1 .

X 10

THW tSI

MUSEUM
OF

ARTS

S CULTURE

Eastern Washington State Historical Society

2316 W VY Ave Spokane, WA 99201

January 6, 2016
Mr. Forrest Rodgers
Eastern Washington State Historical Society
2316 W 1St Avenue
Spokane, WA 99201
Re: Work Plan
Dear Mr. Forrest Rodgers:
Toni Pessemier, Board President and Karin Short, Board Secretary met with you on
November 15, 2015 regarding the development of a Work Plan for the Museum. The
purpose of the meeting was to provide you with information and guidance regarding the
Board's expectations for you related to the Work Plan. During the meeting Ms.
Pessemier and Ms. Short provided you with guidance related to the format of the Work
Plan and with samples of Work Plans. Subsequently, you met with and provided Ms.
Pessemier and Ms. Short with a draft Work Plan on December 16, 2015. During that
meeting you were advised that the initial draft failed to meet the Board's expectations in
part because it was missing specific tasks, staff roles, and measurable goals. You were
instructed to revise the document and you indicated you would provide a revised draft
prior to December 25th so that Ms. Short and Ms. Pessemier could provide additional
input by December 31st. Ms. Short and Ms. Pessemier agreed to your proposed
timeframe and committed to review the revised draft and to provide you with input prior
to December 30, 2015. On December 23, 2015, Ms. Pessemier sent you a follow-up
email regarding the Work Plan, noting that she looked forward to the next draft. Neither
Ms. Short nor Ms. Pessemier received the revised draft plan.
On January 2, 2016, you attached a revised Work Plan to the packet of materials for the
Board's meeting scheduled on Wednesday, January 6, 2016. It is disappointing to
discover that despite Ms. Pessemier and Ms. Short's efforts to provide you with initial
direction regarding format and samples and their subsequent efforts on December 16th to
notify you that the initial draft failed to meet the Board's expectations, that you have
submitted a second draft that still fails to meet your performance expectations, including
those identified for you during the December 16th meeting.
A Work Plan is important to the governance and management of the Museum and is part
of the Performance Expectations of the Executive Director. It is unclear why you have
failed to comply with this expectation despite repeated efforts by the Board to provide

Mr. Forrest Rodgers

January 6, 2016
Page 2
you with direction regarding plan development. You are receiving an additional
extension to January 15, 2016 to provide a Work Plan to Ms. Pessemier and Ms. Short
that complies with the instruction you have previously received. If you are unclear about
those expectations, please let Ms. Pessemier and Ms. Short know immediately so this
information can be reviewed with you again. Upon receipt of the Work Plan, Ms.
Pessemier and Ms. Short will review and confirm it meets the Board's expectations. You
will prepare a final plan that complies with the Board's expectations for review at the
Board's February 10, 2016 Board meeting.
Please understand the Board is interested in the successful development of a Work Plan
for the benefit of the Museum, if we can be of any further assistance, let us know.
Sincerely,

EWSHS Board of Trustees

MUSEUM
OF ARTS
& CULTURE

Eastern Washington State Historical Society

2316 W 15` Ave Spokane, WA 99201

MEMORANDUM
DATE:

January 6, 2016

TO:

Forrest Rodgers, EWSHS Executive Director

FROM:

EWSHS Board of Trustees

SUBJECT:

Follow-Up Regarding Budget

The Board packet you provided on Saturday, January 2, 2016, includes a request for the
Board to approve the Museum Budget. Traditionally the Museum Budget has been
approved as close to the end of the biennium as possible which is June or July. The
Board anticipates that revisions to the budget will also be approved as soon as possible
after the legislature approves a final budget. The legislature approved the last budget on
June 30, 2015.
The Performance Expectations for the Executive Director in Section 1 detail the
obligations regarding the Museum's Budget and those expectations have not been met.
The Board did not receive the proposed revised budget until January 2, 2016. The Board
recognizes that the Museum's financial positions have been short staffed due to
departures. However, such issues do not negate obligations regarding the financial
management of the Museum. The current request for the Board to approve a revised
budget does not provide the information necessary for the Board to take such action and
the Board's Finance Committee was not provided an opportunity to review and provide
input on the revisions prior to submission of the proposed revised budget to the entire
Board.
It is expected that you will comply with the Executive Director Performance Expectations
and normal business practices and provide a proposal to the Board's Finance Committee
and then after making any needed changes resubmit a request to the full Board for
approval during its February 2016 meeting.
If you have any questions or need any additional clarification, please contact Ms.
Pessemier as soon as possible.

