Colorado Association for Recycling Principles, Policies & Procedures Manual

Transcription

1 Colorado Association for Recycling Principles, Policies & Procedures Manual TABLE OF CONTENTS I. GUIDING PRINCIPLES... 1 CAFR VISION... 2 CAFR MISSION... 2 STRATEGIC PLAN CAFR BY-LAWS (AS REVISED NOVEMBER 2014)... 4 II. ADMINISTRATIVE POLICIES & PROCEDURES... 1 BOARD OF DIRECTORS... 2 Electronic Mail Voting Procedure... 2 Policy Voting Procedure... 3 Financial Procedures... 4 Election Districting Policy... 5 Mileage Reimbursement Policy... 7 Financial Policies... 8 Non-Discrimination Policy... 9 CORPORATION STAFF Employee Policy COMMITTEES Committee Chair Responsibilities Newsletter Guidelines COUNCILS Council Responsibilities MEMBERS CAFR Logo III. CAFR POSITION STATEMENTS & WHITE PAPERS... 1 POSITION STATEMENTS... 2 Updated January 25, 2018

2 Local Government s Role in Solid Waste Management... 2 CAFR s Ten-Year Waste Diversion Goals... 2 CAFR s Single-Use Bag Policy... 2 WHITE PAPERS... 3 Recycling s Role in Job Creation... 3 Recycling s Role in Reducing Greenhouse Gases... 6 Updated January 25, 2018

3 I. GUIDING PRINCIPLES CAFR Principles, Policies & Procedures Manual Page I-1 Guiding Principles

4 CAFR VISION To transform Colorado into a national leader in waste reduction, recovery, and diversion. Approved by the Board of Directors on September 28, 2017 CAFR MISSION To advance infrastructure, end markets, and state and local policies in waste reduction, recovery, and diversion. Approved by the Board of Directors on September 28, 2017 CAFR Principles, Policies & Procedures Manual Page I-2 Guiding Principles

5 STRATEGIC PLAN Goals: More than 50% of Colorado s waste stream is recycled, composted or diverted into reuse/remanufacturing, with rural and urban community diversion achievements based on proximity to markets. The entire state has access to waste diversion infrastructure and programming. Strategic Plan In order to achieve our goals, CAFR will focus efforts on activities that advance our new vision, embracing the concept of a mission-driven organization. CAFR will conduct the following major mission-driven activities over the next three years: The planning and implementation of organization activities will be based on the goal of fulfilling our mission. Membership will be driven by a shared commitment to advance the mission. Organize and drive new ideas and best practices in Colorado by convening meetings, leading new infrastructure/end market projects, and connecting members with each other. This includes the Summit for Recycling conference, annual meeting, roundtable events, and annually determined projects. Establish regional councils to work on advancing concerns that fit within the mission. This can include local policy, infrastructure, and access to materials end markets. Maintain an active policy committee to monitor and advance waste reduction, recovery, and diversion policy at the state and local level, supporting local chapters and members as needed. Create a virtual platform for members (and non-members) to interact, collaborate, share, and request information, including marketing recyclable commodities throughout the state. Approved by Board of Directors on September 28, 2017 CAFR Principles, Policies & Procedures Manual Page I-3 Guiding Principles

6 CAFR BY-LAWS (AS REVISED DECEMBER 2016) ARTICLE I Members Section 1.01 Membership. The members of the Corporation shall consist of such individuals, organizations or other entities as are from time to time duly elected to membership as provided in Section Section 1.02 Eligibility and Election of Members. Any individual, organization or other entity shall be eligible to become a member of the Corporation upon compliance with the terms of this Section The Board of Directors shall establish (and may from time to time amend or modify) a schedule of dues or charges for membership, payable each year or for such longer or shorter periods as the Board shall determine. The Board may establish different categories of membership, with different dues or charges. Upon the payment by an applicant for membership of appropriate dues they shall become a member of the Corporation in the category, if any, and for the period to which his, her or its payment shall entitle such applicant, starting on the first day of the month which begins after receipt by the Corporation of such payment. Corporation staff shall automatically be members of the organization and membership payment shall be waived for the term of employment. Section 1.03 Membership Standing. CAFR's intention is to serve a membership that is in general and substantial compliance with the organization's good standing definition that includes (a) membership dues paid in full, (b) payments for CAFR services including sponsorships and exhibitions paid in full within 90 days of the time of receiving service, (c) compliance with applicable industry-specific local, state and federal law, and (d) professional behavior consistent with generally accepted standards of conduct for the waste management industry. Section 1.04 Resignations. Any member may resign at any time by delivering a written resignation to the Corporation. The acceptance of any such resignation, unless required by the terms thereof, shall not be necessary to make the same effective. Such resignation shall take effect upon the later of the Corporation's receipt of written notice thereof or, if required, its acceptance thereof or such subsequent date as may be set forth in such notice. No resignation shall, however, entitle any member to the refund of any membership dues or charges paid prior to such resignation. Section 1.05 Termination of Membership. Membership shall be terminated by (a) a member's death or resignation, (b) liquidation or dissolution of a member, (c) the affirmative vote of a two-thirds majority of the Directors then in office for cause including failure to remain in good standing, or (d) the expiration of the period for which the dues or charges had been paid. No reimbursement of dues for the current period will be provided. ARTICLE II Meetings of Members Section 2.01 Meeting Process. Roberts Rules of Order shall govern all member meetings. Section 2.02 Place of Meeting. All meetings of the members of the Corporation shall be held at the place (which may be within or outside the State of Colorado) specified in the notice of the meeting or in the waiver of notice thereof. CAFR Principles, Policies & Procedures Manual Page I-4 Guiding Principles

7 Section 2.03 Annual Meeting. The annual meeting of the members of the Corporation for the transaction of such business as may properly come before the meeting shall be held on such day as shall from time to time be fixed by resolution of the Board of Directors, at the hour specified in the notice of the meeting or in the waiver of notice thereof. Section 2.04 Special Meetings. Special meetings of the members of the Corporation may be called at any time by the vote of a majority of the Board of Directors present and voting at a meeting thereof, or by the President, or by the Secretary or by 10 percent of the members of the Corporation, at such time and place as may be specified in the notice or waiver of notice thereof. Section 2.05 Special Meeting for Election of Directors. If, for a period of one month after the first scheduled meeting of the calendar year there is a failure to install a sufficient number of Directors to conduct the business of the Corporation, the Board of Directors shall call a special meeting of the members for the election of Directors. Section 2.06 Notice of Meetings to Members. Notice of each annual or special meeting of the members of the Corporation shall be sent to each member at the mailing or address of such member as it appears on the records of the Corporation, not less than ten or more than fifty days before the date of the meeting. Notice shall declare the time, date and place of the meeting and, unless it is an annual meeting, indicate that it is being issued by or at the direction of the person or persons calling the meeting. Notice of any meeting need not be given to any member if waived by such member before or after the meeting by any communication method reasonably available. The attendance of any member at a meeting, in person, without protesting prior to the conclusion of the meeting the lack of notice of such a meeting, shall constitute a waiver of notice by such member. Section 2.07 Quorum. A member vote equal to one-tenth the total number of votes entitled to be cast thereat shall constitute a quorum of members for the transaction of any business at a meeting. Section 2.08 Voting. A voting member shall be an individual or an organization or business who contributes dues at a level adopted by the Board of Directors. Individual voting members and one representative from each organization or business members shall have voting rights and be eligible to hold office. If the designated voting representative of a member organization is not present to vote, an alternate shall have voting rights providing he/she shall have a written proxy from the member representing that organization or business. Section 2.09 Proxies. Attendance and voting at any meeting of the members of the Corporation may be in person or by proxy. Proxies for the purpose of voting are allowed under the following conditions: 1) the person giving the proxy and the person receiving the proxy must be members in good standing of the Corporation, 2) all proxies must be in writing, signed by the member giving the proxy and dated, 3) the proxy shall be provided to the Board Secretary at the scheduled meeting during which the vote is to be taken, 4) proxies shall not be extended, and shall be good for not more than one meeting, and 5) proxies are not permitted for Board members. Section 2.10 Members Action without Meeting. Whenever the members are required or permitted to take any action by vote, such action may be taken without a meeting. All votes, either electronic or paper, shall be signed and dated by the voting member, and shall comply with the requirements of Section CAFR Principles, Policies & Procedures Manual Page I-5 Guiding Principles

8 ARTICLE III Directors Section 3.01 Powers and Duties. The property, affairs and activities of the Corporation shall be managed and controlled and its powers exercised by the Board of Directors. The Directors shall participate fully in the Corporation's activities. Action by the Executive Committee, or the President if the Director in question is on the Executive Committee, against any Director not performing in accordance with this guidance shall also be in accordance with the Board of Directors Letter of Commitment. Section 3.02 Number of Directors. The Board of Directors shall consist of not less than three and not more than fifteen Directors. Section 3.03 Increase or Decrease in Number of Directors. Subject to the provisions of Section 3.02 hereof, the number of authorized Directors may be increased or decreased by vote of the members, at any annual or special meeting of the members at which a quorum is present, or by vote of a simple majority of the Directors then in office, provided that no reduction in the number of Directors shall affect the term of any incumbent Director. Section 3.04 Appointment and Election of Directors. The Directors of the Corporation will be elected by secret ballot by a plurality of a quorum vote of members. Board of Directors candidates will be introduced at the annual meeting preceding the election. The full membership will be notified of the voting results by December 15. New Directors will hold office from January of the following year for which each is elected, and until a successor has been elected and has qualified. Section 3.05 Qualifications of Directors. All Directors shall be at least 18 years of age and have legal and lawful presence in the United States. Each Director shall have been a member of the Corporation in good standing for no less than one year prior to assuming office, or shall be the officially designated representative of an organization which has been a member of the Corporation in good standing for not less than one year prior to the assumption of office by such Director. However, this requirement may be waived by a two-thirds vote of the nominating committee at their discretion. Section 3.06 Terms of Office. The Directors of the Corporation shall have three-year terms. Any Director elected to fill an unexpired term (whether resulting from death, resignation or removal or created by an increase in the number of Directors) shall hold office for such unexpired term and thereafter until the successor of such Director is elected and shall qualify. No member of the Board shall serve more than two consecutive three-year terms. Section 3.07 Attendance. Directors are expected to regularly attend all full board meetings and all committee, subcommittee and task force meetings to which they are appointed as members. An absence from a board meeting is defined as attendance for less than half of the meeting duration, as recorded by staff or the Secretary. Section 3.08 Resignations. Any Director may resign at any time by delivering a written resignation to the Corporation. The acceptance of any such resignation unless required by the terms thereof, shall not be necessary to make the same effective. Such resignation shall take effect upon the latter of the Corporation's receipt of written notice thereof (or if required, its acceptance thereof) or such subsequent date as may be set forth in such notice. CAFR Principles, Policies & Procedures Manual Page I-6 Guiding Principles

