New Board Member Orientation Packet - 2021

COLORADO CHAUTAUQUA

ASSOCIATION

NEW BOARD

MEMBER

ORIENTATION

TABLE OF CONTENTS

Mission and Values

3

Strategic Overview

4

Business Overview

5 - 18

Financial Overview Organizational Overview

19 - 21 22

Board of Directors Role

24

Meetings

25

Schedule

26

Committees

27 - 34

Board Resources

35

Governing Documents

36

Contact Information

37

03 | CCA Board Orientation

MISSION AND VALUES

Mission The Colorado Chautauqua preserves, perpetuates and improves the historic site and spirit of Chautauqua by enhancing its community and values through cultural, educational, social and recreational experiences.

Statement of Values The Chautauqua experience is based on lifelong learning, love of nature, voluntary simplicity, and music, oration and the arts. Historic significance, traditions, cultural relevance, respite and enrichment are among the community benefits provided by the Colorado Chautauqua.

04 | CCA Board Orientation

STRATEGIC OVERVIEW

The Colorado Chautauqua Association’s (CCA) Strategic Overview is meant to guide the Board of Directors and Staff in their decision-making and to communicate CCA’s strategic priorities to Chautauqua’s stakeholders.

The overview is organized around eight ongoing areas of strategic focus.

◦HISTORIC PRESERVATION ◦EDUCATION AND OUTREACH ◦CULTURAL RELEVANCE ◦COMMUNITY PARTNERSHIPS ◦FINANCIAL STEWARDSHIP ◦OPERATIONAL EXCELLENCE ◦ENVIRONMENTAL LEADERSHIP ◦WORKPLACE CULTURE For a full review of CCA's Strategic Overview and related strategic priorities, click here.

05| CCA Board Orientation

BUSINESS OVERVIEW

CITY OF BOULDER CCA is Chautauqua's nonprofit steward and is charged with preserving and overseeing the active year-round use of 68 historic buildings and 26+ acres of the Colorado Chautauqua National Historic Landmark.

CCA has operated on a series of 20-year leases with the City of Boulder since it was founded in 1898. The current lease with the City began January 1, 2016 and extends through December 31, 2035.

Like other major City-owned, communityrelated assets (e.g., The Dairy Center, Boulder Museum of Contemporary Art, Pottery Lab), CCA leases the land from the City and pays $1 per year for rent.

06 | CCA Board Orientation

BUSINESS

OVERVIEW

CCA is unique among local nonprofit organizations in that it has substantial earned income, while most nonprofits are far more reliant on contributions to fund operations and services.

CCA’s earned income is generally more reliable than contributed income and enables CCA to sustain its programming, while also preserving and maintaining the facilities and property.

The Association invests over $1 million annually on maintenance, repairs and capital to maintain and preserve the leasehold area.

07 | CCA Board Orientation

BUSINESS

OVERVIEW

SOURCES OF REVENUE CCA earns revenue through lodging, venue rental and public events (ticket sales), as well as contributed income from memberships, sponsors, donations and grants.

CCA does not receive funding from the City of Boulder.

In a normal year, hospitality revenue typically represents over 50% of total revenue; public events about 20%; Scientific and Cultural Facilities District (SCFD) grant funding about 13%; subleases (Dining Hall and private cottage owners) about 9%; grants, contributions, and memberships about 5%; and earnings from investments about 1%.

08 | CCA Board Orientation

BUSINESS

OVERVIEW

HOSPITALITY The hospitality function includes lodging, housekeeping, and venue rentals in the Community House, the Missions House Lodge, and the newly rehabilitated Mary H. Galey cottage.

These venues are rented for social events, nonprofit gatherings and business meetings. The Missions House Lodge and the Mary H. Galey cottage are also available for lodging.

CCA currently rents 82 units; 15 in Columbine Lodge, 8 units in Missions House Lodge and 59 cottages.

The majority of units are in the nightly rental pool. CCA also offers an Extended Stay program (30 days), and typically reserves Columbine Lodge and a handful of cottages for 9 month leases as part of our Cultural Residency program.

