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Expectations of the Members of PEAK's Board of Directors

General Expectations: Attend all quarterly, in-person meetings, and 100% of the Board contributes financially to PEAK!

  • Know PEAK’s mission, purpose, goals, policies, projects, services, strengths and needs.
  • Serve in leadership positions and undertake special assignments willingly and enthusiastically.
  • Avoid prejudiced judgments on the basis of information received from individuals. 
  • Follow trends in PEAK’s field of interest and areas of specialty and keep informed.
  • Bring good will, respectful listening skills and a sense of humor to the Board’s deliberations.
  • Suggest to the nominating committee possible candidates for board membership who are clearly women and men of achievement and distinction and who would make significant contributions to the Board and PEAK.
  • Respond to communications from the Board or the Executive Director in a timely manner.
  • Urge staff members with grievances to follow established policies and procedures through their supervisor. All significant matters coming to your attention should be directed to Board President and/or the Executive Director as appropriate.


  • Prepare for, attend, and conscientiously participate in Board meetings, committee meetings, and appropriate PEAK activities. Board meetings occur at least quarterly in Denver, Castle Rock, or Colorado Springs, and Board members are expected to attend a minimum of 3 meetings annually in person.
  • Participate actively in at least one Board committee.
  • Ask timely and substantive questions at Board and committee meetings while supporting the majority decision on issues decided by the Board.
  • Maintain confidentiality of the Board’s executive session and any confidential information given to you. Never speak for the Board or PEAK unless authorized to do so. Recognize that opinions and statements from Board members may exert a strong influence with those inside and outside the organization, and that private opinions on any matter are potentially misconstrued as the Board’s official position.
  • Propose Board and committee meeting agenda items to Board leaders and the Executive Director to ensure that significant, policy-related and strategic matters are discussed and acted upon.
  • Follow and support the decision of the Board and positively act on its rulings. Do no undermine those decisions if you disagree.

Relationship with Staff

  • Counsel the Executive Director as appropriate, providing support for managing challenges and problems, along with relationships with groups or individuals.
  • Do not direct staff or ask staff to do work or for favors, including special requests of extensive information that may take extraordinary time to gather and are not part of ongoing Board or committee work – unless you have consulted with the Executive Director and Board President.
  • If communicating with staff, copy the Executive Director.
  • Remember that the Executive Director is responsible for assessing staff performance, not Board members or the Board. The Board of Directors is responsible for assessing the performance of the Executive Director

Avoiding Conflicts

  • Serve PEAK as a whole rather than any special interest group or constituency. Even if you represent a certain constituency, your first obligation is to avoid any preconception that you represent anything other than PEAK’s over all best interest.
  • Agree to and sign off on PEAK’s Conflict of Interest Policy. Avoid even the appearance of a conflict of interest and disclose any possible conflict to the Board in a timely fashion.
  • Maintain independence and objectivity and do what a sense of fairness, ethics and personal integrity dictate.
  • Never accept (or offer) favors or gifts from (or to) anyone who does business with PEAK.
  • Fiduciary Responsibilities
  • Exercise prudence with the Board in the control and transfer of funds.
  • Faithfully read and understand PEAK’s financial statements and otherwise help the Board fulfill its fiduciary responsibilities.


  • Give an annual financial gift in line with your particular interests and personal means and contribute items for the Silent Auction or other fund raising events.
  • Exercise your best effort in order to set an example for other Board members.
  • Remember, giving one’s time and expertise, is important, but is not a substitute for providing financial support according to one’s capacity. If Board members don’t support their own organization, why should anyone else?
  • Assist the development committee and staff by helping to identify potential donors and implement fundraising strategies through personal influences where you have it (corporations, individuals, foundations, etc.).


  • Represent PEAK responsibly and diligently in the community by telling PEAK’s story and presenting its accomplishment as well as its needs and current challenges.
  • Represent your community to PEAK. Communicate concerns, ideas, suggestions and compliments when you believe they have merit or relevance.