" 0 T 11 W t S C

MUSEUM
OF ARTS
Y. CULTURE

Eastern Washington State Historical Society

2316 W VY Ave Spokane, WA 99201

January 6, 2016
Mr. Forrest Rodgers
Eastern Washington State Historical Society
2316 W 1St Avenue
Spokane, WA 99201
Re: Board Instructions
Dear Mr. Forrest Rodgers:
The Museum of Arts and Culture ("Museum") Board has provided you with direction
regarding some recent matters which you have disregarded.
On December 16th you were provided a memorandum from the Board,
"Performance Regarding Grant Application and Handling of Staff Matters." The
memo states: "You will attend, participate in, and successfully complete
training regarding management skills through Department of Enterprise Services
as soon as possible." The memorandum provides several training options and
directs you to "Please let Ms. Pessemier know by December 28, 2015 which
training will best meet your needs so appropriate arrangements can be made."
See pgs. 5-6. While you provided a "formal response" on December 28, 2015,
you failed to identify any training.

On December 7 and December 23, 2015 Toni Pessemier, Board President, sent
you an email requesting that you provide an unredacted copy of Alexandra
Vorhees' September 23, 2015 7:16 pm email. You had previously provided a
redacted copy to Ms. Lois Bergstrom in response to an investigation. As of this
date you have not provided the document as requested.

On December 10, 2015, Toni Pessemier, Board President, sent you an email with
a letter attached. The email stated:
"Hi Forrest, We have had previous discussions consistent
with the views reflected in the attached memo. However,
we thought it may be beneficial to have our expectations in
writing so it can be shared with the contractor, government
relations specialist, and others as appropriate. We are
looking forward to the predesign study and related

Mr. Forrest Rodgers

January 6, 2016
Page 2
discussions as the project moves forward. Please let me
know if you have any questions."
The letter attached to the email advised you of the Board's need to be in the
communication loop regarding the predesign project for the MAC due to its
governance role. As the governing body, the Board retains responsibility for
matters which include, but are not limited to, approving building design models,
capital construction projects and for determining whether the museum pursues
other operational models. The letter directed you to include Board representatives
in meetings, discussions, and correspondence related to the project, and directed
to keep the Board fully informed and updated regarding the predesign on an
ongoing basis. You were also instructed to "keep all other appropriate individuals
such as, but not limited to our government relation specialist informed regarding
the study's progress." You did not share the predesign information as instructed
in the email and letter. Based on the performance expectations for the Executive
Director of effective leadership and performance, the Executive Director is
expected to follow up and contact the Board President and Board members if
there are any questions or concerns. You ignored that direction and failed to
contact the Board President in a timely manner to express any concerns you may
have regarding the December 9 letter. A copy of the primary performance
expectations which relate to this issue are attached as Exhibit A.

In November the Art Auction, a fundraiser to benefit the Museum, was held.
Ms. Patty Dickers, one of the Board members, asked you to arrange for guests
for one table. The table was prepaid so your only responsibility was to
coordinate guests to sit at the table where you would be seated. On November 7,
2015, two days before the fundraiser, Ms. Dickers checked in with you to
confirm the guests. You responded you did not arrange for any guests. You did
not contact Ms. Dickers prior to this time to notify her that you had not complied
with the request. Pursuant to your performance expectations you are expected
to work on development efforts which include fundraising activities for the
Museum and in a situation like this to communicate with the Board Member if
you find you may be unable to meet the request. See, Performance Expectations,
2 Development and 6 Communication Board.

On December 16, 2015, you met with Ms. Pessemier and Ms. Karin Short,
Board Secretary. During that meeting you were advised that the initial draft of
the Museum Work Plan failed to meet the Board's expectations, in part, because
it was missing specific tasks, staff roles, and measurable goals. You were
instructed to revise the document. In response, you indicated you would provide
a revised draft to Ms. Short and Ms. Pessemier by December 25th so they could
review and provide you with additional input by December 31 st. On December
23, 2015, Ms. Pessemier sent you a follow-up email regarding the Work Plan,

Mr. Forrest Rodgers

January 6, 2016
Page 3
noting that she looked forward to the next draft. You did not deliver the draft
Work Plan as discussed.
The Board remains committed to the success of the Museum. The Board has
communicated its performance expectations the Executive Director. These Performance
Expectations require you are to "carry out the ... directions of the Board in a timely
manner." See, Performance Expectations 6 Relationships, Board, a. The Performance
Expectations also require the Executive Director to "Set the expectations for superior job
performance by example." See, Performance Expectations 6 Relationships, Staff, d.
You have failed to perform your duties consistent with the set expectations and your
disregard of the Board's instruction demonstrates insubordinate behavior. Moving
forward, understand that you are expected to comply with Board direction, including
those phrased in terms of "requests." Failure to do so constitutes a failure to meet the
performance expectations for the Executive Director position and further constitutes
insubordination.
You will are directed to deliver an unredacted copy of Alexandra Vorhees', Wednesday,
September 23, 2015 7:16 pm email and a response regarding your preferred leadership
training no later than Friday, January, 8, 2016. You will select training scheduled in
January 2016. You will receive separate communications regarding future steps on the
Work Plan and the Predesign matter.
If you have any questions related to these expectations, contact Ms. Pessemier, the Board
President immediately for clarification.
Sincerely,

