Orchestras Mississauga Board Manual Orchestras Mississauga 4141 Living Arts Drive, Mississauga, Ontario L5B 4B8 Phone: (905) 615-4401 Ontario Corporation Number: 000262437 Date of Incorporation: October 31, 1972
Table of Contents Introduction...... 1 Mission Statement...... 2 Structural Overview.... 3 Board Structure... 4 Statement of Board Member Obligations... 6 Executive Committee. 7 Committee Structure.. 8 Nominating Committee.. 9 Marketing Advisory Committee 10 Volunteer Development Committee 11 Personnel Committee 12 Finance Committee 13 Fundraising Campaign Committee. 14 Special Events Fundraising Committee..... 15 Education and Outreach Committee..... 16 By-Laws... Appendix A September 25, 2002
Challenges and Opportunities: Growth and Expansion Orchestras Mississauga (OM), formerly known as the Mississauga Symphonic Association (MSA), is the umbrella organization for three orchestras: the Mississauga Symphony, a large community orchestra of 70 100 volunteer musicians led by a core of professional principal players; Sinfonia Mississauga, an orchestra of 12 professional string musicians, augmented by professional players of various instruments required by the program being performed; and the Mississauga Philharmonic, a 40-piece professional ensemble which performs the Pops series and more demanding repertoire when the occasion demands. With the creation of the Philharmonic in 1995, the Board of Directors reinforced their commitment to the growth and expansion that would meet the needs of our community. In 1997 the orchestras of the MSA arrived at the new Living Arts Centre with a number of plusses. The Mississauga Symphony, for instance, has developed a prominent and highly respected reputation with a loyal audience following. The orchestra was formed in the fall of 1972 with a small but enthusiastic group of 40 musicians under the leadership of the distinguished conductor, Dr. Boyd Neel. With a roster of close to 100 musicians under the leadership of John Barnum, the orchestra has gained a reputation as one of the finest community orchestras in Canada. Over the years, many highly acclaimed soloists have performed with the Symphony. From the beginning, the orchestra rehearsed and performed in Cawthra Park High School Auditorium with a capacity audience of 680. The larger and professional Hammerson Hall at the Living Arts Centre holds an audience almost double in size. Sinfonia offers the community highly polished, spell-binding performances, with several coast-tocoast performances recorded by CBC Stereo and live performances in Toronto and elsewhere in southern Ontario. The orchestra has always attracted high-profile corporate sponsors. With the move into the Living Arts Centre, production and artistic costs increased by more than $150,000, making fundraising a primary concern. Special fundraising events are held throughout the season, including a golf tournament, wine auction, book sale, fashion show, fun run, and homes tour. There have been and continue to be some great successes. As more efficient and workable methods in fundraising were required, the following two committees were created: a) The Special Events Fundraising Committee is responsible for developing special event fundraising strategy and ensuring that these objectives are met. The chair of this committee oversees the chair of each special event team, so that each fundraising event is structured with its own chair and unique team of volunteers. In the past, many of the Association s fundraising events were organized and staffed by members of the volunteer committee. But an ever-increasing workload and profits that fell short of our expanding needs led the committee to re-structure in September 1998 to become a committee of the Board. b) The Volunteer Development Committee is responsible for creating the strategy for volunteer development, working to ensure there are sufficient volunteers for all Symphony activities. A dream of the Association is coming closer to reality with the development of a new Education and Outreach program for young people. Projects will include a cushion concert series presented by small professional ensembles to introduce children to instruments of the orchestra, an adopt-aplayer program, school concerts, open rehearsals and master classes. The aim is to foster musical appreciation and knowledge in young people, develop new audiences, enrich the curriculum and provide music education in the face of school budget cutbacks. In November 1998, the administration offices for the Symphony relocated from Clarke Hall in Port Credit to the second floor of the Living Arts Centre. This enabled the staff to be more accessible to the general public and to more easily communicate with LAC staff. The future of OM looks bright and as the City of Mississauga grows the prospects look more abundant. The Association has responded to the challenges and opportunities offered by the
move into the Living Arts Centre and has created the means for growth and expansion to benefit not only the Association but the people of Mississauga as well. September 25, 2002 Page 2 OM Board Manual