9 Section 3.09 Removal. Any Director may be removed at any time either for or without cause by the affirmative vote of two-thirds of all the members of the Corporation entitled to vote given at a meeting the notice or waiver of notice of which shall have specified the proposed removal, or may be removed for cause by the affirmative vote of a two-thirds majority of the Directors then in office. Cause may include violation of the Director responsibilities specified in the Board of Directors Letter of Commitment. Any Director with more than two consecutive absences from full meetings of the Board of Directors or more than three absences within a calendar year, shall be deemed to have resigned from the Board of Directors. Said Director may present an argument for special circumstances to the Board of Directors. The Board of Directors may vote to reinstate the Director to the Board with a simple majority. Section 3.10 Vacancies. If at any time the number of Directors shall for any reason be less than the authorized number, the most recent membership of the Nomination Committee shall, subject to applicable law, recommend candidates to fill the vacancy for the unexpired term to the Board of Directors as soon as is reasonably possible, unless vacancy occurs within two months of the next election of Directors. Section 3.11 Meeting Process. Roberts Rules of Order shall act as the governing document of all Board of Director meetings. Section 3.12 Annual Meetings. The annual meeting of the Board of Directors for the transaction of such business as may properly come before it shall be held at the place at which the annual meeting of the members of the Corporation shall be held, and shall be held in conjunction with such meeting. Section 3.13 Regular Meetings. The Board of Directors from time to time may provide by resolution for the holding of such regular meetings as it may determine and may fix the time and place (which may be either within or outside the State of Colorado) thereof. Section 3.14 Special Meetings. Special meetings of the Board of Directors may be called at any time by the President, Vice President, or Secretary of the Board of the Corporation at such time and place (which may be either within or outside the State of Colorado) as may be specified in the notice of the meeting or in the waiver of notice thereof. Such meeting may be in person, by conference call or electronically with the possibility of an vote. Section 3.15 Notice of Meetings. Notice of any meeting of the Board of Directors or change in the time or place of the meeting shall be distributed to each Director no less than five (5) calendar days prior to the meeting. The notice shall be distributed to the Director pursuant to the contact data included in the records of the Corporation, and sent by any communication method that is reasonably available, or delivered to such Director personally. Notice of any meeting need not be given to any Director, however, if waived by such Director before or after the meeting in writing. No notice need be given of any adjourned meeting. Section 3.16 Quorum. Except as may be otherwise expressly required by statute, at all meetings of the Board of Directors the presence of fifty percent (other than Honorary Directors), but in no event fewer than two Directors, shall be necessary and sufficient to constitute a quorum for the transaction of business. In the absence of a quorum, a majority of the Directors present at the appointed time and place of the meeting, or, if no Director is present, any officer of the Corporation present thereat, may adjourn the meeting from time to time for a period not exceeding twenty days in any one case. At any such adjourned meeting at which a quorum is present, any business may be transacted which might have been transacted at the meeting as originally called. Section 3.17 Voting. Except as otherwise expressly required by statute or these by-laws, matters shall be decided by the vote of a majority of the Directors present and voting at a Board of Directors meeting. Policy CAFR Principles, Policies & Procedures Manual Page I-7 Guiding Principles

10 issues must have a two-thirds majority vote of the currently seated Directors to be considered as supported by the association. Voting by Directors not gathered together in one location can occur by phone, or other electronic means. Such votes shall be filed with the minutes of the proceedings of the next Board of Directors meeting. Section 3.18 Honorary Directors. The Board of Directors may appoint any number of Honorary Directors at any annual, regular or special meeting of the Board. An Honorary Director shall be entitled to attend all meetings of the Board of Directors, but shall not be entitled to vote on any matters submitted to the Board for any other purpose. Section 3.19 Executive Committee. For matters of expediency the Board of Directors shall designate an Executive Committee consisting of the President, one or more Vice Presidents, Past-President, Secretary, and Treasurer. The Executive Committee shall be Directors of the Corporation. The Executive Committee shall have all of the authority of the Board of Directors except as otherwise provided by law. Section 3.20 Virtual Participation. Any one or more members of the Board of Directors or any committee thereof or of the Corporation may participate in a meeting of the Board of Directors or of a committee when they are not gathered in the same location as the remaining members. Participation may be by any communication means that is reasonably available and consistent with the time frame of the meeting. Participation by such means shall constitute presence in person at a meeting. ARTICLE IV Officers Section 4.01 Number of Officers and Qualifications. The officers of the Corporation shall be a President, Past-President, one or more Vice Presidents, a Secretary and a Treasurer, and subordinate officers as may be appointed from time to time in accordance with the provisions of Section 4.03 hereof. Any person may hold any two offices of the Corporation except those of President and Secretary. No person may hold more than two offices. No instrument required to be signed by more than one officer shall be signed by the same individual in more than one capacity. Section 4.02 Election and Term of Office. The officers (except such officers as may be appointed in accordance with the provisions of Section 4.03 hereof) shall be elected to a one-year term by the Board of Directors. Each officer shall continue in office until the results of the election of officers at the first meeting of the newly elected Board held the following year. Officers will continue to serve until a successor shall have been elected and shall have been qualified, or until the death, resignation or removal of such officer. Section 4.03 Subordinate Officers. The Board of Directors from time to time may appoint such other officers or agents as it may deem advisable, and may prescribe their respective titles, terms of office, authorities and duties. No such other officer or agent need be a Director or a member of the Corporation. Section 4.04 Resignations. Any officer may resign at any time by delivering a written resignation to the Corporation. The acceptance of any such resignation, unless required by the terms thereof, shall not be necessary to make the same effective. Such resignation shall take effect upon the latter of the Corporation's receipt of written notice thereof or such subsequent date as may be set forth in such notice. Section 4.05 Removal. Any officer or agent may be removed from the office at any time either for or without cause by the vote of a two-thirds majority of the Directors then in office at any regular or special CAFR Principles, Policies & Procedures Manual Page I-8 Guiding Principles

11 meeting of the Board of Directors. Cause may include violation of the Director responsibilities specified in the Board of Directors Letter of Commitment or noncompliance with these By-Laws. Section 4.06 Vacancies. The most recent membership of the Nomination Committee shall, subject to applicable law, recommend candidates to fill any vacancy for any office for the unexpired term to the Board of Directors as soon as is reasonably possible, unless vacancy occurs within two months of the next election of Directors, or otherwise agreed to by the Board of Directors. Section 4.07 General Powers and Duties. The officers of the Corporation shall have such powers and duties, except as may be modified by the Board of Directors, as generally pertain to their respective offices as well as such powers and duties as from time to time may be determined by the Board of Directors. Section 4.08 The President. The President shall be the senior officer of the Corporation, shall preside at all meetings of the Board of Directors, if present, other than committee meetings for which the President is not the chair, and shall, in general, perform all duties, such as, carrying out policies and fulfilling the purposes of the Corporation, subject, however, to the control of the Board of Directors. He, or she shall, in general, perform all duties incident to the office of President and such other duties as may be assigned to him or her by the Board of Directors. To be qualified to serve as President, a candidate must have been a CAFR Director for at least one year. If no qualified individual chooses to run for the office of president, then the Nominating Committee must select from offered candidates. Section 4.09 Executive Committee. The Executive Committee shall consist of the Past-President, President, Vice President(s), Treasurer and Secretary. The Executive Committee shall also serve as the Human Resources Committee. Section 4.10 The Past-President. The Past-President shall be the most immediate past President eligible to hold office in the Corporation, and shall provide guidance and counsel to the Board. The Past-President shall serve as the chair of the Nominating Committee during the term of office as Past-President. Section 4.11 The Vice Presidents. Each Vice President shall have such powers and perform such duties as the Board of Directors may prescribe or as the President may delegate to him or her. At the request of the President, any Vice President may, in the case of the President's absence or inability to act, temporarily act in his or her place. In the case of the death of the President, or in the case of his or her absence or inability to act without having designated a Vice President or Vice Presidents to perform the duties of the President may be designated by the Board of Directors. Section 4.12 The Secretary. The Secretary shall keep or cause to be kept the minutes of the meetings of the members and of the Board of Directors and cause to have such minutes distributed within 14 calendar days to the Executive Committee and prior to the subsequent meeting to all Directors or available to meeting audience after approval by the Board of Directors at their next meeting.; shall see that all notices are duly given in accordance with Sections 2.06 and 3.14 and as required by law; shall be custodian of the records and of the seal of the Corporation or may appoint such custodian such as the Executive Director, staff or an appropriate contractor; and, in general, shall perform all duties as may be assigned to him or to her by the Board of Directors or by the President Section 4.13 The Treasurer. The Treasurer shall be the financial officer; shall have charge and custody of, and be responsible for, all funds and deposit all such funds in the name of the Corporation in such banks, trust companies, or other depositories as shall be selected by the Board of Directors; shall receive and give receipts for moneys due and payable to the Corporation from any source whatsoever; and, in general, shall perform all duties as may be assigned to him or her by the Board of Directors or by the President. These duties CAFR Principles, Policies & Procedures Manual Page I-9 Guiding Principles