EWSHS Board of Trustees

Cc: EWSHS Board of Trustees

Mr. Forrest Rodgers

January 6, 2016
Page 4
Exhibit A
The Performance Expectations for the Museum Executive Director require the following:
6. Relationships
Board: Provide the MAC Board with accurate information on all matters
well in advance of any formal decision-making. Provide the Board with
enough specific information on topics well in advance of decision-making
so the Board can make well-informed decisions.
a. Carry out the policies and directions of the Board in a timely
manner.
b. Seek guidance from the Board prior to making any important
decision and collaborate with the Board to gain a mutual
understanding of what the Board deems "important."
c. Keep the Board informed on matters of importance to the MAC
which originate outside the institution e.g. DES, OFM, affiliate
institutions, media, matters the Board identifies to the Executive
Director as important, etc.
d. Keep the Board informed on matters of importance to the MAC
which originate inside the institution e.g. staff concerns, fiscal
issues, programs, exhibits, etc.
e. Communicate accurately, thoroughly and ethically in all matters
relating to the Board and the MAC.
f. Include Board representative in meetings and matters to which
they have directed inclusion based on the Board's identification of
the matter as important and significant to the Board's role.

1. oP.7 n

YS}'

MUSE;uM
,OF ARTS
& CULTURE

Eastern Washington State Historical Society

2316 W 1
5t Ave Spokane, WA 99201

MEMORANDUM
DATE:

January 6, 2016

TO:

Forrest Rodgers, EWSHS Executive Director

FROM:

EWSHS Board of Trustees

SUBJECT: Follow-Up on Alleged Intimidating, Hostile, Retaliatory Conduct

The Board has had the opportunity to review the report of Ms. Lois Bergstrom who
completed an independent investigation related to complaints alleging you engaged in
intimidating, hostile, and retaliatory conduct. During the course of Ms. Bergstrom's
interview with the complainant, he "stated that he does not feel that any of the actions by
Mr. Rodgers or other member of the MAC staff have been racially motivated He also did
not articulate any actions that he would characterize as employee misconduct." Based on
this information, Ms. Bergstrom concluded that while there was no "specific allegations
of employee misconduct against [you]." However, she further noted that based on the
information she received during her review, which included information provided by you
that "Clearly, there is work that needs to be done." We agree.
Based on the information you provided to Ms. Bergstrom in response to the complaint,
see attached Exhibit A, and the recent complaint related to the Curator of Education and
Museum Director, which the Board previously addressed in a Memorandum to you dated
on December 16, 2015, the Board remains concerned about your leadership in a number
of areas. In your response to Ms. Bergstrom during the interview, you describe a series
of internal dynamics in the Museum which have not been effectively addressed consistent
with the Performance Expectations for the Executive Director particularly with Section 4
of the plan which deals with Human Resource Management and Section 6 which deals
with Relationships.
with the opportunity to receive training to assist
The Board has previously provided
you with these areas. In the Board's December 16, 2015 Memorandum which addressed
your Performance regarding the handling of some staff matters, the Board instructed you
to "attend, participate in and successfully complete training regarding management skills
through Department of Enterprise Services as soon as possible. The Board detailed some
options for you and requested that your notify Ms. Toni Pessemier, the Board President,
you

