of the need to complete exhibits and open the new museum recently constructed in
Tempe. Also partly as a result of this disassociation and the resulting instability in
roles among all of the boards, the two metropolitan chapter boards are seeking to
become more influential on AHS policy matters, particularly as those issues might
apply to their respective chapter areas.
Although membership on multiple boards could increase communication levels among
all entities, multiple membership could easily defeat the advantages of a system of
" checks and balances" with respect to policy decisions and operations. The State
Board of Directors has not initiated any actions making membership on multiple boards
( state board, chapter board, or fund- raising boards) a conflict of interest.
30
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
· 1
- I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I ·
I"
I
State Board/ Staff Relationships
The Board of Directors does not often take formal action to guide the staff in policy
decisions relating to services, schedules, themes, program plans, or other activities
commonly thought of as within the realm of " policy direction". The Board's standing
committees which, at least by title, concern themselves with agency programs do not
appear to be very deeply involved with decisions on direction of the program.
The Board of Directors delegation authority to its Executive staff is not considered by
some members of the Board and staff to be complete enough to insure administrative
efficiency in some areas, particularly as that authority relates to bill payment. To
authorize the payment of bills, for example, the Finance Committee of the Board
meets each week, via tele- conference, to formally, individually, authorize payment of
each invoice drawn on the Society's general appropriation dollars.
Taken together, the sheer size and number of boards of directors of both the Society
and its chapters, and the multitude of fund raising entities independently attached to
these various boards, greatly inhibits efficient decision making at all levels of the
Society. The situation requires, or at least staff leaders expend, large amounts of time
coordinating the board activities. The overall structure and lack of role clarification
often divides and dissipates loyalties between boards along with the regions they
represent, and works against the concept of a unified statewide staff.
RECOMMENDATION
The AHS Board of Directors should become much more involved in governing the
activities of its staff. Also, since the Society and its staff carry out their duties
functioning as state government executive branch staff, the Society should be more
formally responsive to the state's chief executive. To effectively carry out that role,
a number of changes in both structure and operation are recommended.
Society Board of Directors Structure
The AHS Board of Directors should be restructured. The composition and membership
of the Board should recognize the following criteria, and further the following
objectives:
1. Statewide, geographical representation, so that the regional diversity of
Arizona's historical message can be continually heard.
2. Historical Society membership input, so that the vested interest in historical
matters of the Society's membership can be introduced and maintained in the
Societ\{' s direction, and the principle of se~ f- go'lernance of the Scclct'l v~, i be
maintained.
31
3. Executive Branch input, so that accountability criteria of this executive
agency can be more visible and can be more easily exercised at the agency/ s policy
setting level.
4. Professional work experience representation, so that the Board can be
continually and better informed on the technical historical preservation, exhibition, and
interpretation issues which flow from its mission.
5. Business/ industry representation, so that the Board can benefit from an
enlightened business expertise. Due to the growth and increasingly competitive
nature of the Society, and in order to increase private funds support, develop strategic
plans and attract more visibility within the communities it serves, the business focus
is critical to the success of the Society.
Legislation should be introduced setting forth the composition and size of the Arizona
Historical Society Board of Directors, as well as the representation interests and terms
of the Board members. OEG recommends that the Board continue to consist of no
more than thirty individuals, and that geographic representation remain as it currently
stands, Furthermore, the members selected for the Board should include at least three
individuals with professional work experience ( history/ museum) and three individuals
representing the business community. This additional criteria can be met by Board
members from any geographic location, and therefore does not change the current
County representation. Active Chapter Board Presidents should retain their status as
ex- officio members of the State Board, not voting on issues before the Board.
The legislation setting up the Arizona Board of Directors needs to provide for
Gubernatorial appointment of all Board members, and should provide for staggered
terms of appointment, OEG also recommends that the legislation include the provision
for Society member recommendation of names of prospective board members, who
meet the statutory criteria, for appointment by the Governor. This could take the
form of Society membership elections of three possible candidates for each vacant
seat on the Board of Directors, The Governor would either appoint from the list
generated by the Society membership or request that additional candidates be
submitted for appointment consideration.
OEG also recommends that legislation be introduced which would clearly establish the
delegation authority of the AHS Board of Directors to the Executive Director.
Boards and Commission members who are appointed by the governor are commonly
eligible for reimbursement of expenses incurred by the members in the course of their
official duties, With the change in the Society Board's structure and because of its
increased activity in both planning and policy setting proposed in this report, OEG
recommends that legislation be introduced to provide for reimbursement of normal
32
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
· 1
" I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I' ·
I
I
meeting expenses incurred by Board of Directors members in the course of their
official governance duties.
. Committee Structure
The Board should become much more interactive in planning and policy setting in each
area of operations. In order for the Board to increase its involvement within each
area, the Committee structure should be increased in numbers and authority, allowing
the full Board to meet bi- monthly or quarterly. OEG recommends that each committee
work directly with appropriate staff members to increase the communication between
the Board and staff.