12 may be shared by the President, Membership Committee Chair or other officer, or employee or contractor, as directed by the President. The Treasurer shall render to the President and the Board of Directors, whenever the same shall be required, an account of all his or her transactions as Treasurer and of the financial condition of the Corporation. He or she shall, if required to do so by the Board of Directors, give the Corporation a bond in such amount and with such surety or sureties as may be ordered by the Board of Directors for the faithful performance of the duties of his or her office and for the restoration to the Corporation, in case of his or her death, resignation, retirement, or removal from office, of all books, papers, vouchers, money, and other property of whatever kind in his or her possession or under his or her control belonging to the Corporation. ARTICLE V Corporation Staff Section 5.01 Board of Directors Authority and Responsibility. The Board of Directors has the authority and right to recruit, employ or subcontract, on a part- or full-time basis. The performance and evaluation of these individuals at contract renewal shall be completed by the Board of Directors annually. If individuals are employed by the Corporation, they shall become staff. If an Executive Director is hired, all non-executive Director staff will be directed by, and be responsible to, the Executive Director. The Executive Director shall in turn be directed by, and be responsible to, the Board of Directors. Section 5.02 Hiring and Administration. Corporation staff shall be recruited, interviewed, employed or subcontracted with, and administered by a committee approved by the Board of Directors. All members of this committee shall be current Board Directors. Section 5.03 Executive Director. If the Corporation employs an Executive Director, the Executive Director shall have the power to administer the day to day operation of the Corporation, as directed by the Board of Directors. This includes the overall management of the Corporation, including management of employees and/or sub-contractors. Section 5.04 Other Staff or Subcontractors. The Board of Directors may hire additional staff or subcontractors as appropriate. ARTICLE VI Committees Section 6.01 Corporation Committees and Director Responsibilities. The Board of Directors shall designate those committees or councils needed to conduct the business of the Corporation, and at anytime may add, delete or otherwise revise the functions and titles of said committees or councils as needed. Such committees or councils shall be committees of the Corporation, and their role shall be as advisors to the Board of Directors. Each Corporation committee or council shall conduct its business in accordance with Board direction, and shall be responsible to the Board in all matters. Each committee shall include as least one current Director and each council shall have a current Director serving as liaison to the Board of Directors. Section 6.02 Committee Chair Responsibilities. Committee chairs shall be a Corporation member in good standing, be coordinated by the Executive Director if appropriate, and be approved by the Board of Directors. Each committee chair shall ensure that a list of active committee members in his or her committee is maintained, and that an annual plan and annual report is developed at the beginning and end of each budget year. CAFR Principles, Policies & Procedures Manual Page I-10 Guiding Principles

13 Section 6.03 Meeting Process. Roberts Rules of Order shall govern committee meetings. Section 6.04 Committee Voting. Committee voting shall follow the options and procedures described in Section 3.16, unless otherwise agreed to by two-thirds of the committee and approved by the Board of Directors. Section 6.05 Nominating Committee. It is the duty of the Nominating Committee to recommend candidates for the election to the Board of Directors who reflect the state-wide scope of the Corporation and the diverse range of waste diversion interests and capabilities including but not limited to state, rural and local government, educational institutions, recycling firms, manufacturers of recycled content products and other businesses and organizations concerned with waste diversion. Members of the Nominating Committee must be members in good standing of the Corporation and include at least one member who is not a member of the Board of Directors and is not a candidate for the Board of Directors. The chair of the Nominating Committee shall be the Past-President of the Corporation, or a current Director if there is not an outgoing President. Section 6.06 Policy Committee. Any motion regarding policy or legislation must be presented to the Board of Directors and affirmed by a two-thirds majority vote at a Board of Director s meeting to be considered as supported by the Corporation. ARTICLE VII Corporate Finance Section 7.01 Deposit of Funds. All funds of the Corporation not otherwise employed shall be deposited in such banks or trust companies or with such bankers or other depositories as the Board of Directors from time to time may determine. Section 7.02 Checks, etc. All checks, drafts, endorsements, notes and evidences of indebtedness of the Corporation shall be signed by such authorized officer(s) or agent(s) of the Corporation and in such manner as the Board of Directors from time to time may determine. Section 7.03 Contracts. No contracts may be entered into on behalf of the Corporation unless and except as authorized by the Board of Directors, and any such authorization may be general or confined to specific instances. Section 7.04 Corporation Expenditures. Directors and Board-authorized committee chairs shall spend Corporation funds as approved by the Board of Directors for a specific task, activity or committee. No other member of the Corporation is so authorized. Proper documentation including total due and payee shall be authorized in writing by the President or committee chair as appropriate, and provided to the Treasurer for reimbursement within three months of the expenditure. Any Director may incur miscellaneous reimbursable expenses necessary to conduct Corporation business with Board authorization, as long as documentation is provided. ARTICLE VIII Compensation of and Contract with Members, Directors, and Officers: Purchase, Sale, Mortgage, or Lease of Real Property. Section 8.01 Contracts with Members, Directors and Officers. No member, Director, or Officer of the Corporation shall be interested, directly or indirectly, in any contract relating to the operations conducted by it, CAFR Principles, Policies & Procedures Manual Page I-11 Guiding Principles

14 nor in any contract relating to the operations conducted by it, nor in any contract for furnishing services or supplies to it, unless such contract shall be authorized by the Board of Directors and unless the fact of such interest shall have been disclosed or known to the Board of Directors at the meeting at which such contract is so authorized. Section 8.02 Required Vote for Purchase, Sale, Mortgage, or Lease of the Corporation's Real Property. No purchase, sale, mortgage or lease of real property owned by the Corporation shall be made by the Corporation except upon the affirmative vote of a two-thirds majority of the Directors then in office. ARTICLE IX Indemnification Section 9.01 Indemnification. The Corporation may, to the fullest extent permissible under applicable law, indemnify any person who was or is a party or is threatened to be made a party in any threatened, pending, contemplated or completed action, suit or proceeding, whether civil, criminal, administrative or investigative by reason of the fact that such person is or was a Director, officer, employee or agent of the Corporation, against expenses (including attorneys' fees), judgments, fines and amounts paid in settlement of or in connection with any such action, suit, or proceeding, provided that such expenses, judgments, fines and amounts are in a reasonable sum and are reasonably incurred. ARTICLE X Special Provisions as to Actions of the Corporation Section Actions in Name of Corporation. The Corporation shall act only in its own name, and not in the name of any of its members. Any press release, statement, report, correspondence or other publication of the Corporation shall be issued in the name of the Corporation and not in the name of any of its members; provided, that such press release, statement, report, correspondence or other publication may include the names of the members of the Corporation as of the date of its issuance. Section Litigation Instituted by the Corporation. The initiation of a law-suit by the affirmative vote of a two-thirds majority of the Directors present at any annual, regular or special meeting, provided that the notice or waiver of notice of the meeting shall have summarized the nature of the lawsuit, the claims to be asserted, and the relief to be sought. No lawsuit shall be instituted until at least sixty days after the date on which notice of the possible institution of such lawsuit, containing a brief description thereof, shall have been sent to each member appearing on the books of the Corporation. Any lawsuit by the Corporation shall be conducted by the Corporation in its own name, and not in the name of any of its members. ARTICLE XI Exempt Activities Section Exempt Activities. These by-laws and any powers or authorizations contained herein shall be subject to the restrictions and prohibitions contained in the Certificate of Incorporation of the Corporation, and, not-withstanding any other provisions of these by-laws, no member, Director, officer, employee or representative of the Corporation shall take any action or carry on any activity by or on behalf of the Corporation not permitted to be taken or carried on by an organization which is exempt under Section 501 (c) (3) of the Internal Revenue Code of 1954, as amended, and to which contributions are deductible under CAFR Principles, Policies & Procedures Manual Page I-12 Guiding Principles

15 Section I 70 (c) (2), 2055 (a) (2) or 2522 (a) (2) of such Code (or the corresponding provisions of any subsequent law.) ARTICLE XII Board of Directors Conflict of Interest Section Conflict of Interest Policy. 1. Definitions: i. Conflict of Interest shall mean a conflict between the private or business interests of one of the members of the Board of Directors and CAFR s interests including, but not limited to, conducting business with CAFR by supplying goods or services for compensation. ii. iii. Compensation shall mean the act of being paid for goods or services. Recuse shall mean the disqualifying of a member of the Board of Directors from participating in discussion and/or voting on a matter involving a perceived or actual Conflict of Interest. 2. The Board of Directors recognizes that members of the Board or Officers of CAFR may wish to conduct business with CAFR as a compensated supplier of goods or services. It is not the intent of the Board to discriminate against a supplier solely because he/she is a member of the Board of CAFR; however, the Board cannot permit a conflict of interest or the appearance of a conflict of interest to exist. Therefore, a Board Member who wishes to conduct business with CAFR shall conform to the following Code of Conduct: i. Recuse himself or herself and not be present during any discussion by the Board or committee of the Board related to the matter in which the Board Member has or may have a conflict of interest. ii. iii. Recuse himself or herself and not be present during any voting on any matter in which the Board Member has or may have a conflict of interest. Notify the Board immediately of his or her intention to conform to this Code of Conduct at any time when he or she wants, or anticipates wanting, to conduct business with CAFR. 3. If, in the opinion of the majority of the Board members present at the Meeting, the Board Member s contemplated action(s) can or may result in a conflict of interest or the appearance of a conflict of interest, the Board shall require the Board Member to abide by the Code of Conduct and recuse himself or herself from any discussion and / or vote on the matter. ARTICLE XIII Dissolution of Corporation Section Dissolution. In the event of dissolution of the Corporation by a two-thirds vote of the Board of Directors, all assets of the Corporation shall be transferred to another qualified 501(c)(3) organization whose mission statement is similar to the Corporation's. ARTICLE XIV Amendments to By-laws Section Amendments. These by-laws may be amended by a majority vote of the members voting at the Annual Meeting or through a written or electronic vote. CAFR Principles, Policies & Procedures Manual Page I-13 Guiding Principles

16 II. ADMINISTRATIVE POLICIES & PROCEDURES CAFR Principles, Policies & Procedures Manual Page II-1 Administrative Policies & Procedures

