Resume packet

Summar

Results-producing, Marketing manager wi over-year improvements in media, mar reducing overhead both through budget c Strong and decisive operations consultan with an ability to draw upon complex and create non-traditional solutions. Maintain quality standards and bottom-line profit diverse cross-functional and inter-departm and exceed all expectations as prove featuring promotions to positions of incre

Andrew C. Stephens, MBA Digital Marketing Professional ANDREW STEPHENS, MBA

Marketing Professional

Indianapolis, Indiana

andrew.c.stephens@me.com

Skills Research Social Media Marketing Email Marketing Data Analysis Strategic Planning Brand Managment Google Analytics Content Creation

Selected Highlights

Apply strong communication skills to develop grew opt-in media followers by 130+%.

Develop FunFinder.Indy.gov web solution to re databases and display park information to our management of 200+ static sites.

Architect to a social media strategy that was id Act as social media manager, claiming, manag Facebook location pages, increasing page Like First in class to structured Facebook locations Led a team to develop and analyze the process 100 locations. In 2015, meal service reached 5 Designed operational strategies to reduce un-s Manage budgets in excess of $200k First employee of the City of Indianapolis to co training.

Strategic thinker able to turn ideas into policies corporations Experienced at analyzing existing systems and Exceptional communication skills with the abil organization to drive company directives

Dynamic Website Integration

Core Competencies Public Relations

Technical Skills Windows XP to 10, Mac OS X, iOS, Android, Advanced Excel (including data connections, pivot tables, solver), Access, Query Builder, Visual Studio, VS BIDS, SQL Server Management Studio, SharePoint, SharePoint Designer, SQL, File Maker Pro

Awards

Leadership

Public Speaking

Proce

Research

Innovation

Custo

Training

Strategic Planning

Gover

Education 2012

Master of Business Admini University of Indianapolis, In GPA 3.4; Graduate Certificates:

2010

Bachelor of Liberal Studies University of Indianapolis, In GPA 3.8

Table of Contents 3 4 5 6 7

Cover Letter Skills & Education Work History LinkedIN Articles Eagle Creek Membership

Six Sigma 8 Digital 9 Pride of the Parks Print 10 30-60-90 Day Plan 11 References (Back Cover) 12

Sites Under Management 4 Brand Pages 228k Check-Ins @ 173 Locations

2 Profiles 11k Followers 5.5k Tweets 1 Profiles 1.7k Followers 1K Posts 1 Page 100 Pins 250 Followers

1 Brand Page 280 Followers

2 Profiles 25 Broadcasts 311 Followers

Andrew C. Stephens, MBA Indianapolis, IN andrew.c.stephens@me.com | (317) 428-8123 March 25, 2016 Greetings; I am writing in search of a position in Digital Marketing and/or Marketing Analytics. In my current role as Sr. Manager of Marketing for The City of Indianapolis, DPR, I have led our department, and in some cases, our industry in marketing strategy. My organization’s social media presence was listed as “best in class” by PROS Consulting in 2015 when compared to other large cities. I led a successful effort to replace our decades old CRM system with a cloud based system featuring more opportunities for online purchases. Once the system was live, I was able to launch what has become a very successful weekly email campaign that drives exposure of our products to our customers.

In comparing my skills and experiences with the frequently requested Key Responsibilities, Additional Skills and Preferences of a number of similar positions, I find the following strong overlaps: • • • • • • •

• •

•

I possess an MBA from the University of Indianapolis. Here I was able to focus on two concentrations, Marketing and Technology Management, a concentration unique to local MBA programs.

I am comfortable communicating with entry level employees to C-Suite employees.

Four years of experience leading marketing efforts for a large government agency.

I served as the architect for The City of Indianapolis’ first fully responsive web site with content driven by existing information from the CRM system.

Created digital advertising campaigns on social and search platforms.

Structured Google Analytics to report on standard web page metrics along with other conversion goals.

Worked with Facebook to restructure our 180+ location pages into a brand page with locations. These locations to date have received nearly 200,000 post reach, 40,000 follower “Likes,” and 230,000 check-in’s. The Indy Parks and Recreation brand page features 26,000+ likes or 3.1% of the population of its service area. For its market type, it is the best-in-class.