Mission Vision Orchestras Mississauga will enrich the City of Mississauga by fostering the appreciation, development and advancement of quality orchestral music for our citizens, youth, musicians and the arts community We serve our art and our community through artistic excellence and the judicious selection of repertoire, artists, venues and methods of presentation. We provide cultural leadership to the Mississauga community through live performances, while recognising that our unique level of community support, developed through alliances with business and government, social and educational institutions, and individual volunteers, provides us with a strong foundation. We are proud to serve a community that places such a high value on our work, and we accept the responsibility to increase our community s access to the music we make. Values We, the musicians, directors, volunteers and staff, are committed to the following principles as we work to implement our mission: artistic excellence, co-operation, participation, sharing of information, mutual accountability and community service. September 25, 2002 Page 3 OM Board Manual
COMMUNITY AUDIENCE PERFORMANCE ADMINISTRATIVE STAFF & VOLUNTEERS ARTISTIC STAFF & VOLUNTEERS DONORS - CORPORATE, GOVERNMENT & INDIVIDUAL September 25, 2002 Page 4 OM Board Manual
Structure Responsibility for realizing the mission of Orchestras Mississauga is shared by the Board, the Staff and the Volunteers of the Association. The Board is responsible for policy and governance of the Association. Responsibility for the day-to-day activities of the Association is delegated by the Board to the Executive Committee, the Staff and the various other committees, subject to review and approval by the Board. The Board The Board establishes and monitors adherence to policies and is responsible for overseeing all activities of the Association. Number: The Board of Orchestras Mississauga shall consist of not less than twenty-one (21) Directors, including ex-officio members. Up to six (6) members of the Board of Directors shall be elected from the volunteer musicians of the Mississauga Symphony Orchestra. These members must be in good standing where good standing is defined as maintaining a current paid dues status with the orchestra. Members are chosen for their interest, skills or experience in music and/or arts administration. The Music Director and General Manager serve as ex officio members of the Board, providing professional guidance and expertise to Board discussions. Term Of Office: Individuals are elected to serve a three-year term on the Board by the General Membership of the Association at the Annual General Meeting, which is usually held each year in September. Members of the Board may serve two consecutive terms (six consecutive years), and may serve an additional three consecutive years as a Director provided they are duly elected in each additional year and serve as an Officer of the Board. No individual may serve more than nine consecutive years on the Board. Vacancies: So long as there is a quorum of Directors in office, any vacancy occurring on the Board of Directors may be filled by the Board of Directors then in office appointing a member to fill this position until the next Annual Meeting; otherwise the un-expired term of such vacancy shall be filled at the next election of Directors. If there is not a quorum in office, the remaining Directors shall forthwith call a meeting of the orchestra members to fill the vacancy or vacancies, if there are no Directors then in office, a meeting may be called by any member. Removal: 1. Any Director who misses three (3) consecutive meetings of the Board of Directors shall be deemed to have resigned from the Board and his/her resignation shall be automatically accepted [Bylaw 17]. 2. Any member whose actions or words may be considered counter to the best interests of the Corporation may be asked to resign by the President. Should the member fail to resign then his/her membership as a Director of the Corporation may be revoked by unanimous vote of those members present at the meeting where the resolution is presented. [Bylaw 17]. September 25, 2002 Page 5 OM Board Manual
Resignations: See Bylaw 17. Reinstatement: See Bylaw 17. Schedule: Meetings of the Board of Directors are held on the 4 th Thursday of every month from September to June, and are scheduled from 6:00 to 8:00 pm at the Living Arts Centre. September 25, 2002 Page 6 OM Board Manual