17 BOARD OF DIRECTORS ELECTRONIC MAIL VOTING PROCEDURE PROCEDURE: This procedure includes 1. Item/issue to be voted upon is ed to all Board members with any appropriate explanation or clarification. Vote may be called for by the President or by another person who is designated by the President. 2. Any Board member, except the President may make a motion to approve. 3. Any Board member, except the President may second the motion to approve. 4. There will be a period of time allowed for discussion. Reply all shall be used so that everyone may read all comments and thoughts. The time allowed will depend on the situation but should be a minimum of 24 hours. 5. The President or the Executive Director will then call for a vote. Unless Board members are without access, every member must respond with either a Yes, No, or Abstain to the item being voted upon. Votes pertaining to personnel issues will be private reply while issues involving non-sensitive administrative issues will remain reply all. 6. The President or the Executive Director will announce the results of the vote and whether or not the motion has passed. 7. CAFR, via the Executive Director or Executive Assistant, will retain a copy of the motion and final vote to be included in the minutes of the next Board meeting. Approved by the Board of Directors on July 19, 2002 CAFR Principles, Policies & Procedures Manual Page II-2 Administrative Policies & Procedures

18 POLICY VOTING PROCEDURE BACKGROUND: The CAFR Board believes that taking stands on appropriate policy matters, and promoting those positions, are important ways in which we serve our constituents and our cause. We must not only serve our members and communities, we must advocate for our members and communities. We will use our voice strategically and thoughtfully. PROCEDURE: The following outlines the principles by which we will consider taking policy stands, and a process through which to make such a decision. 1. Only the Board of Directors, by a two-thirds (2/3) majority vote, can decide on an official policy stand by the Colorado Association for Recycling. 2. Suggestions within the scope of our mission for taking a policy stand can come from any member. These suggestions should be sent in writing to the President of the Board of Directors and to the Executive Director (ED). 3. The President and the ED will bring the suggestion to the Board meeting for discussion. The Board of Directors may refer the issue to the appropriate committee for further study. 4. The criteria used by the Board and committee/task force will be based on the following. We will consider taking an organizational stand IF The issue directly or indirectly affects our constituents and/or our organization The issue draws on our expertise and knowledge as an organization Along with the policy stand, we develop a realistic plan for how to implement the policy stand, communicate our stand to the appropriate people, and make use of the stand in our work, and adopt this plan at the same time we finalize our position 5. Letters to officials, letters to editors, and open letters to the public on this stand will be signed by the President of the Board of Directors and the Executive Director. 6. Public policy stands may be reviewed at any time to determine if they need to be revoked or extended. 7. Public policy stands will be posted on the Colorado Association for Recycling website. Approved by the Board of Directors on May 6, 2005 CAFR Principles, Policies & Procedures Manual Page II-3 Administrative Policies & Procedures

19 FINANCIAL PROCEDURES PROCEDURE: Below is an overview of the Financial Procedures utilized by Colorado Association for Recycling: CAFR has a PO Box in north Denver. Other than the Executive Director, one to two other Board members residing in Denver will be set up to collect the mail. Board members assigned to pick up the mail will collect the mail on a bi-weekly basis and mail it to the Executive Director. The Executive Director opens and sorts through the mail, recycling all junk. The Executive Director makes a list of all payments received and contacts CAFR s Executive Assistant with information pertinent to renewals, new members, Summit, ARD or any other responsibilities assigned to the Executive Assistant. The Executive Director makes a list of all invoices that need to be generated for membership, renewal, sponsorship, payment of a sale, etc. The Executive Director forwards checks to the Bookkeeper for deposit; bills for payment; and/or any information necessary for payroll every two weeks. Bookkeeper processes bills, prepares and records payments; prepares bank deposits, creates requested invoices for payment, and records deposits appropriately; Bank deposits are forwarded to Executive Director, who compares the deposits to the list of checks received when the mail was opened, and assuming the listing and the deposit agrees, makes the deposit. If any discrepancies exist they are resolved by the Executive Director. All payment checks, including payroll, are forwarded to the Executive Director for signature and mailing. Bookkeeper is responsible for processing payroll filing of all related reports and deposit of all taxes. Executive Director verifies and signs reports, verifies tax deposit checks and mails to appropriate agency. Executive Director downloads and reviews bank statements retaining a copy and s the bank statements to Bookkeeper who reconciles the bank statements to the checkbook. Bookkeeper creates financials, which are initially reviewed by Executive Director, President, Vice President and Treasurers, then shared with the Board of Directors. Treasurers review bank statements electronically and compare to financial statements. The President and Vice President also have access to review bank statements as a check and balance. 1st Bank Account access: Executive Director, President, Vice President, and Treasurers. Approved by the Board of Directors May 18, 2008 CAFR Principles, Policies & Procedures Manual Page II-4 Administrative Policies & Procedures

20 ELECTION DISTRICTING POLICY PURPOSE: CAFR intends to have a Board of Directors (15 members) that is reasonably diverse in terms of geographical and professional or membership category representation. CANDIDATE SCREENING: The Nominating Committee will determine a slate of candidates needed to ultimately obtain/retain Board diversity that includes the following characteristics: 1. Geographical diversity A minimum of two Directors whose business, organization or residence is located outside of the Front Range region. For the purpose of this policy, the Front Range is defined as including Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas, El Paso, Jefferson, Larimer, and Weld counties. It is acknowledged that some of these counties (especially Weld) include significant rural regions. It is also acknowledged that maintaining this minimum may not be possible every year due to the challenge of Board commitments for rural Directors. 2. Professional diversity Representation on the Board of Directors by small business, large business, small government, large government, non-profit/university, and individual categories, as defined by CAFR membership guidelines, that generally reflects the current membership numbers and organizational revenue sources. It is acknowledged, however, that the Board from time to time may strategize the need to grow its membership and revenue in new directions, and this strategy may be reflected in the Board composition. 3. Other criteria - The Nominating Committee may apply additional screening criteria for identifying and recommending individuals to the final slate of candidates. These will be applied at the discretion of the committee and may include persona and professional attributes that could be expected to benefit CAFR. PROCEDURE: The Nominating Committee will: 1. Determine the number of Board vacancies and gaps in both geographic and professional diversity. Vacancies may occur from current Directors who are term limited, first-term Directors that choose not to run for a second term and Directors who are not in good standing in accordance with the CAFR By-Laws. 2. Develop and recommend to the sitting Board a final slate of candidates that includes two candidates suitable for filling each vacancy in terms of the screening criteria described above. It is acknowledged that this may not be possible for every vacancy, but the total slate should not exceed twice as many candidates as vacancies. 3. Self-Nomination Individuals or organizations may self-nominate, but they will be subject to the same screening criteria as other candidates and shall not contribute to exceeding the maximum candidate number. There is no expectation that self-nominated individuals will be recommended for the final slate of candidates. 4. The voting ballot and all communications with the membership will describe the process used to select candidates including geographical and professional diversity needs for Board composition. 5. All candidates must sign the Board of Directors' Commitment Letter before being placed on the ballot (see Election Districting Policy Attachment A). Approved by the Board of Directors July 21, 2016 CAFR Principles, Policies & Procedures Manual Page II-5 Administrative Policies & Procedures

21 Attachment A CAFR Board of Directors Commitment Letter In committing to serve on the CAFR Board of Directors, I agree to the following: My commitment will be for a minimum of three years. I will attend regular Board meetings every other month, schedule to be determined by new Board at the first new Board meeting after elections. I will come prepared to each meeting having read carefully the previous month s meetings minutes, the director s reports, monthly financial statements, and other documents distributed prior to the meeting and having outlined important issues prior to the meeting. I will attend a Board orientation and the Annual Retreat to fully understand my commitment to CAFR. I will actively participate in Board meetings, and at least one CAFR committee and/or event. I will accept and support CAFR s mission statement as the purpose of the organization and of my volunteer work for CAFR, adhering to CAFR s conflict of interest policy (below). I will assist in developing and implementing policies, goals, and objectives for long- and short-term planning. I will ensure open and healthy communication between Board and staff by offering assistance to the Executive Director and staff as called upon. I will ensure open and healthy communication between Board members by respecting opinions, listening courteously, and interacting sincerely. I will assist CAFR in meeting its annual fundraising goals by contributing time and/or money to fundraising, soliciting, seeking membership donations; sponsors or grantors agencies, and/or writing and reviewing grant proposals. (A recommended goal would be to raise $1,000 to $2,500 each year in cash or in-kind services). I will serve as a good will ambassador for CAFR to the community and state of Colorado. I understand that not meeting any of the above items or missing more than two Board meetings in a year (without an excused absence from the Executive Director) may result in my removal as a voting Board member of CAFR. BOARD OF DIRECTORS CONFLICT OF INTEREST RESOLUTION: As a member of the Board of Directors of the Colorado Association for Recycling, I resolve that I shall not participate in any discussion or vote on any matter in which I or a member of my immediate family may have a material economic involvement regarding the matter being discussed, due to creating a potential conflict of interest or the perception of one. When such a situation presents itself, I must announce my potential conflict, disqualify myself, and be excused from the meeting until discussion is over on the matter involved. The President of the meeting is expected to make inquiry if such conflict appears to exist and I have not made it known. I accept this position on the Board of Directors for the Colorado Association for Recycling (CAFR) and commit myself to a strong involvement in this non-profit recycling organization. I commit my time and desire to serve, as well as my background, experience, and capabilities to the highest use of the organization. Signed: Date: Print Name: CAFR Principles, Policies & Procedures Manual Page II-6 Administrative Policies & Procedures