The Society's functions as they relate to the standing committee structure can be
separated into functions which provide for the Mission and Programs of the Society,
and those which are internal " house- keeping" functions, or Board and Program
Support. The Executive Committee's functions should focus on agency/ board- wide
issues, crossing multiple committees. The committees which should be assigned to
each are as follows: ( Many of the existing committees currently perform the functions
outlined below)
Executive Committee: The Executive Committee should consist of the
President of the AHS Board and the chairpersons of standing committees. The
Executive Director of AHS should be an ex- officio member, not voting on
matters before the Executive Committee, When the Board of Directors is not
in session, this committee should exercise all the authority of the Board of
Directors except that it should not amend the Bylaws or sell, lease or otherwise
dispose of real or personal property with a value in excess of $ 15,000.00.
General areas of responsibility should include recognition of volunteers and
donors, nominations for Board membership and strategic planning.
Mission and Program
Collections Committee: The collections committee should formulate and
implement policy for the acquisition and disposition of items in the AHS
collections, including library and photograph collections. This committee should
work closely with the staff who work with the collections for each museum.
This is a statewide function, and this committee should coordinate policy and
develop guidelines for the acquisition of collections which are relevant to each
museum's geographical location and focus, use of currently held collections in
exhibits, and outreach and loan programs with county and local historical
societies to maximize the use of AHS current collections. Additionally, this
committee should review care, storage and preservation of the collections.
33
Exhibits and Education: The Exhibits and Education Committee should
recommend policy with respect to the AHS museums' exhibits and education
programs. It should assist the staff leaders of Exhibits and Education
( Outreach) in planning their programs and coordinating the public
outreach/ educational functions with the changing galleries of the museums, as
well as the permanent exhibits. This statewide function should assist in
maximizing the unique opportunities available within each division and museum
for these purposes.
Publications: The Publications Committee should formulate policy and
objectives for the AHS institutional publications. It should monitor the
development, production and marketing of publications sponsored by the
Society. Publications should reflect the Society's mission, and the scope of
that mission should guide the policies and objectives governing the
publications.
Board and Program Support
Personnel: The Personnel Committee should formulate policies and procedures
for the following areas: 1) Performance appraisal of the Executive Director; 2)
Performance appraisals of Senior Staff; 3) Awareness of the existence of
personnel grievances; and 4) Hiring practices. The Committee should complete
the performance review the Executive Director, and present it to the full Board
for approvaL The review of senior staff should be conducted by the Executive
Director, in accordance with the Committee prescribed policies and procedures
and reviewed by the Committee.
Finance: The Finance Committee should determine financial policy and direct
ways and means of obtaining funds as authorized by the Board. In cooperation
with Society administrative staff, it should adopt an annual budget and oversee
the administration of AHS funds. It also should establish policy on fund
investments and financial audits.
Development: The Development Committee, working closely with the
Development Coordinator, the Division Directors and the Chapter Boards,
should formulate strategy to identify potential contributors to AHS and assist
in encouraging individuals, corporations and foundations to support AHS.
Marketing: The Marketing Committee should formulate policies and objectives
to promote AHS's programs and services to regional, national and international
audiences through public relations, advertising, direct mail, and income­generating
projects. It should oversee efforts to expand the Society's
membership program. Additionally, it should actively participate in furthering
the goals of the marketing and membership functions.
34
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
, I
· 1
J
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I.
I' ·
I
I
Property and Building Management: The Property and Building Management
Committee should formulate and recommend policies and annual plans for the
utilization, maintenance, beautification and development of the AHS properties.
Improvement projects should be consistent with the annually updated plan.
Each committee should be responsible for long- term and short- term planning for its
respective area. Through the Executive Committee structure, these efforts can be
carried forward to form the drafts for yearly strategic plans, and long- term plans of
the Society as a whole ( discussed further below). The full Board should work through
the planning process, on the recommendations of the Executive Committee, during the
yearly retreat which, in turn, should result in a final plan.
Society Board of Directors Planning
OEG recommends that the AHS Board of Directors, with the assistance of AHS staff,
become more active in strategic planning for the Society's future. Planning subjects
which the Board should address are the Society's proper mission, types of museum
exhibits, private fund raising structures and roles, customer identification and
satisfaction, facilities and properties required to carry out the Society's mission, role
definition vis- a- vis Society chapters and local historical associations, membership
relationships and development, statewide versus regional development priorities, and
law- making influence.
The Board of Directors should hold an annual retreat which will center on planning and
policy decision making. To achieve effective planning, the Board of Directors should
develop a quality strategic plan which creates, supports, and sustains quality
improvement environments and initiatives, promotes active employee and customer
involvement, helps identify and prioritize quality goals and objectives, and establishes
and integrates quality measures within a performance measurement system, along
with a budget- linked strategic plan for operations.
The Executive Committee should have the responsibility of compiling the goals and
objectives related to each functional area of the Society. Since the chairperson of
each standing committee is a member of the Executive Committee, each chairperson
is responsible for holding pre- planning sessions within each committee to determine
the long and short term goals and objectives to be brought to the Executive
Committee and finally to the full board. Once the Executive Committee has compiled
the goals and objectives, they will be presented to the full board during the yearly
retreat.