Managed an email marketing system featuring 25,000 subscribers across 15+ segments.

Developed post-transaction customer net promoter score (NPS) and satisfaction surveys leveraging transaction information from the CRM including embedded variables to classify the product and sales location. These results are imported into Excel for advanced analytics.

Undergraduate studies that included human anatomy and physiology and other medical field prerequisites. Prior experience as a 911 EMT.

I look forward to hearing from you in the future and meeting to discuss how my skills and experiences can best serve your organization.

Sincerely,

Andrew C. Stephens

Page 3

Summary Summary Summary

ANDREW ANDREW STEPHENS, MBA ANDREW STEPHENS, MBA Marketing Professional STEPHENS, MBA

Marketing Professional Marketing Professional

Indianapolis, Indiana Indianapolis, Indiana andrew.c.stephens@me.com Indianapolis, Indiana andrew.c.stephens@me.com andrew.c.stephens@me.com Skills

Skills Skills Research Research Research Social Media Marketing Social Media Marketing Social Media Marketing Email Marketing Email Marketing Email Marketing Data Analysis Data Analysis Data Analysis Strategic Planning Strategic Planning Strategic Planning Brand Managment Brand Managment Brand Managment Google Analytics Google Analytics Google Analytics Content Creation Content Creation Content Creation Dynamic Website Integration Dynamic Website Integration Dynamic Website Integration Public Relations Public Relations Public Relations

Technical Skills Technical Skills Technical Skills Windows XP to 10, Mac OS X, iOS, Android, Advanced Windows XP to 10,Excel Mac (including OS X, iOS, Windows XP to 10, Mac OS X, iOS, data connections, pivot tables, Android, Advanced Excel (including Android, Advanced Excel (including solver), Access, Query Builder, Visual data connections, pivot tables, data connections, pivot tables, Studio, BIDS, SQL Server solver),VSAccess, Query Builder, Visual solver), Access, Query Builder, Visual Management Studio, Studio, VS BIDS, SQLSharePoint, Server Studio, VS BIDS, SQL Server SharePoint Designer, File Management Studio,SQL, SharePoint, Management Studio, SharePoint, Maker Pro Designer, SQL, File SharePoint SharePoint Designer, SQL, File Maker Pro Maker Pro

Awards Awards Awards Indianapolis Mayor’s Performance Award Indianapolis Mayor’s Performance Indianapolis Mayor’s Performance Award Award

Results-producing, Marketing manager with 15+ years demonstrating yearResults-producing, Marketing manager with 15+efforts, years demonstrating over-year improvements in media, marketing and margins byyearResults-producing, Marketing manager with 15+ years demonstrating yearover-year improvements in media, marketing efforts, and modification. margins by reducing overhead both through budget control and process over-year improvements in media, marketing efforts, and margins by reducing both through budget control and process modification.

Strong andoverhead decisive operations consultant and customer orientated leader reducing overhead both through budget control and process modification.

Strong decisive consultant and customer leader with an and ability to drawoperations upon complex and diverse bodies oforientated knowledge to Strong and decisive operations consultant and customer orientated leader with an ability to draw upon complex and diverse bodies of knowledge to create non-traditional solutions. Maintains uncompromising focus on high with an ability to draw upon complex and diverse bodies of knowledge to uncompromising on high create Maintains quality non-traditional standards and solutions. bottom-line profit improvement.

I excelfocus at leading create non-traditional solutions. Maintains uncompromising focus on high quality standards andand bottom-line profit improvement.

I excel leading diverse cross-functional inter-departmental teams that work at efficiently quality standards and bottom-line profit improvement. I excel at leading diverse and inter-departmental that work efficiently andcross-functional exceed all expectations as proven by myteams exceptional tenure diverse cross-functional and inter-departmental teams that work efficiently and exceed all to expectations proven byauthority my exceptional tenure featuring promotions positions ofasincreasing and responsibility. and exceed all expectations as proven by my exceptional tenure featuring promotions to positions of increasing authority and responsibility. featuring promotions to positions of increasing authority and responsibility.