Statement of Board Member Obligations In accepting nomination to the Board of Directors of Orchestras Mississauga, I recognize my responsibilities as a Trustee of the Association: to act honestly, in good faith, and in the best interests of the Association; and to exercise care, diligence and skill in the execution of my duties as a Director. Specifically, I agree to: 1. Support the artistic activities of the Association by subscribing to at least one OM concert series annually. 2. Support the volunteer activities of the Association by serving on at least one committee of the Board, either as Chair, or as Committee Representative to the Board. 3. Support the fundraising activities of the Association through annual contribution to the individual donor campaign and/or through participation in special fundraising events of the Association. 4. Attend all Board meetings. If I cannot attend a Board meeting, I will notify the Symphony office as soon as possible, and make every effort to bring myself up to date before the next meeting. I will attend the Annual General Meeting. 5. Act as ambassador for the Symphony, actively promoting OM in everyday discussions, within the limits of good taste. I will encourage a favourable impression of OM with any groups or organizations I am in contact with. I will introduce friends to the Symphony by inviting them to concerts and special events. 6. Assist the Nominating Committee by identifying, encouraging and orienting new Board members. September 25, 2002 Page 7 OM Board Manual
The Executive Committee The Executive Committee comprises the Officers of the Association: President, Past President, Chair, Secretary and Treasurer. The General Manager and the Music Director serve as ex officio members of the Executive Committee. The Executive Committee works on behalf of the Board between meetings of the Board to operate, manage and administer the day-to-day affairs of the Association, prepare the agenda for Board meetings, and tentatively formulate policy for Board consideration. Appointments to the Executive Committee are based on exhibited leadership in other or earlier positions. Meetings are held on the 2 nd Thursday of every month from September to June, and are scheduled from 6:00 to 8:00 pm at the Living Arts Centre. Chair of the Board The Chair is appointed annually by the Board to serve as an Officer of the Association. The Chair co-ordinates Board and Executive meeting agendas, leads Board and Executive Committee meetings, and fosters an environment for successfully meeting Board goals while ensuring that the interests of all Association stakeholders are represented to the Board. The Chair is a signing officer of the Association. President The President is elected annually by the Board to serve as an Officer of the Association. The President fosters an environment for open and positive communication, encourages the growth of the vision of the Association, and embodies the values of Board leadership while ensuring that the interests of the Symphony are represented in relevant associations in the region. The President is a signing officer of the Association. Secretary The Secretary is appointed annually by the Board to serve as an Officer of the Association. The Secretary records the minutes of the Board and Executive Committee, and acts as custodian of the corporate seal and the records and documents of the Board. The Secretary also works with the General Manager to publish the Annual Report. The Secretary is a signing officer of the Association. Treasurer The Treasurer is appointed annually by the Board to serve as an Officer of the Association. The Treasurer ensures that full and accurate books of account are kept by the Association, and works with the General Manager to prepare regular financial reports for the Board. The Treasurer is a signing officer of the Association. September 25, 2002 Page 8 OM Board Manual
Committee Structure Board of Directors Executive Committee Operates, manages and administers the day-today affairs of the Association, acts on behalf of the Board between meetings of the Board, and prepares the agenda for Board meetings Marketing Advisory Committee Personnel Committee Fundraising Campaign Committee Special Events Fundraising Committee Advises the Marketing Director regarding the marketing aspects of all artistic, educational and fundraising activities in order to ensure consistent and effective marketing strategies Develops and monitors policies to promote effective relations between people throughout the Symphony Develops ongoing donation/ sponsorship strategy and provides support and assistance to Association staff in identifying, soliciting and achieving successful donor/sponsor partnerships Develops ongoing special event fundraising strategy and realizes annual special event fundraising activities Volunteer Development Committee Finance Committee Education and Outreach Committee Nominating Committee Develops ongoing strategy for volunteer development and realizes annual activities to address recruitment, training, recognition and community outreach Monitors symphony finances and oversees financial planning Develops ongoing education and outreach activities for the Association Evaluates, selects and nominates candidates for the Board of Directors, to ensure that overall effectiveness of the Board is maintained with a balance of skills, interests and focus to meet the Association s immediate and future needs September 25, 2002 Page 9 OM Board Manual