09 | CCA Board Orientation

BUSINESS

OVERVIEW

HOSPITALITY Watson Institute Since 2013, CCA has leased Columbine Lodge to the Watson Institute, a small educational institution whose mission it is to advance the ventures and careers of next-generation, impact-focused entrepreneurs. Watson students reside in Columbine Lodge from September through mid-May. Typically, Watson has about 20 students per semester, but because of COVID-19 and challenges related to overseas visas, there have been fewer “scholars” on campus the past two years. As a result, Watson subleases units they are not using.

10 | CCA Board Orientation

BUSINESS

OVERVIEW

PUBLIC EVENTS The Colorado Chautauqua is an essential component of the arts, cultural and educational scene in the Boulder community - and arts and cultural programming is an important aspect of CCA's mission.

In 2019, nearly 50,000 people attended over 170 cultural and educational programs at Chautauqua. CCA provided over 5,000 complimentary tickets to staff, community partners, sponsors, and artists - and created space for thousands more un-ticketed attendees to enjoy Auditorium concerts and other events from the adjacent grounds.

In 2020, CCA introduced Chautauqua@home, our virtual public events platform. CCA hosted 15 virtual events attended by about 1,500 people from Boulder and beyond.

11 | CCA Board Orientation

BUSINESS

OVERVIEW

PUBLIC EVENTS Colorado Music Festival The Colorado Music Festival (CMF) brings nearly 100 musicians from around the world each year for its six week festival at Chautauqua.

CMF has performed at Chautauqua for over 40 years. We are now in the third year of our current contract, with an option to renew for two additional years. CCA handles CMF's ticketing and manages security, parking and the technical aspects of the events. In exchange, Chautauqua receives a venue rental fee and a $2.50 per ticket facility fee.

While the "live" Music Festival was cancelled in 2020 because of COVID-19, CCA successfully partnered on CMF’s virtual concert series, some of which was filmed in the Auditorium. The Festival returned in 2021.

12 | CCA Board Orientation

B U S I N E S S

O V E R V I E W

PUBLIC EVENTS Z2 Entertainment, Inc. Z2 has been Chautauqua ’s concert promoter since 2016; they al so operate the Boul der Theater and the Fox Theater.

Together, Z2 and CCA produ ce a summer concert series, wh ich typical l y incl udes 16-20 ev ents p er season. In 2021, CCA and Z2 col l aborated on a divers e l ine-u p of artists incl uding Amos Lee, I ndigo Girl s, Rodrigo y Gabriel a , The Wail ers, and many othe rs .

In exchange for managing a l l ev entrel ated operations, CCA receiv es a venue rental fee, a portion of ticket fees, and SCFD funding rel ated to ticketed revenue and attendance.

We are currentl y in the third year of a 3-year contract with Z2, a nd ha ve agreed to another 3-yea r ter m , which wil l take us throu gh 2024.

13 | CCA Board Orientation

BUSINESS

OVERVIEW

PUBLIC EVENTS CCA Programming/Eve nt s In addition to collaborating with CMF and Z2, CCA offers its own Silent Film series and pa rtners with a variety of artists (e. g., TEDxBoulder, Ignite, Murmuration, Mountain Film Festival on Tour, Cleo Pa rker Robinson Dance Compa ny, the Boulder Ballet, etc.) on s um m er entertainment in the Auditorium .

During the fall and winter months, CCA hosts a variety of Community House events , including smaller concerts , a uthor lectures, presentations by explorers and scientists , a s well as documentary films, f a m ily theater, and lectures.

Other special events produced by CCA include WinterFest, the Heritage Lecture Series, a nd wh a t we hope will be an annua l La tinX Celebration.

15 | CCA Board Orientation

B U S I N E S S

O V E R V I E W

SUBLEASES The Dining Hall In August 2012, CCA enter ed into a 15year l ease agreement with B l u e Finn, LLC to operate the Chau ta u qua Dining Hal l , provide concessions f or Auditorium events, and a ct a s excl usive caterer for CCA p riva te events. The original five-year ter m expired in January 2018. CCA then entered into a five-yea r ex tens ion, which expires in 2023. A third f iveyear option expires in 2028.