Selected Highlights Selected Highlights Selected Highlights Apply strong communication skills to develop marketing and media strategies that grew opt-in media followers by skills 130+%.

Apply strong communication to develop marketing and media strategies that Apply strong communication skills to develop marketing and media strategies that Develop FunFinder.Indy.gov solution to retrieve managed data from existing grew opt-in media followersweb by 130+%. grew opt-in media followers by 130+%. databases and display park information to our customers online.data Thisfrom replaced Develop FunFinder.Indy.gov web solution to retrieve managed existing Develop FunFinder.Indy.gov web solution to retrieve managed data from existing management of 200+ static databases and display parksites. information to our customers online. This replaced databases and display park information to our customers online. This replaced Architect to a social media strategy management of 200+ static sites. that was identified as best in class management of 200+ static sites.

Act as social claiming, managing, and developing content for 150+ Architect to media a socialmanager, media strategy that was identified as best in class Architect to a social media strategy that was identified as best in class Facebook location pages, increasing pagemanaging, Likes by 500% over three content years. for 150+ Act as social media manager, claiming, and developing Act as social media manager, claiming, managing, and developing content for 150+ First in classlocation to structured as by a brand locations Facebook pages,Facebook increasinglocations page Likes 500%/over three page. years.

Facebook location pages, increasing page Likes by 500% over three years.

Led a team to develop and analyze thelocations process map daily meal service to over First in class to structured Facebook as a for brand / locations page.

First in class to structured Facebook locations as a brand / locations page.

100 2015, meal service reached 500,000, a organizational record.

Ledlocations. a team toIndevelop and analyze the process map for daily meal service to over Led a team to develop and analyze the process map for daily meal service to over Designed operational strategies to reduce un-served meals from 4% to less than 2%.

100 locations.

In 2015, meal service reached 500,000, a organizational record.

100 locations. In 2015, meal service reached 500,000, a organizational record.

Manage budgets in excess of $200k Designed operational strategies to reduce un-served meals from 4% to less than 2%.

Designed operational strategies to reduce un-served meals from 4% to less than 2%.

First employee of the City of of Indianapolis to complete the internal Six-Sigma Black Belt Manage budgets in excess $200k Manage budgets in excess of $200k training.

First employee of the City of Indianapolis to complete the internal Six-Sigma Black Belt First employee of the City of Indianapolis to complete the internal Six-Sigma Black Belt Strategic training. thinker able to turn ideas into policies that result in significant savings for training. corporations Strategic thinker able to turn ideas into policies that result in significant savings for Strategic thinker able to turn ideas into policies that result in significant savings for Experienced at analyzing existing systems and implementing notable enhancements corporations corporations Exceptional communication skills with the ability to collaboratenotable with all enhancements levels of an Experienced at analyzing existing systems and implementing Experienced at analyzing existing systems and implementing notable enhancements organization drive companyskills directives Exceptional to communication with the ability to collaborate with all levels of an Exceptional communication skills with the ability to collaborate with all levels of an organization to drive company directives organization to drive company directives

Core Competencies Core Competencies Core Competencies Leadership Public Speaking Leadership Leadership Research Research Research Training Training Training

Education Education Education 2012 2012 2012 2010 2010 2010

Public Speaking Public Speaking Innovation Innovation Innovation Strategic Planning Strategic Planning Strategic Planning

Process Improvement Process Improvement Process Improvement Customer Centric Customer Centric Customer Centric Government Affairs Government Affairs Government Affairs

Master of Business Administration Master ofofBusiness Administration University Indianapolis, Indianapolis Master of Business Administration University of Indianapolis, Indianapolis GPA 3.4; Graduate Certificates:Indianapolis Technology Management, Marketing University of Indianapolis,

GPA 3.4; Graduate Certificates: Technology Management, Marketing GPA 3.4; Graduate Certificates: Bachelor of Liberal StudiesTechnology Management, Marketing

Bachelor of of Indianapolis, Liberal Studies University Bachelor of Liberal StudiesIndianapolis University of Indianapolis, Indianapolis GPA 3.8 University of Indianapolis, Indianapolis

GPA 3.8 GPA 3.8

g

2013 - 2016

Work History 2013 - 2016

g

at

at

Senior Manager of Marketing City of Indianapolis Developed and launched a social media plan which was recognized Senior Manager recreation of Marketing by a prominent consulting firm as best in class.