In order to organize and administer the planning effoft, we recommend the subjects
be incorporated into the following basic action plan:
35
1) Conduct a Situation Analysis: An internal/ external assessment of the
Society to identify the Strengths, Weaknesses, Opportunities and Threats
( SWOT) currently in the environment. This analysis should also address the
unique constraints and opportunities found in interpretive facilities and historical
sites that the Society must work within,
2) Identify, and Survey the Expectations of, Internal and External Customers
and Stakeholders: We suggest that at present the AHS Board has four major
customer groupings: The patrons, those who visit the museums, library,
archives and utilize the outreach programs; the AHS staff who depend on the
Board for guidance, assistance and statewide policy setting; the AHS fund
raising arms and volunteer groups; and the Chapters/ Local Historical Societies.
Additionally, the Chief Executive should be recognized as a stakeholder in the
Society's activities,
3) Identify Strategic Issues: Identify and prioritize the issues which are of
critical importance to the Society, Also, identify high priority goals which must
be achieved to fulfill the vision and mission of the Society.
4) Articulate a Vision for the Society: This vision should be shared with every
member of the organization and revisited yearly during the retreat.
5) Revisit and redefine the Society's mission and philosophy: Using the
information provided by the Situation Analysis and vision, the mission should
be revisited yearly to keep current and focus the Board to the task at hand,
6) Establish, rank and prioritize the long- range and short- range goals and
objectives: Include key quality goals for the organization and, based on the
Situation Analysis, identify operating goals within each area. Prioritization of
goals must include the identification of Critical Success Factors or Key Result
AreasoThese factors are activities that must be done well to accomplish the
vision and mission of the Society, These items can be generated through the
committee structure.
7) Develop Long and Short Range Plan: Based on agency miSSion and
customer data collected and input from each committee, the Board should
develop a long range ( three- year) set of program goals and a short~ range
( annual) set of measurable program objectives, relating to each of the identified
customer groups. These plans should guide the actions of the Board and staff
in fulfilling their respective roles within the agency.
8) Identify and Propose Specific Roles: Also in relation to each of the
customer groups, the Board should set forth its understanding of an appropriate
role( s) in dealing with each of the four customer groups.
36
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
- I
· 1
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I ·
I
I
9) Evaluate Board Structure and Operating Methods: In light of mission, plan,
and identified roles, the Board should evaluate its representative composition,
committee structure, and reporting mechanisms and adopt any changes it feels
will better accommodate an effective plan implementation. ( Based on the
Society/ s current mission, those structure changes which should be placed in
law have been recommended above, under Structure.)
10) Establish Necessary Procedures: Based on an adopted long- range set of
goals, roles, and Board structure, and working in concert with its customer
groups, the Board should develop and adopt a set of procedures governing
relationships with each of its customers.
11) Implement Plan: An important part of plan implementation will be the
establishment of monitoring and reporting procedures/ systems so that the
Board is aware of just how well it is doing on a regular basis.
Society Board of Directors Policy Setting
Flowing from the planning activity listed above l and using the short and long range
plans as a foundation, the AHS Board of Directors should become more active in
policy direction for Society staff.
This specifically involves reviewing the role of structures ( standing and ad hoc
committees, advisors, executive group) of the Board and reaffirming or reconfirming
these structures to make sure that each one is useful in guiding the agency. Major
staff activities, if important to continue from the Board/ s point of view, should be
visibly represented in the Board structure. Some of these areas not now appearing
to be represented are exhibits and educational outreach.
A starting point for this consideration are the recommendations above relating to
Board committee structure.
OEG also recommends that the Executive Director of the Society appoint an
appropriate staff person to serve as advisor ( but not as a member) to those
committees designated to recommend polley in the Society/ s mission and program
areas.
Once the Board support structures mentioned above, particularly the committees,
have been reviewed and modified, the committee groups, with advice and assistance
from the executive director and designated staff, should develop and adopt the areas
and limits of policy recommendations to be exercised by the committees. Though in
some areas it may be difficult to specify, it is important to
37
work through, with staff, the respective roles and limits of policy direction ( Board) on
the one hand and policy execution ( staff) on the other.
We recommend that all policy guidance conclusions from the committees be presented
in writing in the form of recommendations to the full Board, and that the Board ratify,
or amend if it wishes, each of those recommendations.
Society Board of Directors-- Chapter Board Roles
OEG recommends that the Society Board of Directors reassess and recharter the
Chapter Boards with a mission focused on, and only on: ( 1) policy advice rendered
to the State Board in areas of public outreach, and ensuring that the " regional flavor"
of the chapter area is captured within the museums and events; ( 2) private fund
development efforts-- efforts that are carried out on behalf of the Society but directed
at their respective regions; and ( 3) nominations advice for State Board membership.
These efforts should be coordinated through the State Board's committees. The focus
of these boards should be more concentrated on the State Board, as opposed to the
reliance on division staff.