Nominating Committee Focus: Development of a strong, effective Board of Directors with a membership balanced in skills, interests and focus. Mandate: 1. To evaluate Board composition according to the immediate and future needs of the Association. 2. To ensure that the Board includes individuals who comprise a balance of interest and ability in all major areas of Board involvement (board management, marketing, human resources, facility management, fundraising, event management, volunteer development, and financial management) 3. To present a slate of nominees to the general membership for election to the Board at the Annual General Meeting. 4. To assist Directors to become active and effective Trustees. Timing Nov Jun Work Cycle Brainstorming & Discussion Review current Board composition; identify areas for Board development and director recruitment Investigation Determine eligibility of Directors for re-election Plan Development Identify and recruit individuals to serve on the Board Jun Sep Recommendation to Board Present slate of nominees for Board approval Plan Realization Present slate of nominees to general membership for election at Annual General Meeting Committee Structure/Membership: A member of the Board of Directors shall be appointed to serve as Chair of the Nominating Committee. Committee membership shall include at least three others, representing the Volunteer Committee, the Staff, and one individual not serving on the Board. September 25, 2002 Page 10 OM Board Manual
Marketing Advisory Committee Focus: Advice and support to the Marketing Director in the development of ongoing marketing strategies for the Association Mandate: 1. To work with the Marketing Director to develop a comprehensive strategy to address the marketing of all artistic, educational and fundraising activities, and to ensure consistent and effective results. Responsibilities include the development of overall annual marketing goals, the development of marketing plans, and overseeing the execution of those plans which comprise the actual marketing process itself, the elements of which include: consideration of service development, distribution, pricing strategies, promotion and control systems. 2. To support the realization of the approved marketing plan; monitor progress and evaluate results of new opportunities and media sponsor/partnerships. 3. To report results of the annual marketing plan to the Board. 4. To review OM marketing strategies and recommend policy to the Board, as required. Timing Apr Sep Work Cycle Brainstorming & Discussion Review previous results/successes Discuss new opportunities, potential partnerships with media sponsors Investigation Preliminary research of potential opportunities, media sponsors Plan Development Determine key opportunities Assist with development of marketing budget and calendar Oct Jan Sep Recommendation to Board Present annual marketing plan, budget and calendar for Board approval Plan Realization Monitor and support marketing team efforts Report progress/results to Board Committee Structure/Membership: At least one member of the Board of Directors shall serve as a member of the Committee. If the Chair of the Committee is not a member of the Board, then one Board Member shall be appointed to serve as Committee Representative on the Board. September 25, 2002 Page 11 OM Board Manual
Volunteer Development Committee Focus: Development of ongoing volunteer development strategy for OM. Mandate: 1. To evaluate current OM volunteer resources and utilization. 2. To identify key areas for initial volunteer development focus. 3. To develop a volunteer communications program. 4. To develop a volunteer recognition program. 5. To investigate opportunities for community outreach/partnership programs. 6. To recommend an annual plan for volunteer resource development to the Board. 7. To undertake the realization of the approved annual plan by co-ordinating appropriate volunteer development teams to address recruitment, training, recognition and community outreach initiatives. 8. To report the results of volunteer resource development initiatives to the Board. 9. To review OM volunteer development strategy and recommend policy to the Board, as required. Timing Dec Work Cycle Brainstorming & Discussion Review previous volunteer resource results/successes Discuss new opportunities and potential partnerships Investigation Preliminary research into volunteer programs and community outreach ideas Plan Development Determine key opportunities for volunteer development, volunteer recognition and community outreach initiatives Develop budget and calendar May June - May Recommendation to Board Present annual plan, budget and calendar for Board approval Plan Realization Form recruitment, training, recognition and outreach teams Monitor and support team efforts Report progress/results to Board Committee Structure/Membership: At least one member of the Board of Directors shall serve as a member of the Volunteer Development Committee. If the Chair of the Committee is not a member of the Board, then one Board Member shall be appointed to serve as Committee Representative on the Board. September 25, 2002 Page 12 OM Board Manual