CityWork of Indianapolis collaboratively with the City of Indianapolis' Director of Communications to author web, social, and recognized internal Developed and launched a social mediaPR, planexternal which was communications content to enrich governmental by a prominent recreation consulting firm as best branding. in class.

Exercised crisis communications while serving as theof Work collaboratively with the City skills of Indianapolis' Director department’s liaison to Emergency Operations.

This and skill internal was critical Communications to author web, social, PR, external during the snowstorm of 2014. communications content to enrich governmental branding.

Partner with operations division toskills ensure proper marketing Exercised crisis communications while serving as the mix.

Present quarterly key performance indicator reports to the City’s department’s liaison to Emergency Operations. This skill was critical Executive Board including Mayor, Chief of Staff, Deputy, other during the snowstorm of 2014. department Partner withdirectors. operations division to ensure proper marketing mix.

Draft media releases, as well as develop content andto publish ePresent quarterly key performance indicator reports the City’s newsletters using Delivra, a HTML email marketing tool.

Executive Board including Mayor, Chief of Staff, Deputy, other Spearheadeddirectors. and implemented the sale of Indy Parks Fun (Gift) department Cardsmedia as promotional items.

Draft releases, as well as develop content and publish eRe-positioned monthly anda annual passes for weight rooms and newsletters using Delivra, HTML email marketing tool.

Eagle Creek Park.

Spearheaded and implemented the sale of Indy Parks Fun (Gift) Served onpromotional product specifications and launch team for new Cards as items.

Customer Relationship Management (CRM) Re-positioned monthly and annual passes forsystem. weight rooms and Challenged normal policies and procedures while implementing the Eagle Creek Park. new CRM to maximize marketing position.

Served on product specifications and launch team for new Responsible for grass roots marketing(CRM) implementation Customer Relationship Management system. through the indirect supervision and management of 200+ employees in verythe Challenged normal policies and procedures while implementing busy, fast paced setting. new CRM to maximize marketing position.

Responsible for grass roots marketing implementation through the

2011 - 2012

Program and Operations Analyst indirect supervision and management of 200+ employees in very Citybusy, of Indianapolis fast paced setting.

2011 - 2012

Program andreduction Operations Analyst processing savings of $300,000+ (NPV).

CityLed ofaIndianapolis team to develop and analyze the ordering, tracking, serving,

Developed a SharePoint solution to manage deposit tracking /

and payment process map for meal service to over 100 locations.

Developed a SharePoint solution to manage deposit tracking / Provided an integrated solution between the third-party food vendor processing reduction savings of $300,000+ (NPV). and program monitors to automatically placetracking, orders and Led acity team to develop and analyze the ordering, serving, provide driversprocess with packaging slips.service to over 100 locations. and payment map for meal Utilized SharePoint to write a data entry form enabling food Provided an integrated solution between the third-party foodmonitors vendor to enter counts at the transaction pointplace via iPad thusand reducing and city food program monitors to automatically orders data entry time.with packaging slips. provide drivers Designed operational to entry reduce un-served meals 4% Utilized SharePoint to strategies write a data form enabling food from monitors to less than 2%. to enter food counts at the transaction point via iPad thus reducing Developed database solutions to reduce point of service employee’s data entry time. administrative work burden.

Examples include staff in-service Designed operational strategies to reduce un-served meals from 4% training, pool maintenance records, boilerplate partnership and to less than 2%. donation Developedagreements. database solutions to reduce point of service employee’s Managed two Six-Sigma Projects, including an staff overhaul of our administrative work burden.

Examples include in-service product portfolio and improving efficiency of our summer food training, pool maintenance records, boilerplate partnership and program including reaching break even. donation agreements.