Board of Directors-- Roles and Responsibilities for Fund Raising
OEG recommends that the Society Board of Directors reassess and become more
involved in the roles taken by fund raisers and development offices. The Board should
retain the responsibility to see that fund raising activities are conducted in such a way
as to ensure that the Society receives the maximum benefits from their activities.
This is particularly important in the areas of gift shop operations and the planned
future catering operations within the Marley Center.
All activities these groups engage in should carry forward the goals and priorities set
by the Board. Additionally, the activities and efforts of these groups should be
coordinated through the fund development position ( see Fund Development
recommendation) .
BENEFITS
General Board Structure
The appointment structure outlined in the above recommendation allows the Society
membership to maintain control over the appointment process, while accomplishing
the goal of increased accountability to the Chief Executive of the State. Society
membership will maintain the ability to nominate the potential candidates which it
feels are most qualified to hold positions on the Board. The President of the Board of
Directors will continue to be elected by the Board membership.
38
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
· 1
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I ·
I
I
The inclusion of professional work experience representation on the Board will
increase the technical knowledge on the Board, and assist the Board to more
effectively carry out their responsibilities as the caretakers of the important historical
artifacts and materials housed within the agency. The business/ industry
representation on the Board will increase the visibility of the Society within the
business community and bring additional expertise and oversight ability regarding the
affairs of the Society.
Retaining Chapter Board presidents as ex officio positions on the Board continues the
important communication channels vital to exercising the strong advisory role
expected of the chapter boards.
Committee Structure
The committee structure as outlined in the recommendation section will allow the
Board of Directors to meet less frequently ( bi- monthly or quarterly). Increasing the
activity and authority of the standing committees ' vAt/ in allov'J increased interaction \ lvith
agency staff and operations, while giving the Board more detailed information
regarding the activities of the Society.
By including the chair persons of each standing committee within the Executive
Committee, this committee can effectively represent the needs within each of the
committee areas between Board meetings. Additionally, recommendations for policy
decisions and strategic planning can be generated from the standing committees and
can be taken to the Executive Committee for suggested approaches or
recommendations prior to presentation to the full Board. Through this internal
communication, the Executive Committee can assume the responsibilities for
recommendations in the areas of 1) strategic planning, 2) nominations, and 3)
recognition of donors and volunteer supporters.
Society Planning
More effective planning activities will assist not only the Board, but also the Society
staff and all related boards and fund raisers. By following the strategic planning
model outlined above, the Board will become more fully aware of the issues it will be
facing, and the priority areas to consider during the upcoming year,
A Board strategic plan will assist the staff in producing strategic plans for each of the
program areas in the agency. These plans should be reviewed by the Board for
consistency with the priorities and goals set by the Board for the agency's operations.
The Executive Director and his staff should be held accountable for the development
of the program plans, and the presentation of those plans to the Board for approval.
39
IMPLEMENTATION
.. Establish a planning session of Board members and key staff, together
with OEGo Action plan would include:
Discuss the optimal format and timeframes for
implementation of all recommendations.
Draft legislation required for implementation prior to the
next legislative session. Existing statutes can be amended
to reflect the recommended changes.
Change Society bylaws to reflect the new Board structure
and all recommendations changes.
40
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
, I
· 1
J
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I ·
I
I
OTHER PRIORITY ISSUES AND PROPOSED RESOLUTIONS
A number of issues surfaced during the review which warrant further examination.
These issues are presented below, with a recommendation that the Board and staff
of the AHS establish action plans to address all of those under the Societyls control.
GENERAL
Statewide Historical Entity Study
There are a number of statewide agencies and offices who are currently involved in
various aspects of historical preservation and interpretation, and who thus have similar
or at least related missions to the Arizona Historical Society. Some of these ( in
addition to AHS) are the Historic Preservation Office within Arizona State Parks, state
park locations administered by Arizona State- Parks having a specialized historical
theme, the Historical Advisory Commission and Historic Sites Review Committee,
Department of Library and Archives, Prescott Historical Society of Arizona, and the
University of Arizona State Museum.
A feasibility examination of potentials for closer coordination or a more common
administration of these elements should be undertaken.
EXHIBITS
Exhibit Funds Accounting
The Society currently has a procedure in place for allocating all costs, particularly
personnel costs, to project specific work.
Staff members who are paid from private restricted funds, yet provide services other
than those required through the grantor, should bill those hours to the group for which
the work is performed, whether this be fund raising organizations or the Society itself.
Additional training should be provided to ensure that all staff are aware of the policy
and all costs are allocated and charged properly.
Exhibits Rental
The Society has no current plans to develop exhibits which, after display and use
within the Society/ s facilities, could be rented to other museums within and external
to Arizona.
The Society should consider exhibit rental as one option to extend the visibility of the
Society and reeouo at least a portion of exhibit design and constrilction pXf'pnc; pc;
41
FINANCE/ BUDGET
Budget Authority and Training
Currently, budget expenditure control is not entirely exercised at the division director
levels. Some staff managers indicate that funds once within their budgets are utilized,
without their knowledge, in other parts of the agency. Whether this issue is real or
merely perceived, it is potentially damaging to the organization as a whole.