CCA receives a minimum rent p a ym ent each month or a percentage of gross receipts (i.e., 7% - rest a u ra nt, 7% dining hal l private events , 9% catering, 11% -auditoriu m concessions), whichever is greater .

Typical l y, the percentage of gross receipts is higher than th e m inimu m rent.

15 | CCA Board Orientation

B U S I N E S S

O V E R V I E W

The General Store Bl ue Finn, LLC, operated the General Store from Augu s t 2012 through September of 2020. The Store was open from Ma y through September onl y, with l imited hours. At the concl u s ion of the 2020 season, Bl ue Finn, LLC chose not to extend their l ease, l eaving CCA with the option of taking over the f a cil ity.

CCA opted to do so and ha s renovated the space (new p a int, fl ooring, l ighting, décor), updated the menu, and diversified the merchandise offerings. In addition to this refresh, CCA expanded dail y hours and is now open yea rround.

16 | CCA Board Orientation

BUSINESS

OVERVIEW

S UBL E AS E S P r i v a t e Co t t a g e Own e r s T h e r e a r e 3 8 p r i v a t e l y o wn e d c o t t a g e s o n t h e CCA l e a s e h o l d .

Wh i l e t h e s t r u c t u r e s t h e ms e l v e s a r e p r i v a t e l y o wn e d , CCA subleases the ground under each c o t t a g e t o t h e o wn e r s a n d a l s o bills them annually for grounds ma i n t e n a n c e a n d o t h e r s e r v i c e s .

I n c o n j u n c t i o n wi t h CCA ’ s mo s t r e c e n t l e a s e wi t h t h e Ci t y o f B o u l d e r , n e w s u b l e a s e s wi t h p r i v a t e c o t t a g e o wn e r s we r e signed effective January 1, 2016 for a term of 20-years ending De c e mb e r 3 1 , 2 0 3 5 .

17 | CCA Board Orientation

B U S I N E S S

O V E R V I E W

DEVELOPMENT In 2019, the Board voted to invest more resources in CCA's development efforts, including the addition of a Development Director and staff person. The goal of this effort was to increase revenue for all development-related programs, including memberships, donations, sponsorships, grants, and special initiatives.

Significant grants over the past several years include the 2021 Shuttered Venue Operating Grant ($1.7m); a State Historic Fund grant to replace the Auditorium roof ($183k), a grant from the Korff Foundation for improvements to the Auditorium ($675k), and a grant to fund restoration of the Waterwise Garden ($65k).

CCA is also a membership organization with nearly 1,000 members whose participation helps sustain a creative and curious Chautauqua community.

Members typically join CCA for discounted ticket prices and early purchase privileges for concerts.

18 | CCA Board Orientation

BUSINESS

OVERVIEW

DEVELOPMENT SCFD Funding CCA continues to qualif y a s a “Tier II” Scientific and Cultura l Facilities District (SCFD) gra nt recipient. SCFD distributes f unds from a 1/10 of 1% sales a nd us e tax to cultural facilities throughout the seven-county Denver metropolitan area.

Tier II organizations re ceive SCFD funding based on two equa l factors: 1) qualifying annua l income that meets a def ined threshold, and 2) paid a ttendance.

CCA’s SCFD funding typica lly totals between $700 and $800K per year, but the impact of COVID-19 on sales tax rev enue, has reduced available f unding to around $510k for the ye a r 2020/2021.

19 | CCA Board Orientation

FINANCIAL OVERVIEW

INVESTMENTS Excess cash is invested in Cer tif icate of Deposit Account Registry Service (CDARS) and a Money Market Accou nt a t Fl atirons Bank. In addition, CCA has approximatel y $135K invested a t the Community Foundation of B oul der County. These funds are p er m a nentl y restricted. The fund al l ows f or a n a nnu a l 5% distribution, which CCA gener a l l y takes.

DEBT CCA hol ds a $1M l oan with the Col ora do Historic Fund (CHF) for the p u rch a s e of the Gal ey Cottage. This f ive-year l oan (1.5% interest) had a payment of $250K schedul ed for January 2021, a nd a bal l oon payment of $750k due in 2023.