Performedtwo program portfolio management, streamlining reporting Managed Six-Sigma Projects, including an overhaul of our and improving marketing through naming standards. product portfolio and improving efficiency of our summer food

2006 - 2011 2001 2006 - 2011 Present 2001 - 2005 2001 Present 2001 - 2005

Certifications Six-Sigma Black Belt - The City of Indianapolis Journeyman Stagehand - IATSE 30 Special Events Contingency Planning for Public Safety Agencies IS00015.a - Emergency Management Institute Online Introduction to the Incident Command System, IS-00100.a Emergency Management Institute Online Firefighter I/II - Indiana DHS, Wayne Township Fire Department Fire Officer I - Indiana DHS, Ivy Tech Community College Phlebotomist - Ivy Tech State College

Organizations Member – Public Relations Society of America Member / Publicist - Murat Shrine Past Master - F&AM Lodge 492 Member - Scottish Rite Valley of Indianapolis Member - Indiana Freemasons Member - International Alliance of Theatrical Stage Employees, Lo. 30

Projects Funfinder.Indy.Gov, Dynamic Public Website, 2013 Indy Parks, Accident / Incident Reporting System, 2013 Indy Parks, RecMetrix system, 2013 Summer Servings, Lean Six Sigma | Summer Lunch Project, 2012 Indy Parks, SplashMetrix system, 2008

Professional Development Executive Development Program Indiana University

program including reaching break even.

Park Manager – Aquatics Division Performed program portfolio management, streamlining reporting Cityand ofimproving Indianapolis marketing through naming standards.

Stagehand and Electrics Instructor (Part Time) Park Manager – Aquatics Division IATSE Local 30 City of Indianapolis Firefighter / EMT Stagehand and Electrics Instructor (Part Time) Wayne Township Fire Department, Indianapolis, IN IATSE Local 30 Firefighter / EMT Wayne Township Fire Department, Indianapolis, IN

Volunteerism Director of Communications – Murat Shrine Lighting Designer – Footlight Musicals Audio Engineer - MC Axe and the FireCrew

LinkedIN Articles; Self-publishing Parks and recreation marketing is frequently too niche for industry publications to feature these types of articles. As an industry leader, I felt it necessary for sharing topics of interest along with tips and tricks that other departments could use to improve their marketing mix.

I leveraged LinkedIN articles and the National Recreation and Park Administration group to share the following articles which have received over 1000 views.

Page 6

Eagle Creek Membership Campaign Unit Sales

Beginning in 2013, I began working toward replacing our dated customer EAGLE CREEK PASS SALES relationship management software 7000 with a more modern system to leverage 6000 5000 improved sales processes and an 4000 updated on line customer store. The 3000 most aggressive process that was 2000 1000 changed related to our largest park, 0 Eagle Creek. The 2015 implementation date was just days before sales of 2016 annual park passes went on Pass Sales sale. As part of the launch, a multiNov-Mar Apr-Oct Nov-Mar Regression channel communications campaign was launched to address concerns these The campaign was a success. In the early sales months (Novcustomers may have as it related to the Mar) Indy Parks achieved an increase of 38% over regression new process. projections. On this page you will find examples of the communications tools I created to complete the campaign.

2016 Memberships Available Nov. 28 Membership Pass Holders & Future Pass Holders

We Need Your Help!

Beginning for the 2016 season, Indy Parks is changing the way membership passes are issued; Memberships will be issued in card form to individuals, not vehicles. To expedite issuing the passes, please make sure to visit www.indyparks.org after November 16 to create a park www.indyparks.org Nov. user account. WhenUpdates you arrive atComing the park to to purchase your Indy will Parks in the process of updating our park 2016 membership, you beis asked for a phone number, or management Software.

This will bring specific improvements to your online experience. other identifying information to match your membership to Please visit our site after 11/16/15 to register & view our improvements. your profile.

Online Registration Communication Register for programs on line at your

ownMember convenience. GoRates on line from any Jan - Dec 2016 wireless device at any time of the day Individual Marion to County - $50 your registerResident for class, manage profile, and so much Individual Non-Resident - $60more.

Older Adult (62+) Member - $40 Mobile Friendly registration and Hiker /account Biker -management. $35 Veterans receive off a of a class or view the50% availability shelter and bookon line. Schedule single membership courts, picnic shelters,

other facilities on line.