Personnel Committee Focus: Development of policies and procedures to promote effective personnel relations throughout the Association. Mandate: 1. To establish a mechanism for hearing and helping to resolve personnel disputes. 2. To review current methods of carrying out job reviews, suggesting improvements, where indicated, and to monitor these reviews. 3. To oversee the process of performance reviews for paid personnel. 4. To explore ways to improve contract negotiation mechanisms as required. 5. To handle personnel issues, particularly legal issues, on an ad hoc basis as the need arises. Timing Jun Work Cycle Brainstorming & Discussion Investigation Plan Development As Recommendation to Board Necessary Present annual plan, budget and calendar for Board approval Plan Realization Committee Structure/Membership: At least one member of the Board of Directors shall serve as a member of the Committee. If the Chair of the Committee is not a member of the Board, then one Board Member shall be appointed to serve as Committee Representative on the Board. September 25, 2002 Page 13 OM Board Manual
Finance Committee Focus: Monitoring symphony finances and overseeing financial planning for the Association. Mandate: 1. To review and analyse the ongoing financial strength of the Association. 2. To monitor the Association s financial and administrative systems and controls and recommend policy to the Board, as required. 3. To work to integrate individual plans and budgets developed by Board Committees into OM operating budget. Timing Work Cycle Brainstorming & Discussion Investigation Plan Development Nov Recommendation to Board Present annual budget for Board approval Plan Realization Committee Structure/Membership: At least one member of the Board of Directors shall serve as a member of the Committee. If the Chair of the Committee is not a member of the Board, then one Board Member shall be appointed to serve as Committee Representative on the Board. September 25, 2002 Page 14 OM Board Manual
Fundraising Campaign Committee Focus: Development of ongoing donation/sponsorship strategy for OM. Mandate: 1. To recommend an annual plan for Individual and Corporate donation programs to the Board. 2. To support and assist Association staff in identifying, soliciting and achieving successful donor/sponsor partnerships. 3. To review OM campaign fundraising strategies and recommend policy to the Board, as required. 4. To report the results of the annual fundraising campaign to the Board. Timing June Work Cycle Brainstorming & Discussion Review previous results/successes individual and corporate donation campaigns, sponsorships Discuss new opportunities, potential partnerships Investigation Preliminary research of potential donor/sponsorship opportunities Plan Development Determine key donation and sponsorship opportunities Develop donation and sponsorship budget and calendar Nov Dec Nov Recommendation to Board Present annual plan, budget and calendar for Board approval Plan Realization Form donor approach teams Monitor and support approach team efforts Report progress/results to Board Committee Structure/Membership: At least one member of the Board of Directors shall serve as a member of the Fundraising Campaign Committee. If the Chair of the Committee is not a member of the Board, then one Board Member shall be appointed to serve as Committee Representative on the Board. September 25, 2002 Page 15 OM Board Manual
Special Events Fundraising Committee Focus: Development of ongoing special event fundraising strategy for the OM. Mandate: 1. To recommend an annual plan for special event fundraising efforts to the Board. 2. To undertake the realization of the approved annual plan: co-ordinate appropriate special event teams; monitor progress and evaluate results of event teams and special events. 3. To undertake planning and the realization of special annual fundraising events, which include: the wine auction, the fashion show, the Beat Beethoven fun run, the C# Homes Tour, the golf tournament and the book sale; and to develop overall revenue targets for these events. 4. To report the results of special event activities to the Board. 5. To review OM special event fundraising strategies and recommend policy to the Board, as required. 6. To develop recommendations regarding new/additional special event opportunities (if appropriate) each year. Timing Work Cycle Brainstorming & Discussion Review previous event results/successes Discuss new opportunities, potential partnerships Investigation Preliminary research of event logistics: potential team leaders, personnel, partners, location, timing, etc. Plan Development Determine key special event opportunities Develop event budgets and calendar Nov Jan Dec Recommendation to Board Present annual plan, budget and calendar for Board approval Plan Realization Form event teams Monitor and support event team efforts Report progress/results to Board Committee Structure/Membership: At least one member of the Board of Directors shall serve as a member of the Special Event Fundraising Committee. If the Chair of the Committee is not a member of the Board, then one Board Member shall be appointed to serve as Committee Representative on the Board. September 25, 2002 Page 16 OM Board Manual