Due to COVID-19, CHF a greed to del a y the 2021 bal l oon payment f or one year.

In 2020, CCA al so receiv ed a PPP l oan f or $484k and another $678 k in 2021. I n addition, CCA received a $15 0k SBA l oan (2.75% interest) payabl e ov er thirty years beginning May 23, 2021.

20 | CCA Board Orientation

FINANCIAL OVERVIEW

REPORTING At each regularly scheduled board meeting, CCA staff present monthly financial statements that compare the most recent actual results with the current budget and the prior year.

These statements typically include an income statement, balance sheet, cash flow statement, reserve analysis and an update on capital spending.

In June or July, staff also begins "reforecasting" the entire year. Monthly results are then compared with the most recent reforecast, as well as the annual budget.

The Finance Committee reviews the financial statements and directs any questions and/or concerns to staff before the statements go to the full board, where they are reviewed again.

Each year, staff also prepares an annual report for the City of Boulder and an annual report for the membership.

21 | CCA Board Orientation

FINANCIAL OVERVIEW

For more information o n C C A' s f inance s , please refer the following re s o urce s *: Current Financial Statem ents 2020 Annual Report *avail abl e in Boardabl e > Meetings > B oard Orientation (September 16, 2021)

22 | CCA Board Orientation

ORGANIZATIONAL

OVERVIEW

EXECUTIVE TEAM Chief Executive Officer: Shel l y Benford Chief Financial Officer: Sue Perkins Chief Operating Officer: Jason Hil l Director, Preservation & Sust ainabi lit y: Jeff Medanich Director, Hospitality Sale s and Expe rie nce s: Wanona Tara Director, Development: Debbie Stewart Director, Marketing & C o mmunicat io ns: Liza Purvis Manager, Human Resource s : Trish Gray For an overview of the e nt ire C C A o rga nizat io n, s e e organizational chart in Bo ardable > M e e t ings > Bo ard Orientation.

COLORADO CHAUTAUQUA

ASSOCIATION

BOARD PROCESS

AND

PROCEDURES

24 | CCA Board Orientation

B O A R D

R O L E

CCA' s Board and Committee Re sponsibiliti es P olicy outl ines the rol es, responsibil iti es, a nd p rocedu res rela te d to the Board of Directors. Incl u ded in this p ol icy a re CCA ' s "principl es of governing s tyl e," wh ich highl ight the B o a rd' s governance rol e.

This pol icy affirms that the B oard' s s ol e off ici a l connection to the operation of the or ga niz a tion is thro u gh the CEO. Board member s do not inv ol v e thems el ve s w ith operational detail s, nor do they dir ect s ta f f , or interf e re with the performance of their duties. B oard m e m b ers shoul d al ways direct th eir questions to the CE O , not to staff members.

Moreover, onl y decisions of the B oard a cting a s a body are binding on the CEO, ex cep t in ra re insta nces w here the Board has specifical l y d el ega ted s u ch a u thor ity to a specific director of Boa rd com m ittee.

25 | CCA Board Orientation

B O A R D

M E E T I N G S

As required by the CCA B yl a ws (wh ich a re s u bjec t to change with a maj ority vote of the B oard) , the B o a rd meets at l east eight times (incl u ding a n Annua l Retre a t) over the course of a ye a r. B esides these eight regu l a rl y schedul ed meetings, specia l m eetings m a y occ u r a s needed.

The Executive Committ ee m eets a p p rox im a tel y two weeks before each Boar d m eeting to s et the a ge n da . To pl ace an item on the agenda, a B oard dir ector m u s t present the item and the reas on f or the des ire d a ction to the Board Chair at l ea s t 15 days p rior to the B o a rd meeting.

Agendas, meeting docum ents a nd background m a teria l s are email ed to Board director s a f ew days in a d va nc e of the meeting date. Prior to, or a t the beginning o f ea ch meeting, directors must p u bl icl y discl os e a ny con f l ict of interest to the other dir ector s .