Eagle Creek Park and Office | (317) 327-7110 Improved program search. Search by keyword, age, day, time, location, instructor, etc. You may discover a new class along the way.

16

Sign up to receive text message alerts when a game or activity is canceled at the last minute.

Indicate what your interests are to receive emails tailored to your favorite activity.

Account Management

Manage your account, profiles, and activities from your PC or mobile device.

Easily sign-up or renew Memberships online.

Make payments and receive your receipts on line.

For assistance setting up your account, please call 317-327-PARK M-F 8 AM - 5 PM or email indyparksCS@indy.gov

Page 7

Six Sigma Equiptment

Process

Coolers are stolen

As The City of Indianapolis’ first internally certified Six Sigma Black Belt, I had the opportunity to learn strategies and techniques for process improvement. The examples provides were tools used to break down and analyze change to prove causation.

Multiple locations drop of/pick up at same location Limited windows for delivery

Number of Forms Multiple Agencies Require Different Forms

Refridiration Some are Outside

No true tracking

Need for Program Oversite

Failure to Use

Counts are Incorrect Shrinkage

Transportation

Computer Workstations

Time Restraints Constrained Resources

Education / Training

Theft

Cars are limited Cost Prohibitive

Multiple Fund Sources Human Error

Forms Inefficient

Training

Redundant Paperwork Leftover Meals

Currently not enough

Variance

“Crystal Ball”

None requested

Want to Talk with Drivers

Ordering relies on Knowledge of the Past

They are “Face to Face”

Intuitive

Drivers have not feedback to DPR

Trends

What Causes Non-Reimbursable Meals We Move Food

The person working on site is not always known at the time of training

Don’t Care about 2nd Serving Rule

No Reprocussions

Sites Don’t Forecast

Sites Don’t Call In Changes

DPR takes care of it

Finance Problems - Personal Broad

Phones Get Disconnected

No Perfect Times

Not Pointed

Safe-Serve Required by USDA / DOE

Variable Communication Systems

This process focused on reducing the volume of prepared but unserved youth meals. The waste effected the bottom line of the program as these meals were not reimbursed by the federal government.

Too Short

Too Long

Training

Retraining

Don’t Understand the entire process Info not easily available

Process is not taught Time spent teaching required topics

Relevancy

Day to Day status Changes

Not required

Don’t have Site Phone Numbers

Not Timely (Bad Time Offerings)

Complexity of Data Types

Not Designed into Program

Personal Phone Numbers GIve

Variable Schedules

Too Much Material Not Effective

They don’t care to learn Don’t Understand the Principal

Don’t Care

Don’t feel comfortable

Wrong Person Receives Training

Morals

Just Trash It

Higher Visibility

Training

Supervisors don’t know what is important to operations Priorities not expressed up the food chain

Some people want Information Updates Frequently

Communication

The p-chart to the right shows the progression of the project through preimplementation, software launch and tuning, and finally full implementation.

You will see the number of defects, unserved meals, drops to almost zero.

Summer Servings Admin

Summer Servings 2011 Workflow

Estimate Meal Need by Site

Locate Site Coordnator

Order Placed

Chef for Hire

Unsuccessful

Order Received and Assembled

YES Pickup Coolers (If applicable)

Order Delivery

Successful Phone Call

Site Coordinator

NO

Meals Recieved

NO

Inspect Meals to ensure they are complete

Call Same Day Food Hotline

Meals Complete

YES

Meals and Leftovers Counted & Recorded

Meals Served and Paperwork (Counts) Completed

Leftovers Refrigerated or disposed of

YES

On Friday – Pick up forms

Daily Breakfast / Lunch Forms (One for every service day / meal)

Week 1: 1st Week Visit

Delivers Food

Within 2 Weeks: Site Review

When Complete: Racial Ethnic Data Form

Monthly: Site Review

Are the Daily Forms Complete?