22 MILEAGE REIMBURSEMENT POLICY PURPOSE: This policy provides the option of partial compensation to Directors who travel long distances to attend Board of Director meetings and whose employers do not provide reimbursement. While this policy is not intended to encourage travel over teleconferencing, it does acknowledge that live participation is often more effective and efficient in the completion of Board business. Carpooling should be strongly encouraged for all meetings. BACKGROUND: In any given year, several of CAFR's Directors travel more than 100 miles to and from Board of Director meetings. Some Directors' employers pay for meeting-related travel but some do not - this can be a disincentive to attend meetings in person as well as a disincentive to serving on the Board of Directors. While teleconference participation is a desirable alternative to traveling long distances (especially when carpooling is not an option), it does not always foster effective participation for multi-hour meetings. APPLICABILITY & REQUIREMENTS: This policy applies to any CAFR Director who travels more than 100 round-trip miles from their business location to any Board meeting location, who uses their personal vehicle, whose employer does not provide reimbursement and who applies for the reimbursement: 1. Eligible meetings include the regularly scheduled Board of Director meetings (excepting any meetings colocated with the annual Summit or Member meetings) and the Board retreat. 2. Compensation shall be requested at a rate equal to the federal reimbursement rate for privately-owned vehicles for miles traveled round trip from the applicant s place of business to the meeting location only - less $50 ($50 is consistent with mileage associated with Directors who travel 100 round-trip miles) The federal rate is updated at least annually at This rate is $0.51/mile in November 2011 but may change over time 3. In general, Directors will be reimbursed a maximum of $150 in any calendar year - but on a case-by-case basis, the President may increase this cap for Directors consistently travelling distances greater than 400 round-trip miles. 4. Applications not submitted to the President for approval within 30 calendar days following the meeting will not be considered. 5. Applications shall include a written request for reimbursement and include both the meeting date, documentation of mileage from point to point (such as a MapQuest mileage estimate), and calculations to support the reimbursement request. An request is acceptable. Approved by the Board of Directors November 4, 2011 CAFR Principles, Policies & Procedures Manual Page II-7 Administrative Policies & Procedures

23 FINANCIAL POLICIES PURPOSE: These policies outline the recommended practices for cash reserves, cash handling, treatment of restricted vs. unrestricted funds, definition of operating expense, and reserve policy. PROCEDURE: The following are the five recommended Financial Policies for CAFR. 1. Cash Reserves: CAFR s Cash is defined as: 1) money and 2) investments convertible to cash within one year. It does not include accounts receivable. Cash shall be kept in the organization s bank account or Domini Fund (or secure equivalent / successor). CAFR should keep no more than 90 days of operating cash in the checking account; the remainder should be placed in the Domini Fund (or equivalent). 2. Cash Handling: Current procedures and protocols for check signing shall be retained; Domini funds should require two signatures. 3. Treatment of Restricted vs. Unrestricted Funds: All funds shall be kept in the organization s bank account or Domini fund, but restricted funds (defined as funds sourced from grants with specific deliverables or from councils) shall be tracked separately in the financial statements and budgeting documents. If council funds become dormant for more than 2 years, the funds will become unrestricted and available to CAFR for its use. 4. Defining Operating Expenses / Costs: Expenditures for items with useful life of less than one year is an operating expense, as opposed to a fixed asset. 5. Reserves Policy: CAFR shall strive to keep 12 months of operating expenses on hand. Approved by the Board of Directors March 22, 2012 CAFR Principles, Policies & Procedures Manual Page II-8 Administrative Policies & Procedures

24 NON-DISCRIMINATION POLICY CAFR does not discriminate in its leadership, staffing, volunteers or service. BOARD POLICY: It is the policy of the Colorado Association for Recycling that our organization does not discriminate in its leadership, staffing, volunteers or service on the basis of age, gender, race, ethnicity, sexual orientation, disability, national origin, political affiliation, or religious belief. Approved by the Board of Directors October 28, 2012 CAFR Principles, Policies & Procedures Manual Page II-9 Administrative Policies & Procedures

25 CORPORATION STAFF EMPLOYEE POLICY INTRODUCTION & PURPOSE: The Colorado Association for Recycling (CAFR) may employ one or more hourly or salaried staff to conduct organizational business. The purpose of this policy is to define the role of the Human Resources Committee, and to provide guidelines for the management of CAFR s human resources, including job descriptions, salary determination and merit increases guidelines, benefits, performance reviews and bonuses. Not all policy components may apply to all staff. HUMAN RESOURCES COMMITTEE: CAFR's Human Resources Committee (HRC) shall consist of CAFR's Executive Committee. Additional Directors and members may be added to the committee at the President's discretion. The responsibility of this committee includes 1) development and implementation of an annual performance review for staff, 2) determination of any annual merit increase and/or bonus awards for recommendation to the full Board of Directors for approval, 3) confirmation of annual employee benefits, 4) implementation of this policy as well as development of any needed updates, and 5) other human resource needs that may arise. IMMEDIATE SUPERVISORS: The immediate supervisor of the CAFR Executive Director is the CAFR Board President. The immediate supervisor of any other CAFR staff is the Executive Director. In the absence of an Executive Director, the HRC shall serve as the immediate supervisor of all CAFR staff. JOB DESCRIPTIONS: All staff employed on a salaried or hourly basis by CAFR will have duties and responsibilities of the position outlined in a job description. Job descriptions may be modified over time as needed (see Employee Policy Attachment A). In addition to staff employed by CAFR, contractors maybe used on a project or term basis that will be managed by separate and specific contracts, with supervision of contractors determined on a case-by-case basis. SALARY / MERIT INCREASES: The base salary for each employee shall be set at the time of employment. Annual merit increases (if any) for the next budget (calendar) year shall be determined as part of the budgeting process for that year and shall be approved by the Board of Directors. EXPENSE REIMBURSEMENT: Employees shall be paid for any approved expenses incurred during the course of CAFR business. Mileage reimbursement shall be requested at a rate equal to the federal reimbursement rate for privately-owned vehicles as reported at for the time when the expense was incurred (this rate is updated regularly and is the employee's responsibility to verify). Any other expenses shall be those identified in CAFR's operating budget for the current calendar year. BENEFITS & OTHER COMPENSATIONS: CAFR provides the following to all hourly and salaried staff: SEP / Retirement Contributions: Five (5) percent of the employee s bi-weekly gross pay is deposited directly into a Simplified Employee Pension (SEP) IRA account determined by CAFR Employer FICA (Social Security/Medicare) contribution: CAFR contributes all federally required payroll taxes As a 501(c)3, CAFR is exempt from paying unemployment insurance Worker s Compensation Insurance: CAFR abides by all federal requirements for Worker s Compensation Insurance CAFR Principles, Policies & Procedures Manual Page II-10 Administrative Policies & Procedures

26 Telecommuting: CAFR generally supports telecommuting, although the ability to telecommute shall not impact any member, organizational or Board needs and functions. CAFR has a Personal Time Off (PTO) policy for salaried employees (see Employee Policy Attachment B). CAFR also follows the Time Out of Office Notification procedures for both salaried and hourly employees (see Employee Policy Attachment B). PERFORMANCE REVIEWS: Performance reviews shall be conducted by the HRC annually for the Executive Director. The full Board of Directors may provide input to the performance review prior to the review being conducted with staff. The HRC will ensure the Executive Director conducts an annual performance review for all other staff reporting to the Executive Director. The HRC may provide input to any performance review prior to it being conducted. The reviews shall generally follow a consistent format (see Employee Policy Attachment C). These reviews shall: 1. Consider the employee performance period between January 1st and December 31st. This 12-month timeframe allows the performance review to 1) not coincide with CAFR s Annual Summit for Recycling, 2) not coincide with the Annual Meeting, and 3) not coincide with budget development. Further: a. Merit increases and/or bonus awards (if any) will be based upon these review findings, and will require full Board of Directors approval. b. Merit increases shall be retroactive to the first of the new calendar year unless otherwise determined by the Board. 2. Be based on Job Descriptions (Attachment A). In addition, reviews shall establish the baseline for job expectations for the year to come and may require revisions to the job descriptions in Attachment A. Staffspecific reviews are maintained in the employee s personnel file. 3. May be initiated prior to the end of the calendar year but will be completed by February 15th. BONUSES: During each budget cycle, a line item may be approved within the CAFR budget to fund annual bonus awards for staff. Depending on the economic health of the organization and the employee s performance review results, the HRC may recommend that the Board of Directors award part or all of the bonus line item in aggregate to all CAFR employees at the end of the current calendar year. If bonuses are awarded, the HRC will recommend the disbursement between all employees for Board approval. The HRC may choose to award an annual bonus based on performance and/or organizational priorities, and will identify those priorities as close to the beginning the employee performance period as possible CONFIRM ANNUAL EMPLOYEE BENEFITS: A written employee benefits confirmation will be developed for each employee except those hired mid-year who have received an offer letter. The benefits letter shall be developed after the performance review is completed and signed by both the employee and immediate supervisor and bonus and merit increases (if any) have been determined. At a minimum, the confirmation will specify 1) bonus for the current calendar year (if any), 2) exempt, salaried or non-exempt, hourly status and fullor part-time status (with specific hours) for the next year, 3) annual salary for the next year, 4) performance objectives for the next calendar year (if any), and 5) any agreements on PTO carry over to the next year or cash payment in current year. The confirmation shall be signed by the employee and returned to the employee's immediate supervisor to complete the process. CAFR OFFICE & ASSETS: The Executive Director shall ensure that all CAFR property including owned, leased, rented, or donated office space, furniture and equipment used by any staff or Board Directors is maintained in orderly and good working order so that all assets are fully accounted for and available for use by others at all times. Should the employment of the Executive Director or any staff be concluded for any reason, the Executive Director shall be responsible for transitioning any appropriate assets immediately to individual(s) appointed by the Board of Directors. CAFR Principles, Policies & Procedures Manual Page II-11 Administrative Policies & Procedures

27 EMPLOYEE FILES: Employee files will be maintained by the President of the Board of Directors/HRC Chair and at least one other HRC member such that at least two Directors will have a set of secure files. The employee files shall be transferred to the next President/HRC Chair and other appointed member and/or archived in appropriate CAFR electronic storage at the end of the calendar year such that the full files are maintained from year to year as long as each employee is employed by CAFR. Additionally, the Executive Director shall maintain employee files on any employees supervised and CAFR's accountant shall maintain payroll files for all employees. Nothing in this policy prevents employees from maintaining their own files. Approved by the Board of Directors on March 24, 2016 CAFR Principles, Policies & Procedures Manual Page II-12 Administrative Policies & Procedures