no later than December 28, 2015 regarding the training you would take. You failed to get
back to Ms. Pessemier with the training information.
On December 28, 2015, you did submit a Memorandum to Ms. Pessemier in which you
responded to the Board's Concerns Regarding Handling of Staff Matters. Your response
is attached as Exhibit B, but does not offer a detailed plan of action which includes
goals/tasks, how to meet those goals/tasks, and how to measure the success of those
goals/tasks. Similarly, the leadership goals in the Work Plan you provided in the
January 2, 2016 Board packet also fails to include specific tasks, staff roles, and
measureable goals. It is the Board's impression from your response that you do not
believe that training would be of benefit.
In the. spring of 2015 you requested clarification regarding Board expectations, in
response the Board provided you with further information regarding the Performance
Expectations of the Executive Director position in October 2015. Section 4, Human
Resource Management, of the Performance Expectations details how the Board measures
effective leadership in this area. Additionally, the Performance Expectations expressly
note that if you require assistance in dealing with any issues or concerns, that you should
immediately notify the MAC Board for guidance, training, or other help.
The Board finds that the internal dynamics you described to Ms. Bergstrom are not
evidence of effective leadership and fail to meet the Executive Director performance
expectations.
You will review the performance expectations that you were previously provided in
October of 2015 no later than January 8, 2016 and confirm with Ms. Pessemier that you
have completed this assignment and let her know if you have any questions or concerns.
You contact Ms. Pessemier by no later than Friday, January 8, 2016 with proposed
Leadership training through Department of Enterprise Services. The training will occur
before the end of January., It is the Board's understanding that you plan to engage a
mediator to assist in mediating and facilitating some of the current internal issues. On
December 16, 2015, Ms. Pessemier and Ms. Short encouraged you to move forward with
your mediation plan. You committed to implement that mediation by mid-January 2016
with Mr. Bruce others and then indicated you would do an additional mediation with a
larger workgroup thereafter.
As noted in the Performance Expectations, the Board is available to you as a resource, if
you need assistance in regards to these matters. We hope you appreciate that we have a
shared interest in the success of the Museum and encourage you to work with us
collaboratively to achieve that goal.
If you have any questions or need additional clarification contact Ms. Pessemier
immediately.

Exhibit A

INTERVIEW SUMMARY
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Investigator Name: Lois Bergstrom
Interview Date:
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Exhibit B

From: Forrest Rodgers <Forrest.Rodgers@northwestm use um.org>

Date: December 28, 2'015 at 5:12:49 PM PST

To: Toni Pessemier <toni.pessemier@avistacorp.com>, Karin Short <Icarin.s@com cast. net>

Subject: [External] Meeting Follow-Up
Toni & Karin
Attached is my response to the Board's issues of concern, as discussed on December 16, 2016.
I've given a lot of thought to the issues themselves, and have proposed several ways to address
them in ways that are both constructive and have lasting impact. Thank you for your continued
interest in ,our shared success.

Fr-mot

a
U

Smiai:o 4n Afftbllone

MEMORAIN UIbi
NO RTi,y,E,,
MUSEUM
OF ARTS
& CULTURE

December 28, 2015

To:
Fr:
Re:

Ms. Toni Pessemier, President, Boarl Trust

Forrest Rodgers, Executive Director io '
Leadership Performance and Expecns
at

Thank you for your recent communication regarding the Board's concerns about the LEGOs
Member Preview, the Hagan Foundation proposal, and staff matters. This is a formal response to
these communications, with a request to discuss them in executive session with the director at the
January 6, 2016 Board meeting.
Concerns Regarding LEGO Exhibit
I accept responsibility for the tardy delivery of Member Preview invitations. To ensure Trustees are
aware of Member Previews and other exhibit opening events, Development staff will prepare an
annual calendar of exhibit opening events for internal audiences. In addition, I will "work effectively
with appropriate staff to make the public and business community aware of the MAC and its
programs..." to promote related events that are .open to the general public.
Concerns Regarding Grant Application
The Hagan Foundation grant application was developed, under my direction, to secure additional
but unrestricted funding for School Visit programs. Because the Foundation previously supported
the Visual Thinking Strategies (VTS) program; I directed the proposal to focus on two art-related
components of the Core k experience: Color Theory and Mono-Print Studio. While school visit fees
and some grants fund a program's direct expenses (i.e., curricular materials, supplies, honoraria,
etc.), few fund the associated staff costs of delivering the program. The request to Hagan was to
partially fund the educator's time to develop, prepare and deliver the experience. This confusion
indicates the need to remind education and exhibits staff how Museum programs and their financial
requirements are matched with potential.funders. Betsy, Mandy and I will address this in our
January All Staff Meeting. [Note: The only content error in the proposal is that Mukogawa Ft. Wright
Institute was listed as a tribal, rather than alternative, schooI.]
Concerns Regarding Handling of Staff Matters
One of the most important characteristics of a healthy organization is an effective leadership team
that works with a high degree of trust and strategic alignment. With a multi-year exhibit schedule
and new Finance Manager in place, buildingthis team is a high priority complement to successful
completion of the Pre-Design and meeting the Legislature-directed budget provisos. I will begin this
work by reaffirming my commitment to the individual and team success of our Leadership Team,
comprised of the Curator of Education & Museum Director, Finance Manager, Development
Director, and Confidential Secretary.

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