26 | CCA Board Orientation

B O A R D

S C H E D U L E

Typically, the Board adheres to the following annual cycle: SEP/OCT - New Board term begins; approve annual meeting calendar; Executive Committee approves Board committees; review initial budget assumptions.

NOV - Review and approve the operating and capital budgets for the next fiscal year.

DEC - Final meeting to approve budget (if not approved at the November meeting).

JAN/FEB - Board Retreat; evaluate performance of Chief Executive Officer.

APR/MAY - Review audit report and tax filings; solicit nominations for new board members, review applications and recommend board appointees to the full board.

JUL - Conduct annual Board meeting to elect directors and officers.

AUG/SEP - Orient new directors; conduct annual Board self-evaluation.

27 | CCA Board Orientation

BOARD

COMMITTEES

Committees typical l y as s is t the B oard by p repa rin g pol icy positions for Board del ibera tion a nd a ction . The Executive Committee esta bl ishes com m ittees (s ta n din g and ad hoc) and appoints com m ittee ch a irs a n d members who are sel ected bas ed on their ex p ertis e , background, and skil l s.

There are currentl y seven (7) s ta nding B oard Committees: Executive, Governance and Nominat ing, Finance, Development, Buildings and Gr o unds , Sustainability, and Communit y C o nne ct io ns .

Board Committees establ ish their own m eeting schedul es.

Sampl e Committee Rep or ts can be f ound in B oa rda bl e > Meetings > Board Orienta tion

28| CCA Board Orientation

BOARD

COMMITTEES

EXECUTIVE Star Waring (Chair), Dan Corson (Vice Chair), Frank Bruno (Treasurer), Polly Fields (Secretary), Shelly Benford (CE0) Members of the Executive Committee are the Board officers elected by the Board, with the Board Chair serving as committee chair. If the Immediate Past Chair is still on the Board, he or she shall serve on the Executive Committee for one year to provide advice and continuity as a nonvoting ex-officio member. The Chief Executive Officer serves as a nonvoting ex-officio member.

The committee’s responsibilities are to: Set the agenda for Board meetings.

Establish standing and ad hoc committees, as needed, and to support organizational objectives.

Based on an annual assessment of the organization’s needs and priorities, annually determine each committee’s charge; assign committee members and chair; and monitor each committee’s progress toward goals.

Disband ad hoc or standing committees once they have accomplished their mission or are no longer serving a useful purpose.

Work with the Chief Executive Officer to plan Board retreats, as needed.

Oversee the process for periodic review by the Board of CCA’s strategic plan, and its mission and values statements.

Oversee the Chief Executive Officer’s annual performance review by a) surveying Board members for their evaluation of the Chief Executive Officer’s performance, b) presenting survey results, compensation history, comparability data, and compensation recommendations for Board discussion and approval, and c) reviewing performance and annual goals with the Chief Executive Officer.

Serve as a resource to the Chief Executive Officer.

29 | CCA Board Orientation

BOARD

COMMITTEES

GOVERNANCE AND NOMINATING Peter Spear (Chair), Star Waring, Lisa Morzel (Community Member), Cathy Sparkman (Community Member), Shelly Benford (CE0) The committee includes Board members who have a good strategic understanding of organizational process and procedure. The Board Chair serves on the committee, but Board officers shall not be the majority of the committee’s members.

The committee’s responsibilities are to: Periodically review the Board’s governance documents (bylaws and policies) to insure conformance with “best practices” for nonprofit organizations.

Oversee the Board’s annual self-evaluation process including surveying Board members regarding board size, composition, structure and performance, and presenting the survey results for full discussion by the Board.

Together with the Chief Executive Officer and the Board Chair, collect and review signed annual conflict-of-interest disclosure forms from each Board member.

Ensure that records for the Board’s governance documents are in good order.

Help the Board meet its responsibility for succession planning for Board members and Board officers.

Oversee the annual election of Board officers with the process to include soliciting candidates for Board office.

Oversee the process for filling open seats for Board-elected directors, in accordance with the Board Nomination Policy.