A greater focus should be channeled toward information sharing regarding what is
actually happening with funds, especially those funds which do not originate in the
Society's budget. Division directors and their staff should be more thoroughly trained
in reading and interpreting the budget reports generated through the Administration
Division, Additionally, all changes or shifts in fund allocations should be the result of
a collective decision of the entire management team, with the Executive Director
facilitating any impasse.
Program Budget Submittal
Legislation requiring program identification and funding information for Arizona state
agencies was passed in 1993. This legislation requires that programs and their
respective funding levels be submitted to the Executive and the Legislature.
The next budget request offered by the Society should be submitted by program area.
Program areas have previously been identified by all agencies. In conjunction with the
OSPB's efforts to have agencies load their organization hierarchy by budgeted cost
center, the AHS budget should be loaded into the state accounting system ( AFIS II),
by the General Accounting Office, by program.
Private Fund Accounting
The State Treasurer's Office has issued a new contract for state service banking. A
request has been made that all private fund accounts be moved to the new servicing
bank.
OEG recommends that the Society move all private fund accounts to the new service
bank, through, and administered by, the State Treasurer's Office, An audit of all
private funds should be made prior to this change.
Public Funding Policy
Currently no policy exists which clearly outlines the functions within AHS which the
State is willing to fund, particularly in the areas of operations and personnel resources.
42
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
.1
· 1
J
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I ·
I
I
Thus the Society cannot fully anticipate its private funding needs for projects,
personnel positions, operations, long term programs, and other assets.
The Society, in conjunction with the Executive ( Office of Strategic Planning and
Budgeting) and the Legislative ( Joint Legislative Budget Committee) should develop
a policy identifying those agency funding areas which are suitable for public funding
and those which are not. Such a policy would be useful in developing fund
development plans and in setting priorities for the Society's programs.
MUSEUM/ PROGRAM
Collections Storage and Use
Collections owned by the Northern Arizona Division of the Society are stored in an
attic with no temperature or humidity control; The Tucson Museum collections are
extensive and appear to be appropriately cared for, but some customers and
employees feel that more use could be made of them in exhibits.
The Northern Arizona Division collections storage facilities should be reviewed and
addressed to reduce the exposure to the elements these collections currently have.
Storage facilities should be adequate to care for and preserve these collections for
future generations.
The SAD division leadership and department heads should evaluate the possibility of
using more of its own Tucson collections in its exhibitions, either through permanent
display or via traveling and rental displays.
Gift Shop Operations
Many staff members are of the opinion that the gift shop in the Tucson Museum could
generate several times the revenue it currently collects.
Several other museum oriented gift shop operations should be researched to see if
more cost- effective business methods can be utilized in the Tucson Museum gift shop.
If they appear feasible, introduction of those methods, some perhaps on a trial basis,
should be required by the Society.
Public Service Photograph Requests
The Tucson Museum of the Society provides prints of archival and library
photographs, for a fee, for customers requesting this service. Normal wait time for the
customer on individual orders averages three to four weeks, with an accelerated turn­Mound
time, at twice thp cnst, promi. c; prj for three to seven days The cycle time of
three to four weeks for " normal" processing is constant, and has neither increased or
43
decreased any significant amount for a long period of time. It appears that a
consistent backlog of orders, in part a result of preempting normal order processing
with the " rushes", prevents a cycle time decrease of the " normal time" processing.
The library and photography staff should carefully examine the already collected time
processing data and their current procedures to see if improved customer service is
possible. The improvement objective should be to determine if application of
temporary help to reduce the backlog orders would allow customers to receive normal
orders in a shorter time period, but still allow, if the customer wishes to pay an
additional fee, quicker service ( even potentially quicker service than now exists) on
the accelerated schedule.
PERSONNEL
Vacant Positions
A large number of vacant positions ( nearly 50) are on the AHS roster, One position
shown as vacant for many months also shows the incumbent " double- filling" another
filled position with a different classification and higher salary range.
The need for these positions should be reviewed and the roster adjusted based on
actual status and need, The agency should also initiate a personnel action to eliminate
any double- fill situations.
44
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
, I
~ I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I,
I',
I
I
APPENDIX
PERSONAL INTERVIEWS
TELEPHONE INTERVIEWS AND OTHER CONTACTS
SAMPLES OF PEER EVALUATION AND SUPERVISORY REVIEW FORMS
45
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I.
