New Board Member Orientation Packet

COLORADO CHAUTAUQUA

ASSOCIATION

NEW BOARD

MEMBER

ORIENTATION

TABLE OF CONTENTS

Mission and Values

3

Strategic Overview

4

Business Overview

5 - 18

Financial Overview

19 - 21

Organizational Overview

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 OrientationÂ

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 OrientationÂ

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 about 13%; subleases (Dining Hall and private cottage owners) about 9%; grants, contributions, memberships about 5%; and earnings from investments about 1%.

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BUSINESS

OVERVIEW

HOSPITALITY The hospitality function includes lodging, housekeeping, and venue rentals in the Community House and the newly rehabilitated Mary H. Galey cottage. These venues are rented for social events, nonprofit gatherings and business meetings.

The Mary H. Galey cottage is 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, although an increasing number of units have longer term leases in response to customer demand during the COVID19 pandemic.

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 are currently only two “scholars” on campus. As a result, Watson has subleased many units for the fall of 2020.

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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.

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BUSINESS

OVERVIEW

PUBLIC EVENTS Colorado Music Festival The Col orado Musi c Festi val (CMF) bri ngs nearl y 100 musi ci ans from around the worl d each year for i ts si x week festi val at Chautauqua. Â CMF has performed at Chautauqua for over 40 years. We are now i n the thi rd year of our current contract, wi th an opti on to renew for two addi ti onal years. CCA handl es CMF' s ti cketi ng and manages securi ty, parki ng and techni cal aspects of the events. In exchange, Chautauqua recei ves a venue rental fee and a $2. 50 per ti cket faci l i ty fee.

Due to COVID-19, the 2020 l i ve season was cancel ed, al though CMF and CCA successful l y partnered on CMF’ s recent vi rtual concert seri es.

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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 also operate the Boulder Theater and the Fox Theater.

Together, Z2 and CCA produce a summer concert series, which typically includes 16-18 events per season. In 2019, CCA and Z2 collaborated on a diverse line-up of artists including Melissa Etheridge, Indigo Girls, Taj Mahal, Bruce Hornsby, Boz Scaggs and many others.

In exchange for managing all eventrelated operations, CCA receives a venue rental fee, a portion of ticket fees, and SCFD funding related to ticketed revenue and attendance.

We are currently in the third year of a 3-year contract with Z2.

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BUSINESS

OVERVIEW

P UBL I C E VE NT S CCA P r o g r a mmi n g /E v e n t s I n a d d i t i o n t o c o l l a b o r a t i n g wi t h CMF a n d Z 2 , CCA o f f e r s i t s o wn Silent Film series and partners wi t h a v a r i e t y o f a r t i s t s ( e . g . , T E Dx B o u l d e r , I g n i t e , Mu r mu r a t i o n , Mo u n t a i n F i l m F e s t i v a l o n T o u r , Cl e o P a r k e r R o b i n s o n Da n c e Co mp a n y , t h e B o u l d e r B a l l e t , e t c . ) o n s u mme r e n t e r t a i n me n t i n t h e A u d i t o r i u m.

Du r i n g t h e f a l l a n d wi n t e r mo n t h s , CCA h o s t s a v a r i e t y o f Co mmu n i t y Ho u s e e v e n t s , i n c l u d i n g s ma l l e r c o n c e r t s , a u t h o r lectures, presentations by e x p l o r e r s a n d s c i e n t i s t s , a s we l l a s d o c u me n t a r y f i l ms , f a mi l y theater, and lectures.

Ot h e r s p e c i a l e v e n t s p r o d u c e d b y CCA i n c l u d e Un i v e r s i t y f o r a Da y a n d Wi n t e r F E S T .

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B U S I N E S S

O V E R V I E W

PUBLIC EVENTS Virtual Programming As a result of the COVID-19 pandemic, all 2020 CCA, CMF and Z2 summer Auditorium events have been canceled, as well as the entire fall Community House season. Because it remains unclear if CCA will be able to offer events at all in 2021, CCA has shifted, like many other entertainment venues, to virtual programming and other means of keeping our patrons engaged.

The first phase of virtual programming was announced this week and includes several Space Series talks by prominent local scientists, as well as comedy and other events. The next announcement will include a shortened version of our Silent Film series, as well as other films and talks.