28 Employee Policy - Attachment A Employee Job Descriptions: Executive Director The Executive Director of the Colorado Association for Recycling (CAFR) reports directly to the Board President and takes direction from the Board of Directors for all activities and actions. This is an exempt, fulltime position. The following highlights, but is not limited to, the full range of the Executive Director's responsibilities: BOARD SUPPORT Take direction from, and support all activities associated with, the Board of Directors, including but not limited to: 1. Report to and maintain effective work relationship with the Board and its Executive Committee 2. Work with President to plan bi-monthly Board meetings and Annual Retreat, including meeting agendas and logistics 3. Prepare all documents requiring Board oversight and submit meeting documents at least 5 businesses days in advance of Board meetings a. Review old business for follow-up and follow-through b. Bring appropriate new business to Board s attention c. Ensure Board meeting minutes and notes are completed and distributed in a timely fashion 4. Utilize BoardNetwork for transmitting all documents and posting all Board-related calendar items 5. Attend all Board meetings and Annual Retreat 6. Oversee and manage Board activities including fundraising, membership and other committee work 7. Manage councils and committees including development and implementation of annual plans/budgets for inclusion in overall Annual Work Plan and Budget (neither the Human Resource or Nominating Committees are required to develop these annual plans/budgets) 8. Conduct official correspondence on behalf of the Board as appropriate STRATEGIC PLAN 1. Work with Board to update and refine the 5-Year Strategic Plan annually 2. Develop programs, partnerships, and finances that support the implementation of the strategic plan 3. Lead the evaluation process for the strategic plan, including measurement 4. Develop a multiyear approach to growing the organization 5. Recommend to the Board, as needed, new information technology and financial systems that will support the organization's ability to implement the strategic plan 6. Develop an Annual Work Plan and Budget that provides step-wise progress towards the 5-Year Strategic Plan ACCOUNTING, BOOKKEEPING, & RECORDKEEPING 1. Obtain input from Treasurer and Bookkeeper to prepare bi-monthly financial reports and annual CAFR budget. Prior to each Board meeting: a. Prepare accounting entries on schedule b. Submit to Bookkeeper who processes and returns to Executive Director c. Review and make any needed corrections with Bookkeeper d. Submit to Treasurer to create bi-monthly financial report, detailing revenues and expenses e. Conduct a bi-monthly forecasting of annual budget status and develop recommendations for Board action if needed - projections and recommendations shall be especially rigorous for the last two quarters of the budget year f. Conduct final review g. Submit to Board prior to Board meeting (at least 5 business days in advance of Board meetings) CAFR Principles, Policies & Procedures Manual Page II-13 Administrative Policies & Procedures

29 2. Develop an annual near-final, balanced Budget in September for Board review and approval - including 1- page summary table and draft Annual Work Plan describing assumptions and strategies for each CAFR program 3. See that revenue/expense targets are reasonable so organization operates within Budget and maintains positive cash flow 4. Approve expenditures within the authority delegated by the Board (see CAFR Financial Procedures 08.doc ) 5. Ensure Federal and State tax returns are filed correctly and in a timely manner, with Board review 6. Work with Bookkeeper to ensure: a. Sound bookkeeping and accounting procedures are followed and procedures are implemented in a timely fashion b. All monies owed to CAFR are invoiced, collected and deposited c. All monies owed by CAFR are paid 7. Manage the accounting system that provides the organization with quick access to financial information and enables strategic budgeting 8. Manage all staff 9. Manage CAFR contracts and contractors including Bookkeeper, Lobbyist, web services, conference contractor and contracts, etc. 10. Record-keeping should be done in accordance with IRS record retention time requirements, and includes: a. Manage and maintain all organization's short and long-term records and make available to Board members upon request b. Maintain and continue CAFR historical documentation 11. In conjunction with the Treasurer, direct Board in complying with its Financial Policy for cash reserves, cash handling, treatment of restricted versus unrestricted reserves and reserve policy. 12. Commit CAFR to expenditures without a Board vote of approval when the following conditions are met: a. An expenditure is expressly identified in the current year's budget or a recurring annual expense (such as brochure printing, staff phones, etc.), and b. The lowest, most appropriate price is selected from at least two qualified prices for expenditures up to $2,000 (from at least three qualified prices (or bids) for expenditures up to $5,000), and c. The total expense does not exceed $5,000. When these conditions are not met, a Board vote of approval is required unless the Board waives this requirement. Specific financial commitments that require a Board vote of approval, regardless of these conditions, include Summit venue plans (with estimated budgets) for upcoming years and contractor awards. FUNDRAISING & MEMBERSHIP Fundraising 1. Act as primary fundraising coordinator for the organization and implement an effective strategy that my be revised annually (include in Annual Work Plan) 2. Engage Board in fundraising for the organization 3. Proactively identify and solicit additional funding through corporate donations, sponsorships and grants as well as new and diversified sources as needed to ensure reliable funding even in down economies 4. Maintain and grow sponsor relations and sponsor solicitation strategies 5. Build and maintain relationships with state and federal funding agencies Membership 1. Act as primary membership coordinator and implement an effective strategy that identifies new and expanded membership categories and organizations consistent with the 5-Year Strategic Plan (include in Annual Work Plan) 2. Oversee membership information, renewals and acknowledgements CAFR Principles, Policies & Procedures Manual Page II-14 Administrative Policies & Procedures

30 3. Solicit and retain new members 4. Update member recruitment materials as needed MEMBER SERVICES 1. Ensure members receive promised member benefits 2. Ensure members receive appropriate attention throughout the year (not just during fund-raising) 3. Identify and coordinate additional training and networking opportunities for members 4. Promote active participation by volunteers and CAFR members in organization's work Communications & Board Elections 1. Identify and solicit opportunities to highlight CAFR and CAFR member activity to the media 2. Assist as needed with newsletter production and ensure timely distribution to members 3. Oversee web updates, social media, and all electronic communications used to convey time-sensitive information to members 4. Ensure preparation of CAFR s Annual Report including accomplishments, budget, etc. by staff and/or Board members 5. Assist Nominations Committee Chair as needed with soliciting and announcing Board candidates and tabulating results of elections 6. Oversee activities associated with school recycling/art programs Events 1. Assist Annual Meeting Committee Chair as needed with program, budget, sponsors, logistics and marketing - establish date and location of Annual Meeting for announcement for announcement at the Summit 2. Coordinate and manage annual Summit for Recycling conference, including but not limited to: a. Coordinate communications and activities of committee, staff, Board and conference contractor b. Ensure these areas run smoothly and are completed on time using tracking tools or conference planning guide documents: site logistics; sponsors and exhibitors; promotion and marketing (media relations); registration; program and keynote speakers; program evaluations; awards; silent auction and other fundraising tools; and gala c. Staff Summit d. Negotiate contract that is beneficial to CAFR& brief Board on contract terms e. Monitor and administer conference budget, and report final performance outcomes to Board f. Solicit future conference proposals (site, contractor, etc.) and prepare bids for Board approval ADVOCACY & PUBLIC OUTREACH 1. Oversee Policy Committee activities and liaise with the Board, Lobbyist and committee chair to ensure appropriate communication of committee discussions and progress 2. Assist Lobbyist, committee and staff as needed in representing CAFR on external policies, building winning coalitions for legislation, issuing action alerts 3. Build and maintain strong relationships with community members, local and state government, media and like-minded organizations 4. Represent the organization at public events to increase public awareness of CAFR and waste diversion 5. Seek opportunities for CAFR to contribute to the public debate on waste diversion issues, and coordinate with Board and members as appropriate 6. Assist board and committees to maintain working knowledge of significant developments and trends in field so CAFR can provide timely updates and education materials to members, as well as serve as leader in the state in waste diversion arena 7. Work closely with the Education and Outreach Committee and obtain their involvement in producing and publishing materials CAFR Principles, Policies & Procedures Manual Page II-15 Administrative Policies & Procedures

31 TRAINING 1. Train staff, Board members, and volunteers as needed on operational matters, relevant topics, etc. 2. If needed, train replacement Executive Director if mutually agreed by the Board and the Executive Director MINIMUM QUALIFICATIONS Required: 1. Bachelor s Degree in a relevant management, administration and/or environmental field 2. Minimum of five years of non-profit leadership experience including membership and fund-raising or sales experience 3. Proficiency with organizational accounting and finance management including demonstrated experience developing and managing budgets 4. Effective communication skills including demonstrated experience coordinating and motivating multiple volunteer, sponsor and contractor groups 5. Strong organizational planning and visioning capabilities Preferred: 1. Working knowledge of recycling and solid waste industry (or similar environmental/resource conservation field), preferably in Colorado/Rocky Mountain region 2. Event planning, legislative/regulatory advocacy and public relations experience 3. Flexible schedule that can accommodate some evening and weekend work. CAFR Principles, Policies & Procedures Manual Page II-16 Administrative Policies & Procedures

32 Employee Policy - Attachment A Employee Job Descriptions: Executive Assistant The Executive Assistant performs administrative duties for the Colorado Association for Recycling (CAFR) as directed by the Executive Director and Board of Directors. The Executive Assistant reports directly to CAFR s Executive Director. This is a non-exempt, part-time position. The following highlights, but is not limited to, the Executive Assistant s responsibilities: BOARD SUPPORT Support all activities associated with the CAFR Board of Directors, including but not limited to: 1. Maintain effective working relationship with both Executive Director & Board 2. Assist in preparing documents for Board oversight, including taking minutes and notes at Board meetings, and finalizing and distributing all relevant documents; maintaining lists of Board members and their contact information; etc. 3. Attend all Board meetings, Annual Retreat, Annual Meeting and Annual Summit for Recycling 4. Assist in coordinating logistics related to board meetings and retreat, including (but not limited to) location, meals, directions, communications with venue, etc. 5. Support Board committees as specified by the Executive Director & Board of Directors 6. Assist with conducting official correspondence on behalf of the Board, as requested STRATEGIC PLAN 1. Assist in developing programs, partnerships and finances that support the implementation of CAFR s strategic plan 2. Provide input to the Executive Director and Board on new information technology and systems that both support CAFR s ability to implement strategic plan and related policies and programs, as well as that provide efficiencies to Executive Assistant s functions CORPORATE DOCUMENTS 1. Assist in managing CAFR contracts as directed by the Executive Director and Board 2. Work to keep corporate documents up-to-date including all official policies and procedures of the organization 3. Maintain electronic, and as needed, hard copy files sorted in an accessible manner MEMBERSHIP SERVICES 1. Respond to online and telephone information requests from membership and the general public 2. Conduct membership surveys as directed by the Executive Director and Board 3. Issue renewals and acknowledgements and send out member packets 4. Maintain overall and committee and council membership databases, ensuring membership data is collected accurately and entered into online membership database, to meet organizational needs 5. Assist in updating member recruitment brochure as needed, including providing all graphic development 6. Assist Membership & Fundraising Committee Chairs as needed 7. Ensure board members contact new members and non-renewing members Communications & Board Elections 1. Assist as needed with newsletter production, including providing editorial, graphic oversight, and timeline oversight to ensure timely distribution to members 2. Issue CAFR bi-weekly web updates CAFR Principles, Policies & Procedures Manual Page II-17 Administrative Policies & Procedures