I",
I
I
Anderson, Joyce
Brandt, Patricia
Bret- Harte, Margaret
Brooks, Carol
Bryne, Rose
Bush, Barbara
Campbell, Julie
Cantley, Janet
Chandler, Scott
Clark, Buck
Correll, Carolyn
Creigh, Emily
Dallett, Nancy
Dean, Rlva
Dinges, Bruce
Eiswerth, Steve
Faust, Dave
Garrison, Valarie
Haak, Lynn
Hadden, James
Harvath, Steve
Harvey, Gwen
Hatch, Heather
Hooker, Mary Beth
Hosey- Portelli, Kim
Hoza, Steve
Hynes- Rabb, Patricia
Jones, Frances
Jones, Loraine
Jones, Millicent
Juliani, . Carol
Lambert, Edward
Legan, Ronald
Lickfeldt, Shelly
Lubbermann, Susan
Malczewski, Chris
McAnich, Fred
Mehan, Joe
Miguel, Joyce
Musser, David
INTERVIEWS
Graphic Arts Tech., Exhibits Division
Arizona Historical Society President
Library, Department Head, South. Ariz. Div.
Curator, Ria Colorado Division
Acting Department Head, Archives, South. Ariz. Div.
Librarian, Library Department, South. Ariz. Div.
Asst Editor, Publications Division
Exhibit Researcher, Exhibits Division
President, Central Arizona Division Chapter Board
Arizona Historical Soc. Board member, Fmr Bd. Pres.
Admin Secretary, Central Ariz. Div.
Public Information Officer, Southern Ariz. Division
Museum Director, Central Ariz. Div.
Lead Librarian, Library Department, South. Ariz. Div.
Publications Division Director
Photographer, Library Department, South. Ariz. Div.
Museum Curator, Ft Lowell Museum
Design, Exhibits Division
State Board of Directors Member
Museum Prepator, Exhibits Division
Southern Arizona Division Director
Education Department Head, South. Ariz. Div.
Librarian, Library Department, South. Ariz. Div.
Secretary, Administrative Division
Graphic Design Aid, Exhibits Division
Registrar, Central Ariz. Div.
Secretary, Northern Ariz. Div.
Administrative Assistant, Southern Arizona Division
Conservator, Museum Department, Southern Ariz. Div.
Central Arizona Division Chapter Board Member
Secretary, Publications Division
Education Curator, Education Depart, Sou. Ariz. Div
Building Maintenance Tech., Southern Arizona Div.
Museum Prepator, Exhibits Division
Former AHS Employee, Currently at UofA, State Museum
Exibits Design Division Director
Museum Curator, Fremont House
Director, Northern Arizona Division
Admin Sec., Exhibits Division
Museum Prepator, Exhibits Division
Tucson
Phoenix
Tucson
Yuma
Tucson
Tucson
Tucson
Phoenix
Phoenix
Tucson
Phoenix
Tucson
Phoenix
Tucson
Tucson
Tucson
Tucson
Phoenix
Phoenix
Phoenix
Tucson
Tucson
Tucson
Tucson
Phoenix
Phoenix
Flagstaff
Tucson
Tucson
Phoenix
Tucson
Tucson
Tucson
Phoenix
Tucson
Phoenix
Tucson
Flagstaff
Phoenix
Tucson
Oakley, Karen
Obika, Anne
Officer, James
Paoanikolas, Lynn
Peters, Susan
Peterson, Tom
Piazza, Paul
Price, Anna
Raymond, Gib
Reid, Megan
Roberts, Karen
Santiago, Mark
Schug, Sonny
Sekol, David
Shelton, Debra
South, Yolanda
Sullivan, Martin
Tarkington, Marie
Tatum, David
Theisen, Lee
Thompson, Mark
Van Orden, Jay
Varinow, Russell
Walton, Pat
Weber, Mike
Wilcox, Susan
INTERVIEWS
Comptroller, Administrative Division
Accounting Technician, Administrative Division
Advisor, State Board of Directors, Former Bd. Member
Oral History Project Curator, South. Ariz. Div.
Librarian, Library Department, South. Ariz. Div.
Museum, Department Head, South Ariz. Div.
Central Arizona Division Director
History Education Program Mgr., Cent Ariz. Div
Associate Director
Rio Colorado Divsion Director
Secretary, Rio Colorado Division
Museum, Collections Manager
Graphic Design Aid, Exhibits Division
Building Maintenance Tech., Central Ariz. Div.
Photo Archivist, Library Department, South. Ariz. Div.
Administrative Services Officer, Administrative Div.
Director, Heard Museum
Accounting Technician, Administrative Division
Museum Curator, Central Arizona Division
Exec. Dir., Arizona Historical Society Foundation
Clerk Typist, Central Ariz. Div.
Field Services Officer, Administrative Division
University of Arizona State Museum, Former Empl.
Museum Education Curator, Central Ariz. Div.
Executive Director
Curatorial Assistant, Northern Ariz. Div.
Tucson
Tucson
Tucson
Tucson
Tucson
Tucson
Phoenix
Phoenix
Tucson
Yuma
Yuma
Tucson
Phoenix
Phoenix
Tucson
Tucson
Phoenix
Tucson
Phoenix
Ph. oenix
Phoenix
Tucson
Tucson
Phoenix
Tucson
Flagstaff
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
.1
· 1
J
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
1 0
•
I~
I
I
OTHER CONTACTS
A) Historical Society or Historical Staff Executive Directors in the states of Texas,
Idaho, Nebraska, and Utah
B) Several Former Employees
C) Several current and former Arizona Historical Society Board of Directors' Members
OJ Several Chapter Board Members
E) State Historic Preservation Office
Fj Society Donors
G) Museum Patrons
H) American Association of Museums
I
I
PEER EVALUATION
NAME DATE _
I
JOBTITI.. E DEPARTMENT ~_~.