30| CCA Board Orientation

BOARD

COMMITTEES

FINANCE Frank Bruno (Chair), Peter Spear, Mike Franson (Community Member), Amanda Prentiss (Community Member), Shelly Benford (CEO), Sue Perkins (CFO) The Finance Committee meets prior to each Board meeting. The committee’s responsibilities are to: Review monthly financials provided by staff and report anything unusual or noteworthy to the Board.

Oversee the process for Board review and approval of the annual budget.

Recommend an independent auditor for Board approval each year.

Oversee the process for Board review and approval of the annual audited financial statement and the IRS Form 990 filing.

Periodically review CCA’s business insurance policies.

Monitor compliance with established Board fiscal policies.

Periodically review any Board policies that govern the committee’s work and decisions, and recommend changes to the Board, as warranted.

Periodically review the Committee’s guidelines and recommend changes to the Board, as warranted.

Provide input, as requested by the Board or the Chief Executive Officer on matters that require financial expertise and special financial scrutiny.

Review proffered gifts to CCA and make recommendations to the Board as to their acceptance or rejection, in accordance with the Board-approved Gift Acceptance Policy.

31 | CCA Board Orientation

BOARD

COMMITTEES

BUILDINGS AND GROUNDS Dan Corson (Chair), Bill Briggs, Deryn Wagner, Kristin Lewis (Community Member), Barbara Guthery (Community Member), Shelly Benford (CEO), ,Jason Hill (COO), Jeff Medanich (Director, Preservation and Sustainability) The committee includes Board members and non-Board members if additional expertise is needed (e.g., in architecture, historic preservation, planning, construction, and urban design). The CCA Facilities and Preservation Manager (and other staff, as appropriate) serves as ex officio member. The responsibilities of the committee are to: Oversee and monitor any new building or grounds projects proposed or considered in the Chautauqua National Historic Landmark District (“Chautauqua Park”).

Review Level 2 Applications for Landmark Alteration Certificates (LAC) and make recommendations to the City’s Landmarks Board’s Design Review Committee (LBDRC). The committee ensures that the full Board is notified of all Level 2 recommendations it makes to the City’s LBDRC. Making a Level 2 recommendation to the City’s LBDRC is the only capacity in which the committee is authorized to act on behalf of the Board; Review Level 3 LAC applications and make recommendations to the full CCA Board, which in turn makes a recommendation to the City’s full Landmarks Board.

Ensure that Level 2 and Level 3 reviews by the committee are in accordance with the Board-approved Protocol for CCA Review/Recommendation to Landmarks Board regarding applications for LAC. Review and make recommendations to the Board or to staff on other types of projects, as requested.

Periodically review any Board policies that govern the committee’s activities and decisions, and recommend changes to the Board, as warranted.

Periodically review the Committee’s guidelines and recommend changes to the Board, as warranted.

Oversee revisions to CCA master planning documents such as design guidelines and master plans for lighting, cultural landscape, signage, storm water management, undergrounding of utilities, planning for roads and walkways, and parking issues. The committee provides input to the annual CCA capital budgeting process for items involving buildings and grounds.

32 | CCA Board Orientation

BOARD

COMMITTEES

SUSTAINABILITY Bill Briggs (Chair), Alice Trembour, Pat Shanks, Rachel Friend, Tom Thorpe (Community Member), Shelly Benford (CEO), Jeff Medanich (Director, Preservation and Sustainability) The Sustainability Committee ensures that CCA continually improves its environmental sustainability. Toward that end, the Committee will: Seek out and promote the best practices in environmental stewardship.

Work with the CCA staff and CCA’s various stakeholders to enhance sustainability practices at the CCA site.

Develop ideas and programs that enhance CCA’s energy sustainability, increase its reliance on renewable energy sources, and reduce its overall environment impact.

Help CCA serve as a model for other organizations in matters of sustainability.

33 | CCA Board Orientation

BOARD

COMMITTEES

COMMUNITY CONNECTIONS Trudy Turvey (Chair), Shun-Luoi Fong, Peter Spear, Brett Shelton, Cindy Schmidt (Community Member), Shelly Benford (CEO), Jason Hill (COO) The Community Connections Committee cultivates community connections that enhance intellectual, educational, social, and recreational opportunities to realize Chautauqua’s commitments to lifelong learning, cultural activities, love of nature, civil discourse, and cultural heritage. Actions and initiatives in service to C3’s purpose: Promote awareness of the Colorado Chautauqua’s history, Mission, Statement of Values, and role as a National Historic Landmark.