33 3. Assist newsletter editors to issue a request for articles for each issue. Issue other electronic communications used to communicate time-sensitive information to members, as directed by Board and Committee chairpersons. Prepare newsletter layout. 4. Assist with development of CAFR Annual Report, including content development, as required, and all graphic design 5. Assist Nominations Committee Chair as needed with special edition Election Newsletter and online and hard copy execution of ballot, electronically announcing Board candidates, tabulating and communicating election results 6. Issue media advisories to highlight CAFR and CAFR member activity to the media 7. Regularly update Facebook, Twitter and other social media outlets 8. Perform low-level / daily / regular website coding and maintenance on Events and Programming 1. Assist sub-committee coordinate annual Poster Contest and Calendar function a. Solicit sponsors with board and committee assistance b. Work with committee to review and distribute rules c. Receive posters d. Solicit judges and convene poster contest judging event e. Manage request for proposals for calendar production f. Manage calendar production and distribution g. Coordinate recognition event 2. Registration activities at CAFR events: a. Coordinate/train volunteers assisting with registration, as appropriate b. Assist in and conduct registration c. Receive and track event fees and registration 3. Assist Annual Meeting Committee Chair as needed with logistics, graphic development and marketing of event 4. Assist in managing the Annual Summit for Recycling, working with conference committee, Board and conference contractor: a. Assist in communications b. Assist in all aspects of conference production: site logistics, sponsors and exhibitors, marketing and registration, program and keynote speakers, awards, silent auction and gala; train and supervise volunteers as needed c. Provide input on sites and matters for future Summits 5. Assist in coordinating logistics related to other events, including (but not limited to) location, meals, directions, communications with venue, etc. 6. Assist committee chairs, as requested, with organizing and successfully implementing committees goals and events including all notifications, minutes, etc. 7. Assist in grant writing ADVOCACY & PUBLIC OUTREACH 1. Assist Policy Committee Chair, Executive Director and Board as necessary to support CAFR s advocacy and public outreach needs 2. Ensure meeting announcements are sent out in a timely manner 3. Assist the Executive Director in agenda-setting 4. Take minutes, work with the Executive Director to review, finalize and send to committee members 5. Perform other tasks as requested by the Executive Director 6. Work with the Executive Director and Education & Outreach Committee chair(s) to develop materials and programs CAFR Principles, Policies & Procedures Manual Page II-18 Administrative Policies & Procedures

34 MINIMUM QUALIFICATIONS Required: 1. Minimum two years of administrative assistant or executive assistant experience 2. Prior experience with non-profit organization 3. Strong written and oral communications skills 4. Strong interpersonal skills 5. Strong computer and Internet research skills, including but not limited to the prior use of and knowledge of the following: a. Microsoft Word b. Microsoft Excel c. Microsoft Publishing d. Survey Monkey e. Google Documents f. HTML g. Facebook, Twitter, LinkedIn, and other relevant social media platforms Preferred: 1. Working knowledge of solid waste and recycling industry (or similar environmental/resource conservation field), preferably in Colorado 2. Bachelor s Degree or some combination of work history in any of the following: Environmental Science, Environmental Policy, Solid Waste Management, Public Administration, Marketing and Communication, or similar field 3. Flexible schedule that accommodates occasional evening and weekend work, such as for the Summit, to meet the needs of CAFR CAFR Principles, Policies & Procedures Manual Page II-19 Administrative Policies & Procedures

35 Employee Policy - Attachment B Employee Personal Time Off Policy INTRODUCTION & PURPOSE: CAFR provides the following policies for its staff regarding time out of the office. NON-EXEMPTEMPLOYEES: In order to maintain the economic health of the organization, CAFR does not provide any paid Personal Time Off (PTO) for non-exempt positions working less than 30 hours per week. CAFR recognizes seven holidays annually and does not require any hourly employees to work on those holidays. To maximize the interests of CAFR s members, all part-time employees follow the Time Out of Office Notification Policy, below, for their time-off days. All non-exempt employees shall submit to CAFR's bookkeeper and their immediate supervisor time-sheets for each twice-monthly period (the pay period shall be the first through the 15th of the month, and the 16th to the last day of the month) showing the hours worked each day and approved expenses incurred during that period, and allocating the hours to the CAFR programs identified in the budget for that year. The immediate supervisor shall track hours worked to identify any pay periods in which these employees exceed forty (40) hours in any week, twelve (12) hours in any day or twelve (12) consecutive hours. The immediate supervisor shall ensure that overtime pay in the amount of 150% of the hourly rate is paid for any hours worked in excess of the thresholds defined above. CAFR's intent is to keep overtime hours to a minimum and requires employees to obtain approval from their immediate supervisor in advance of working overtime. The immediate supervisor shall not approve time-sheets for payment (a) for hours that exceed those established in the employee's annual benefits confirmation or (b) until any errors are corrected. The immediate supervisor shall maintain appropriate time-sheet and payment documentation and records of hours, expenses, regular and over-time compensation. EXEMPT, SALARIED EMPLOYEES: All exempt employees are paid a fixed salary regardless of the number of hours they work. It is CAFR's expectation that exempt employees will work whatever hours are needed to complete their jobs (see employee job descriptions in Appendix A) and have the flexibility to do so without obtaining supervisory permission, except as noted in the Utilizing PTO section). CAFR provides all salaried employees working more than 30 hours per week with paid Personal Time Off (PTO) to cover all vacation, sick time and personal time needs. PTO is used at the employee s discretion, within the Time Out of Office Notification guidelines. PTO for exempt employees is also referred to as timeoff and "time out of office" in these guidelines. In addition, exempt employees are paid for all holidays recognized by CAFR. The part-time status of exempt employees that are not full-time shall be pro-rated on a percent basis determined by dividing the hours established in the employee's annual benefits confirmation by 2080 hours. All exempt employees shall submit to CAFR's bookkeeper and their immediate supervisor on at least a monthly basis time-sheets for each twice-monthly period (the pay period shall be the first through the 15th of the month, and the 16th to the last day of the month) showing the total hours worked and expenses incurred during that period, and allocating the hours to the CAFR programs identified in the budget for that year. The immediate supervisor shall not approve time-sheets for payment (a) for tasks not included in the employee's job description or (b) until any errors are corrected. The immediate supervisor shall maintain appropriate time-sheet and payment documentation. HOLIDAYS: CAFR recognizes the following, unless otherwise communicated in writing by the Human Resources Committee: New Year s Day Memorial Day CAFR Principles, Policies & Procedures Manual Page II-20 Administrative Policies & Procedures

36 Independence Day Labor Day Thanksgiving Day after Thanksgiving Christmas Day JURY DUTY: Exempt employees are granted jury leave for the period they are required to serve and shall be paid their regular compensation for up to five calendar days. Exempt employees that are not full-time will receive pro-rated compensation based on their part-time status. Employees are not required to turn jury pay including mileage and parking allowances over to CAFR. POLICY EXCEPTIONS: The Human Resource Committee may waive or modify components of this policy on a case-by-case basis with a majority vote approval of the Board of Directors. TIME OUT OF OFFICE NOTIFICATION: Employees will follow the following guidelines for time out of the office: Notify immediate supervisor by the start of employee s day when not working due to sickness. Notify immediate supervisor with not less than the requested amount of PTO in advance of actual time off (for example, at least one-half day s notice when scheduling one-half day off). Coordinate with immediate supervisor, staff, and all necessary Board members and volunteers as needed when taking time off, to ensure CAFR business continues in a timely manner. Ensure adequate coverage for key events by minimizing time out of the office during the following blocked times: o Summit Planning (two months prior to Summit) no time off granted two weeks before and during the Summit o Annual Meeting o Colorado Legislative Session (typically January through session closure but as appropriate to the level of CAFR legislative activity in any give year) Notify immediate supervisor in writing at least three (3) weeks in advance when taking time-off days during blocked times: o Three (3) or more consecutive days during the Colorado Legislative Session o Three (3) or more consecutive days during Summit Planning o Five (5) or more consecutive days any other time during the calendar year Employees requesting more than two (2) consecutive weeks of time-off days should provide written notification to the HRC for approval two (2) months prior to scheduled time that verifies accrued PTO to cover requested time off. Medical or other emergencies requiring more than three (3) days consecutive out of the office will be handled on a case-by-case basis (e.g., may be eligible for Leave Without Pay). ACCRUING PERSONAL TIME OFF (PTO): Unless otherwise approved by the Board, exempt, salaried full-time employees receive PTO based on the following table: Years Worked PTO Weeks Earned Per Year 1 to 5 years Two Weeks 6 to 10 years Three Weeks 11 or more years Four Weeks New employees will earn PTO after a ninety-day (90) probationary period. CAFR Principles, Policies & Procedures Manual Page II-21 Administrative Policies & Procedures