EVALUATION PERIOD: FROM TO . _
I
I
DIRECTIONS: ANALYZE EMPLOYEE PERFORMANCE VERY CAREFULLY IN EACH WORK FACTOR AREA INDICATED.
BE CERTAIN YOU RATE EACH FACTOR SEPARATELY, BASED SOLELY ON THE PERFORMANCE DURING THE RATING PERIOD.
WHEN THIS FORM IS COMPLETED. DISCUSS YOUR RATING W1TII THE EMPLOYEE. EMPHASIZINGACCOMPUSHMENT OF
GOALS AND SUGGESTIONS ON HOW TO IMPROVE PERFORMANCE.
I
I
I
I
DEPENDABILITY:
Degree of supervision needed
to carry out tasks to com­pletion
to meet job goals.
STABILITY:
The ability to withstand
pressure and to remain calm
in a crisis situation.
Self starter, rarely
needs supervision;
always follows;
through on assigned
tasks.
[ ]
Thrives under pres­sure.
really enjoys
solving crises.
[ 1
Re. quires little super­vision,
is very reliable.
Normally follows
through on
assignments.
[ ]
Functions better
under pressure than
average person.
[ 1
Needs frequent
supervision; does not
always follow though
on assignments.
[ 1
Has average
tolerance for crises.
usually remains calm.
[ 1
Needs frequent
supervision: does not
always follow through
on assignments.
[ 1
Sometimes loses com­posure
under
pressure: occasionally
unpredictable.
[ 1
Needs constant
supervision; rarely
follows through on
assignments.
[ 1
Becomes very
emotional under
pressure; does not
cope with stress
situations.
[ 1
I
I
I
I
I
COMMUNICATIONS:
Ability to maintain effective
working relationships with
co- workers and the public.
SUPPORTIVENESS:
The extent to which the
employee upholds the philos­ophyand
purpose of the
agency.
QUALITY OF WORK:
Consider accuracy, attention
to detail and neatness of
work.
Outstanding
communicator,
maintains excellent
relationships with
others.
[ 1
Extremely supportive;
enthusiastic about
serving the
community.
[ 1
Exceptional
accurracy. constant
Very good commun­icator;
has good
working relationship
with others.
[ 1
Very concerned with
providing service:
reflects a positive
image for the depart­ment.
[ 1
Always thorough and
attentive. Careful and
neat.
Good communica­tor;
personality sat­isfactory
for this job.
[ 1
Usually is positive and
supportive of the
purpose and phiIosoO
phy of the department.
[ 1
Few errors, usually
thorough and
attentive. Generally
neat.
Is sometimes
deficient in com­municating
with
others; needs to
improve.
[ 1
Occasionaly not
supportive of purpose
and philosophy of the
department.
[ 1
Does acceptable
work:. but needs more
attention to accuracy.
Poor communicator;
often unprofessional
and tactless in
dealing with others.
[ 1
Does not convey
positive image of the
department. Not
service oriented.
[ 1
Does poor work.
frequently has to
re- do tasks.
J II~~~ l~ mr[- n'g~ n"~~" t~..~.....~~~.~... c. r. ~~ ticism.
[ 1 [ 1 [ 1 [ 1
I~~: d K" 00 I~~::"- I:"~:=; U" Y !~;:,~~~:.:.,
1 ' I_ sho_ rtcoDll_ · n
s_ s ._ 1 _
Insufficient Relies on others
knowledge ofsome constantly. poorly
phases of job. informed.
[ ] [ ] [ 1
Good knowledge of
most phases of work.
[ ]
Understands all
phases of work.
[ ]
Excellent attitude:
[ ]
Has completely
mastered all phases
oflob.
COOPERATION:
JOB KNOWLEDGE:
Degree of familiarity with job
procedures and equipment
essential to the iob.
I.
I
I
I
I
I
I
I
I
I
I
I
Has serious problem
with attendance.
punctuality or abuse
of time.
Does poor work. does
not recognize errors.
frequently has to
re- do tasks.
[ 1
Show.; little desire or
ability to follow
instructions.
[ 1
[ 1
Does not grasp or is
forgetful of
assignments. Fights
chan e.
[ J
[ J [ J
[ J
[ J
Needs more attention
to accuracy.
Sometimes lacks
neatness. Careless.
Learns with difficulty.
tends to resist change
Requires more than
average explanations.
Hesitates to ask
questions.
Some problems with
attendance,
punctuality or
misuse of time.
[ 1
[ 1
[ 1
Satisfactory
attendance. Usually
present and on time.
Grasps with average
ability. Asks
questions when in
doubt
Learns well and will
accept change.