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B U S I N E S S

O V E R V I E W

SUBLEASES The Dining Hall In August 2012, CCA entered into a 15year lease agreement with Blue Finn, LLC to operate the Chautauqua Dining Hall, provide concessions for Auditorium events, and act as exclusive caterer for CCA private events. The original five-year term expired in January 2018 and CCA entered into a five-year extension, which expires in 2023. A second five-year option expires in 2028.

CCA receives a minimum rent payment each month or a percentage of gross receipts (i.e., 7% - restaurant, 7% - dining hall private events, 9% - catering, 11% auditorium concessions and General Store receipts), whichever is greater. Typically, the percentage of gross receipts is higher than the minimum rent.

Blue Finn, LLC did not exercise their option to lease the General Store beyond September 2020, so CCA will now operate that facility.

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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 . CCA s u b l e a s e s t h e ground under each cottage to the o wn e r s a n d a l s o b i l l s t h e m a n n u a l l y f o r g r o u n d s ma i n t e n a n c e and other services.

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 .

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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 is to increase revenue for all development-related programs, including memberships, donations, sponsorships, grants and special initiatives.

CCA is a membership organization with nearly 2,000 members whose participation helps sustain a creative and curious Chautauqua community.

Members typically join CCA to enjoy the benefits of discounted ticket prices and early purchase privileges.

Significant grants over the past several year include a $150K grant from the State Historic Fund to replace the Auditorium roof, a $675K grant from the Korff Foundation for improvements to the Auditorium, and a $65K grant to fund restoration of the Waterwise Garden.

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BUSINESS

OVERVIEW

DE VE L OP ME NT S CF D F u n d i n g CCA c o n t i n u e s t o q u a l i f y a s a “ T i e r I I ” S c i e n t i f i c a n d Cu l t u r a l F a c i l i t i e s Di s t r i c t ( S CF D) g r a n t r e c i p i e n t . S CF D d i s t r i b u t e s f u n d s f r o m a 1 /1 0 o f 1 % s a l e s a n d u s e tax to cultural facilities throughout the seven-county De n v e r me t r o p o l i t a n a r e a .

T i e r I I o r g a n i z a t i o n s r e c e i v e S CF D f u n d i n g b a s e d o n t wo e q u a l factors: 1) qualifying annual i n c o me t h a t me e t s a d e f i n e d threshold, and 2) paid attendance.

CCA ’ s S CF D f u n d i n g t y p i c a l l y t o t a l s b e t we e n $ 7 0 0 a n d $ 8 0 0 K per year.

B e c a u s e o f t h e i mp a c t o f COV I D1 9 o n s a l e s t a x r e v e n u e , CCA ' s 2 0 2 0 /2 0 2 1 f u n d i n g i s e s t i ma t e d t o b e a b o u t $ 5 1 0 K.

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FINANCIAL OVERVIEW

INVESTMENTS Excess cash is invested in Certificate of Deposit Account Registry Service (CDARS) and a Money Market Account at Flatirons Bank. In addition, CCA has approximately $135K invested at the Community Foundation of Boulder County. These funds are permanently restricted. The fund allows for an annual 5% distribution, which CCA generally takes.

DEBT CCA holds a $1M loan with the Colorado Historic Fund (CHF) for the purchase of the Galey Cottage. This five-year loan (1.5% interest) had a balloon payment of $250K scheduled for January 2021, with final payment due in 2023. Due to COVID-19, CHF has agreed to delay the 2021 balloon payment for one year.

In 2020, CCA also received a PPP loan for $484K (which is expected to be forgiven by year end) and a $150K SBA loan (2.75% interest) payable over thirty years beginning May 23, 2021.

20 | CCA Board OrientationÂ

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.

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FINANCIAL OVERVIEW

For more information on CCA's finances, please refer the following resources*: Current Financial Statements 2020 State of Chautauqua Presentation for the Annual Meeting 2019 Annual Report *available in Boardable > Meetings > Board Orientation

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ORGANIZATIONAL

OVERVIEW

EXECUTIVE TEAM Chief Executive Officer: Shelly Benford Chief Financial Officer: Sue Perkins Director of Operations: Jason Hill Director, Preservation & Sustainability: Jeff Medanich Director, Hospitality Sales: Wanona Tara Director, Development: Debbie Stewart Director, Marketing & Communications: Liza Purvis Manager, Human Resources: Trish Gray For an overview of the entire CCA organization, see organizational chart in Boardable > Meetings > Board Orientation.