Recommend, and assist staff in developing relationships with, institutional partners, artists, speakers and sponsors that can provide meaningful experiences for broad Chautauqua audiences.

Help staff to identify and approach specific audiences not now being reached effectively, for the purpose of building access/diversity.

Provide connections, introductions and feedback that may be helpful to staff regarding marketing and communications capabilities.

Receive intermittent programming updates from staff to ensure measurable progress.

Acknowledge cultural residency traditions and support staff and residential community efforts to perpetuate related activities such as education sessions and social gatherings.

Seek ways to join with other Chautauquas nationally to improve communications, share ideas related to community connections, programming, fundraising, operational initiatives, and generally increase awareness and open communications.

34 | CCA Board Orientation

BOARD

COMMITTEES

DEVELOPMENT Polly Fields (Chair), Trudy Turvey, Jason Ochs, Cindy Schmidt (Community Member), Jess Hunt (Community Member), Shelly Benford (CEO), Debbie Stewart (Director, Development) The Development Committee supports CCA’s strategic focus on financial stewardship through philanthropy and fund development. The Committee works with the Board to foster new relationships with individuals and organizations capable of making significant philanthropic investments and supports the following organizational initiatives: Works with and supports the Board to assure Board commitment to the financial support of the Colorado Chautauqua; Helps the Board and staff articulate the case for philanthropic support; Provides coaching to Board members and volunteers to support their participation in development activities; Helps nurture a culture of philanthropy throughout the organization and ensures that all donors, whether they give time or money, are respected and honored; Creates fund development policies and practices and recommends them to the Board; Provides input and monitors progress on the fund development plan designed to achieve revenue goals and target specific audiences, including major donors/prospects, foundations and corporations; Supports and participates in annual fundraising activities, including developing prospects for individual contributions, sponsorships, memberships, in-kind contributions, and other CCA-related stewardship activities (e.g., tree steward and brick programs, raffles, etc.); Identifies opportunities for using CCA programming as a vehicle for development activities and assists staff with special fund development activities such as donor events; Reviews results and evaluates return on investment of various fundraising initiatives.

35 | CCA Board Orientation

BOARD

RESOURCES

Board Policy Manual (view document in Boardable > Meetings > Board Orientation)

Boardable Tutorial Boardable is a board management platform used to organize board materials and make communications easier and more efficient. Notifications are sent prior to each board meeting to let board members know that materials are ready for review. For a Boardable tutorial, go to Boardable > Meetings > Board Orientation.

Board Buddies Each new Board member is assigned a "board buddy" to guide/mentor them during their first year, or as long as needed.

For the current year, new board members have been assigned the following board buddies: Rachel Friend + Star Waring Jason Ochs + Peter Spear Pat Shanks + Bill Briggs Deryn Wagner + Trudy Turvey Meetings with CEO The CEO is available at any time to answer questions and more formal check-ins with individual Board members are scheduled at least once per year.

Campus Tours Campus tours are available to each new board member and can be scheduled at your convenience.

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GOVERNING DOCUMENTS

A m e n d e d a n d R e s t a t e d A r t i c le s o f I n c o r p o rat i o n A m e n d e d a n d R e s t a t e d B y la w s CCA Lease with the City of Boulder Board Policy Manual C o l l a b o r a t i v e S t e w a r d s h i p o f t h e C o lo r a d o C h a u t a u q u a : G u i d i n g P r i n c i p l e s f o r P la c e M a n a g e m e n t a n d F i s c a l S u s t a i n a b i li t y O t h e r H e l p f u l R e s o u r ce s Campus Map Annual Reports * a ll d o c u m e n t s li s t e d a b o v e a r e a v a i la b le i n B o ard a b l e > Meetings > Board Orientation

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BOARD CONTACT

INFORMATION