Usually thorough and
attentive. Generally
neat. Average
number of mistakes.
[ 1
[ 1
[ 1
Excellent attendance.
Usually present and
on time.
Usually quick to
understand and
learn.
Willingly expects and
accepts change.
Is exact and precise
most of the time.
[ 1
[ 1
Outstanding record of
attendance and punc­tuality.
Volunteers for
overtime.
[ 1
Exceptionally keen
and alert. Implements
with constructive
ideas.
Quick to catch on,
welcomes newassign­ments.,
Undisturbed
b chan es.
Exceptionally accurate,
does very neat and pro
fessional work. Typing,
spelling and grammar
alwa effect.
ATTENDANCE:
Consider number of absences,
times arriving tardy. length of
lunch periods and number
and length of breaks.
ABIl1TY TO FOllOW
INSTRUCTIONS:
How well employee follows
instructions. c1arifys when in
doubt
.~ E~)•••••••••)••••. i.. iPl$$ § } 1;... · ... ·
"' · . · IMl" jl. OVEMENT · . · ' · ' · · · , · , · ,••"" FA<: TORY · " ·
ACCURACY:
Consider the correctness of
work duties performed
ADAPTABILITY:
Performance under changes;
of conditions.
OUTSTANDING
[ 1
All or most of the time
exceeds the standard
requirements of the
position.
VERY GOOD
[ 1
Frequently exceeds
the standard
requirements of the
position.
SATISFACfORY
[ J
Meets the standard
requirements of the
position.
NEEDS
IMPROVEMENT
[ J
Frequently fails to
me. et the standard
requirements of the
position. Must
im rove.
UNSATIS­FACfORY
[ 1
Normally fails to
meet standard
requirements of the
position. Unsuited
for this t e of work.
I
I
I
IRATER COMMENTS/ ACTION RECOMMENDED ( Attach separate sheet if necessary)
I I
I
EMPLOYEE COMMENTS ( Attach separate sheet if necessary) I
._.~~-.~._._---~----
NOTE: By signing tbis form. the employee
acknowledges only that this evaluation was dlscussed
and a copy has been received, Any disagreements are
to be resolved via the agency grievance procedure. SignatW'e Date
I
.1
SIGNATlJRES:
RATER DATE
_____ R_ E_ VI_ E_ W_ E_ R l_ I_ IL_ E D_ A_ TE J I
I
SUPERVlSORY REVlEW
YOUR RESPONSIBILITY STATEMENT: ( What are your day- to- day job duties)
Job Title:------------------ ORG----------------~-
EVALUATION PERIOD: From---------------- To-----------~-,
[ ]
[ ]
[ ]
[ ]
[ ]
[ ]
[ j
[ ]
[ ]
[ ]
[ ]
[ ]
[ ]
[ ]
[ ]
RARELY SATISFACTORY EXCEPTIONAL
DIRECTION:
Gives clear direction as to what needs to be done, when
it must be complete, who should be responsible for the
objective and how to resolve areas of conflict.
TF<\ nFR~ HTP ·
Always working by example and lending a hand when it is
needed. Always there for consultation and to represent
each employee as well as the group. Values each person
and their contributions in the workplace.
COMMUNICATION:
Communicates effectively with me on tasks to be done,
reasons why, how it effects the Department, Division
and Agency. Talks with me about areas needing improvement
or outstanding, better ways of doing my job.
DIRECTIONS: Review your supervisor's performance as it pertains to you on the job carrying out your duties and responsibilities.
This form will be reviewed by rater of the supervisor and shared with the next level above the rater. This form will not be fIled
in the supervisor's official personnel record.
PLANNING:
Includes me in plans for the work to be done including
work scheduling, absences for leave, overtime work,
toois necessary to do the job.
N~ e D~ ----------------------------------- -~~~--~
TRAINING:
Schedules me for training to ensure I am up to date on
subjects concerning me on the job as well as areas such as
ADA, Discipline, sexual harassment and any classes that
may assist me in career progression.
I
I
I
I
I
I
I
I
I . I
I
I
I
I
I
I~
J
I
I
[ ] [ ] [ ] [ ] [ ]
IMPROVEMENT SATISFACTORY VERY GOOD OUTSTANDING EXCEPTIONAL
NECESSARY
Very Weak in Meets My Exceeds My Continually in This Role Model For
most areas Expectations Expectations Category Me
Comments:
NOTE: By signing this form, the employee is
assured that these comments and ratings are
maintained in confidentiality and will not
result in punitive action.
SUPERVISOR:
Acknowledges employee review and the
statement above, signed by the employee.
RATER:
Acknowledges both employee review and
supervisor signature and ensures both
statements are protected. Works to address
areas of concern, recognizes areas shown
as outstanding, exceptional.
REVIEWER:
Responsible for the tracking of this form and
action taken as a result. Assists all levels in
areas needing improvement.
Signature
Signature
Signature
Signature
Date
Date
Date
Date
I
I
I
I
I
I
I
I
I .
I
I
I
I
I
I
~ I
I
I
I