Education & Outreach Committee Focus: Development of ongoing education and outreach activities for OM. Mandate: 1. To recommend the annual plan for symphony activities to reach out into the community and encourage new audiences to become aware of the symphony. 2. To undertake the realization of the approved annual plan: co-ordinate appropriate volunteer teams to address curriculum objectives, program development, musician involvement and public relations with the schools; and provide advice on effective administrative processes. 3. To investigate sources of funding that may be unique to services provided to young audiences, public performances or the educational system. 4. To report results of education and outreach initiatives to the Board. 5. To review OM education and outreach strategy and to recommend related policy to the Board, as required. Timing Dec Work Cycle Brainstorming & Discussion Review previous education and outreach results/successes Discuss new opportunities and potential partnerships and programs Investigation Preliminary research into school needs and community outreach ideas Plan Development Determine key opportunities for program development, musician involvement, support materials, and fund development Develop budget and calendar Jan Jan June Recommendation to Board Present Spring 1999 Pilot Projects plan, budget and calendar for Board approval Plan Realization Articulate programs and musicians available in the form of a brochure or information package and distribute Monitor and support program delivery Report progress/results to Board Committee Structure/Membership: At least one member of the Board of Directors shall serve as a member of the Education and Outreach. If the Chair of the Committee is not a member of the Board, then one Board Member shall be appointed to serve as Committee Representative on the Board. September 25, 2002 Page 17 OM Board Manual
Staff Structure MISSISSAUGA SYMPHONIC ASSOCIATION Functional Organization Chart Board of Directors General Manager Music Director & Conductor Marketing Fundraising Music Library Musician Administration Publicity Advertising Development Special Events Production Web Maintenance Government Grants Foundations Education & Outreach Administration Accounting Database Audit & Control Contracts Music Director And Conductor The Music Director has a mandate to lead the artistic development of the Association and is responsible for the artistic excellence of the Mississauga Symphony Orchestra, Sinfonia and the Philharmonic through programming and musician development. The Music Director reports to the President and works with the General Manager. Music Librarian The Music Librarian reports to the Music Director. He/she is contracted on a part-time basis. Duties include research, ordering, preparing, distribution and collection of music for the Association. Technical Liaison (Production) The Technical Liaison reports to the Music Director. He/she is contracted on a part-time basis to ensure that the technical requirements of symphony productions are related accurately to the Living Arts Centre production staff. Responsibilities include stage setup for the orchestra at rehearsals and performances. September 25, 2002 Page 18 OM Board Manual
Musician Administrator The Musician Administrator reports to the Music Director. He/she is contracted on a parttime basis to ensure that the musician-related personnel functions are executed effectively with attention to all required details. This person is responsible for hiring musicians, ensuring that appropriate musicians are available at each service, and for the preparation and management of union contracts. He/she communicates with all musicians regarding seating in the ensemble, availability for services, and ensures that music will be available at services for substitutes. General Manager The General Manager has a mandate to ensure the administrative and fiscal health of the Association. The General Manager is responsible for the successful management of the day-today administration of the Symphony office and staff. The General Manager reports to the President, works with the Music Director and is a signing officer of the Association. Marketing Marketing is responsible for all communication outside OM geared to maintaining and increasing attendance at all musical and special events. This function is a part-time responsibility within the OM office and is usually contracted out to a third party. Fundraising Fundraising is responsible for overall coordination of all activities that generate revenue from sources other than ticket sales. This function searches out and maintains corporate sponsors, solicits individual and foundation donations, writes grant proposals and provides administrative support to special fundraising events. Education & Outreach Education and Outreach is responsible for designing and implementing programs that integrate with school curricula in the local school boards. It is responsible for programs that broaden our demographics to include greater accessibility to the general public, and to coordinate volunteer activities. Administration Administration is responsible for the day-to-day administration of the Association. Responsibilities include maintaining books of accounts and databases, budgeting, planning, cost control, scheduling, managing contracts, governance issues and all other matters referred to the office by the Board of Directors. September 25, 2002 Page 19 OM Board Manual