YES

Complete rounds to all sites

Return to Kuntz Soccer Stadium

Confirm Changes

Reconcile reports Check Sums, Dates, Numbers, and for Signature

Place Into Basket

Check against Order Size – When Necessary

Data Entry

Summer Servings Admin

Site Coordinator

NO

Page 8

Work to complete forms

Weekly Workflow

Too Much or Too Little Food Delivered

NO

Weekday Workflow

Monitors

Monitor

Hotline Phone Call / Voicemail to adjust order

Find and Redistribute Food

Locate Order

Paper goes in the binder by Site

Digital Marketing Design A task early into my tenure as Indy Parks’ Marketing Manager involved improvements to public website content. When I transitioned into the role , indyparks.org featured over 200 static web pages focused on individual parks. I was expected to facilitate updates of information from operations to the website.

Even with training, operations team members found the Share Point content management system difficult to use. This led to infrequent updates and stale content. To ease this process, I worked with an outside design firm to integrate information available from our customer relationship management software along with other supporting information to build an easy to use dynamic responsive site.

My design not only featured the graphic wire-frame (below) but included the creation of the database along with data extraction, transformation, and load into the public site.

Wireframe

Delivered Product

Page 9

Pride of the Parks Goal:

Increase Brand Awareness Drive new potential customers to website.

Channels:

Local Mass Media Print

Indianapolis Recorder Newspaper Earned Media In-House Print Social Media (Twitter, Facebook, Instagram) Digital Publishing Google Maps

Pride of the Parks indy.gov/parkpride

Indy Parks and Recreation honors many outstanding individuals who have made contributions to the betterment of society by naming parks in their honor. Visit indy.gov/parkpride to learn about others honored by Indy Parks and Recreation.

Andrew Ramsey Park 310 W. 42nd. St

Watkins Park JTV Hill Park 2360 Dr. MLK St. 1806 N. Columbia Ave.

Rev. Dr. Martin Luther King Jr. Park 1701 Broadway St.

LTJG Graham Edward Bertha Ross Martin Park 3700 N. Clifton St. 1500 Fall Creek Pkwy E.

Frank Beckwith Park 2302 E. 30th St.

Doris Cowherd Park Frederick Douglass Park 4050 N. Irvington Ave. 1616 E. 25th St.

For a print copy of this brochure for personal or classroom use, please call parks Customer Service at (317) 327-PARK

Social Media Clickthrough

Page 10

Day 1-30

30-60-90 Day Plan

• Prepare digital calendar and synchronize with personal calendar.

• Complete Lilly On-boarding Training, become comfortable with the culture: join cross-functional team-members for lunch and other events to gain further insight into company culture & history.

• Learn the Tools: CRM, CMS, Social Media Monitoring Software, and file locations of key documents.

• Learn the brand, design standards, logo use policy, etc.

• Learn the Product: shadow Lilly Oncology representative on calls to oncologists.

• Learn the Customer: attempt to spend time with oncologists and individualizes around oncologists.

• Define and complete a small goal

Day 31-60 • • • •

Define and become accustomed to routine tasks.

Discuss with supervisor his/her vision for my role.

Begin contributing my talents to help shape projects and outcomes.

Collaborate with teammates to determine how I can accelerate growth within my functional team.

• Learn Key Performance Indicators and begin to integrate those into work.

• Define and complete a larger goal.

Day 61-90

• Be proactive in meeting the challenges of my position.

• Understand and participate in the corporate culture.

• Be aware of new projects within my functional team and come to planning meetings with possible contributions.

• Evaluate the growth within my work network. Determine if an appropriate relationship exists with all key players and work to correct shortcomings.

• Dodge novice mistakes.

• Determine where educational shortcoming exist and develop a training plan to address.

• Consistently define and complete goals key to successful execution of the position.

• Know the laws, follow the laws, have integrity.

• Reflect the Excellence that Lilly is known for in my work; allow the excellence of others’ work to be showcased through mine.

• Respect the patients, my coworkers, shareholders, our partners, suppliers, and communities that Lilly touches.

Page 11

References: Mrs. Jen Pittman, Director of Public Relations, One America; 317/626-8314 Mr. Manuel (Manny) Mendez, Program Manager, State of Indiana, DMV; 317/650-0642 Mrs. Amanda Ortman, Administrator, City of Indianapolis, Mayor’s Action Center; 765/434-2013