COLORADO CHAUTAUQUA

ASSOCIATION

BOARD

PROCESS

AND

PROCEDURES

24 | CCA Board OrientationÂ

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.

Board members do not inv ol v e thems el v es with operational detail s, nor do they dir ect s ta f f or interf e re with the performance of their duties. The B oard' s s ol e official connection to the oper a tion of the or ga n iza tio n is through the CEO and Boa rd m embers a re encou ra ge d to direct their questions to the CE O , not to s ta f f m em b ers . 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.

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B O A R D

M E E T I N G S

As required by the CCA B yl a ws, the B oard m eets a t l east six times (incl uding a n Annua l Retr eat) over the course of a year. Be s ides these s ix 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 agenda. To pl ace an ite m on the a genda, a B oard director must present the item a nd the reas on f or the desired action to th e B oard Cha ir a t l eas t 1 5 days prior to the Board m eeting.

Agendas, meeting docum ents a nd background material s are email ed to B oard dir ector s a f ew d a ys in advance of the meeting date. Prior to, or a t the beginning of each meeting, dir ector s m u s t p u bl icl y discl ose any confl ict of interest to the oth er directors.

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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; approve 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/SEPÂ - Orient new directors; conduct annual Board self-evaluation.

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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 e rtis 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 and typical l y m eet once p er m onth or e very other month.

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

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BOARD

COMMITTEES

EXECUTIVE Nan Anderson (Chair), Cindy Schmidt (Immediate Past Chair), Star Waring (Vice Chair), Frank Bruno (Treasurer), Dan Corson (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.

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BOARD

COMMITTEES

GOVERNANCE AND NOMINATING Star Waring (Chair), Nan Anderson, Dan Corson, 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.

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BOARD

COMMITTEES

FINANCE Frank Bruno (Chair), Anne Clemons, Mike Franson, Nan Anderson, Bruce Neumann, 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.

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BOARD

COMMITTEES

BUILDINGS AND GROUNDS Dan Corson (Chair), Bruce Neumann, Margaret Ryder, Jason Hill, Jeff Medanich, Kayla Carey, Tom Thorpe, Kristin Lewis, Barbara Guthery 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.

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BOARD

COMMITTEES

SUSTAINABILITY Bill Briggs (Chair), Nan Anderson, Alice Trembour, Tom Thorpe, Shelly Benford, Jeff Medanich, Kayla Carey 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.

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BOARD

COMMITTEES

COMMUNITY CONNECTIONS Cindy Schmidt (Chair), Linda Arroyo-Holmstrom, Dan Corson, Shun-Luoi Fong, Margaret Ryder, Alice Trembour, Trudy Turvey, Cathy Sparkman, Shelly Benford 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.

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BOARD

COMMITTEES

DEVELOPMENT Debbie Stewart (Chair), Anne Clemons, Margaret Ryder, Trudy Turvey, Cindy Schmidt, Cathy Sparkman, Shelly Benford 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.

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BOARD

RESOURCES

Board and Committee Responsibilities (view document in Boardable > Meetings > Board Orientation)

Boardable Tutorial Boardable is a new platform we are using 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 the materials are ready for review. View the Boardable tutorial in 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: Polly Fields + Nan Anderson Brett Shelton + Star Waring Peter Spear + Bill Briggs Trudy Turvey + Linda Arroyo-Holmstrom Meetings with CEO The CEO is available at any time to answer questions and more formal check-ins with individual Board members are scheduled 2-3 times 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

Amended and Restated Articles of Incorporation Amended and Restated Bylaws CCA Lease with the City of Boulder Board and Committee Responsibilities Financial Planning and Asset Management Policy Conflict of Interest Policy Collaborative Stewardship of the Colorado Chautauqua: Guiding Principles for Place Management and Fiscal Sustainability Other Helpful Resources Principles and Practices of Nonprofit Organizations National Historic Landmark Application Campus Map Annual Reports *all documents listed above are available in Boardable > Meetings > Board Orientation

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BOARD CONTACT

INFORMATION