37 Employees earn Personal Time Off during each pay period worked. Exempt employees that are not full-time will earn pro-rated PTO on the basis of their part-time status. PTO time will be tracked for each eligible employee via pay stubs as noted above. Human Resources Committee will review PTO earnings and drawdown. A maximum of four (4) weeks PTO can be earned annually. UTILIZING PERSONAL TIME OFF (PTO): Exempt employees will be paid their fixed salary for any week for which they work any hours without regard for the hours worked. Exceptions to this practice will include (and is based on full days only - no docking of pay shall occur for less than 8 hours): The first and last week of employment in which the employee works less than five (5) days - salary will be pro-rated for the number of days actually worked When all PTO has been exhausted - salary will be pro-rated for the number of days actually worked and/or unused PTO is available (if any) MANAGEMENT OF ACCRUED PERSONAL TIME OFF (PTO): Accrued PTO is managed as follows for salaried employees: Can carry over up to eighty (80) hours of accrued PTO from one year to the next, with written Board approval, and: o Must coordinate any end-of-year time off so budgeting, Summit planning and other organization activities are not delayed o Must notify supervisor in writing of intention to carry over these weeks by November 10th. o Must use carried-over PTO by August 31st of the following year or it will be automatically forfeited. Have the option to receive a cash payment for the cash value of up to eighty (80) hours of accrued PTO, in December with written Board approval. To take advantage of this option: o A written request must be made to the Human Resources Committee by November 10th. o The Board will review the request and an approved payout will occur in December. The ability to take Personal Leave before it has been earned will be at the discretion of the Board and determined on a case-by-case basis. PERSONAL TIME OFF (PTO) UPON TERMINATION: In the event that a salaried employee is terminated or leaves employment with CAFR, any unused, accrued PTO will be paid to the employee in their last paycheck. CAFR Principles, Policies & Procedures Manual Page II-22 Administrative Policies & Procedures

38 Employee Policy - Attachment C Staff Performance Review The HRC will collectively conduct the Executive Director performance review based on the review template included on the next page. The President of the Board of Directors will share with the Executive Director the review findings and how the HRC will use these findings in making recommendations to the Board of Directors regarding bonus awards (if any), merit increases (if any) and performance goals for the following year. The HRC will develop written performance review results including any pertinent bonus, merit or performance recommendations that shall be signed by both the President and the Executive Director. These copies will be maintained in the Executive Director's employee file. The Executive Director shall also conduct performance reviews on all other employees based on the template below. The Executive Directors shall share with each employee the respective review findings and how these findings will be used in making recommendations to the HRC and Board of Directors regarding bonus awards (if any), merit increases (if any) and performance goals for the following year. The Executive Director shall provide the HRC with an original copy of the written performance review results for each employee, as well as any pertinent bonus, merit or performance recommendations that has been signed by both the Executive Director and the employee. These copies will be maintained in the appropriate employee file. CAFR Principles, Policies & Procedures Manual Page II-23 Administrative Policies & Procedures

39 CAFR Principles, Policies & Procedures Manual Page II-24 Administrative Policies & Procedures

40 CAFR Principles, Policies & Procedures Manual Page II-25 Administrative Policies & Procedures

41 CAFR Principles, Policies & Procedures Manual Page II-26 Administrative Policies & Procedures

42 Employee Policy - Attachment D General Human Resource Guidelines EQUAL EMPLOYMENT OPPORTUNITY: CAFR is committed to a work environment in which all individuals are treated with respect and integrity. Each individual has the right to work in a professional atmosphere that promotes equal employment opportunities and prohibits discriminatory practices, including harassment. CAFR provides equal employment opportunities to all individuals based on job-related qualifications and ability to perform a job, without regard to age, sex, race, color, veteran status, religion, disability, sexual orientation, or national origin. We seek to maintain a non-discriminatory environment free from intimidation, harassment or bias based upon these grounds. Any employee who believes that they or any other employee of CAFR has been discriminated against is strongly encouraged to report this concern promptly to the Executive Director or to the President of the Board of Directors if the concern involves the Executive Director or if the employee is uncomfortable speaking with the Executive Director about the concern. The complaint will be addressed according to the Harassment policy explained in the Workplace Conduct section below. WORKPLACE CONDUCT: In addition to expecting employees to perform their jobs competently and reliably, CAFR expects employees to conduct themselves in a professional, ethical and responsible manner that reflects well upon CAFR, that promotes a spirit of cooperation and teamwork among employees and that is respectful of the members, supporters, volunteers, and members of the public with whom we interact. No workplace conduct statement can possibly cover every circumstance that may arise. Employees are urged to use common sense and ask a supervisor for clarification if questions surrounding work place conduct should arise. The following briefly summarizes the standards that CAFR has established for staff in their daily work related activities. These standards should be thought of as guidelines for staff to use during their employment with CAFR and are not necessarily all inclusive. Violations of these standards may result in disciplinary action up to and including discharge. 1. Conduct on the Job - Each employee is expected to demonstrate a high level of personal integrity in the performance of his or her job. This integrity includes, but is not limited to, respect for the dignity and rights of co workers, board directors, members, customers and others with whom they have contact in the performance of duties. It is the employee's responsibility to understand and to adhere to the policies and procedures of CAFR. All employees are encouraged to report any violations to their immediate supervisor or the Executive Director if the incident involves their supervisor or the President of the Board if the incident involves the Executive Director or if the employee is uncomfortable speaking with the Executive Director about the incident. 2. Employee Harassment and Intimidation - CAFR seeks to provide a work environment that is free of harassment because of another s race, color, sex, age, religion, veteran status, disability, national origin, creed, sexual orientation, or ancestry. CAFR prohibits its employees from engaging in sexual harassment. Sexual harassment may include making, as a condition of another person s employment, unwelcome sexual advances or requests for sexual favors, CAFR Principles, Policies & Procedures Manual Page II-27 Administrative Policies & Procedures

43 or other verbal or physical conduct of a sexual nature; using a person s submission to or rejection of such conduct as the basis for, or as a factor in any employment decision; or otherwise creating an intimidating, hostile or offensive working environment by such conduct. CAFR also generally prohibits employees from engaging in behavior that negatively affects the work environment and that involves making unwelcome and offensive remarks, jokes, written communications, gestures or actions that downgrade or disparage another person or a group because of race, color, sex, age, religion, veteran status, disability, national origin, creed, sexual orientation or ancestry. A CAFR employee who is found to have engaged in harassment prohibited by this policy may be subject to disciplinary action, immediate termination, or other remedial action deemed appropriate by CAFR in its discretion. If CAFR determines that the behavior complained of does not constitute harassment prohibited by this policy, but nevertheless involves inappropriate or unprofessional behavior, CAFR may still determine that disciplinary action, termination or other remedial action should be taken. An employee who believes he/she has experienced harassment is encouraged to report the employee s concerns immediately to the Executive Director or the President of the Board if the incident involves the Executive Director or if the employee is uncomfortable speaking with the Executive Director about the incident. Retaliation against an employee by any person under CAFR s control for opposing such harassment, for filing a bona fide complaint of harassment, or providing information in good faith regarding another employee s complaint, violates this policy and may result in disciplinary action, termination, or other remedial action by CAFR. Once a complaint of harassment has been received, CAFR will take steps to review and consider the complaint, which may include an investigation. An employee making a complaint may be asked to put the complaint in writing. All employees are expected to cooperate with any CAFR-sponsored review or investigation of a complaint of harassment. 3. Drugs and Alcohol - CAFR believes that alcohol abuse and unlawful drug use can have a deleterious effect on its work environment, the safety and well-being of staff and persons served by the organization, and the integrity of CAFR s operations. Alcohol consumption by CAFR staff may be permitted at CAFR fund-raising and social events at the discretion of the Executive Director. At all times when a CAFR employee is (1) on duty, whether onsite or offsite, or (2) traveling on CAFR business, whether in the employee's or another person's vehicle, the employee is prohibited from: a. Abusing, selling or manufacturing alcohol; b. Unlawfully possessing, consuming, distributing, selling or manufacturing a controlled substance; c. Having a quantity of a controlled substance, alcohol, or another substance in the employee's body that, in the opinion of CAFR, may have an adverse impact on the employee's work performance, the safety of the employee or others, or the operations or reputation of CAFR; d. Using or having used a therapeutic medication (prescription or non-prescription) if the use or expected or intended use of such medication may adversely affect the employee's ability to function safely in his/her job with CAFR in a manner that cannot be adequately accommodated by CAFR. An employee who uses such medication during or prior to work, and who has reason to expect that such use may adversely affect the employee's ability to perform work safely, must report this matter to their supervisor immediately. e. Possessing, using, distributing, selling or manufacturing drug paraphernalia. CAFR Principles, Policies & Procedures Manual Page II-28 Administrative Policies & Procedures

44 Infraction of CAFR s drug and alcohol policies by any employee will be reported to the employee s immediate supervisor and the President of the Board immediately and can result in immediate termination. 4. Smoking Policy - Because we wish to provide a healthy environment for all of our staff, volunteers, directors, members, any visitors, smoking is prohibited within the immediate vicinity of CAFR events (e.g., smoking outside of buildings where CAFR events are held or in designated smoking areas is acceptable). 5. Personal Appearance - Employee attire and personal hygiene are expected to be consistent with the requirements of the job. The employee's personal appearance is not only affected by his/her choice of dress, but also by his/her general personal hygiene. Each employee is expected to demonstrate good judgment in these matters. Employees should direct specific questions about attire to their supervisor. 6. Open Door Policy - CAFR promotes an atmosphere whereby employees can talk freely with all CAFR directors. Employees are encouraged to openly discuss problems and opportunities so that appropriate action may be taken. CONFLICT OF INTEREST/MOONLIGHTING: CAFR employees are expected to exercise sound judgment, unclouded by personal interests or divided loyalties. Both in performing defined CAFR duties and in outside activities, staff should avoid the appearance as well as the reality of a conflict of interest. A conflict of interest exists if circumstances would lead a reasonable person to question whether motivations are aligned with CAFR s best interests. CAFR staff may work for another organization as long as the employee satisfactorily performs all defined responsibilities for CAFR. Staff shall disclose any outside employment to the Human Resources Committee. All employees are subject to CAFR s defined scheduling needs, regardless of requirements external to CAFR. If CAFR determines non-cafr work interferes with the performance of staff or the best interests of CAFR, staff may be asked to curtail or terminate outside employment in order to remain employed with CAFR. CORRECTIVE ACTION/DISMISSAL: When performance issues are identified with respect to an employee, when instances of unacceptable conduct occur, or when for any reason the employment relationship has become problematic from the point of view of the CAFR Board of Directors, any of a variety of steps might be taken. In some cases, the employee might be given an oral or written warning. In other cases, suspension (with or without pay), demotion, or other action might take place. In yet other cases, CAFR may proceed immediately to termination without prior corrective action or notice. CAFR reserves its right to determine what it believes is an appropriate response and to implement it. The action taken in an individual case should not be assumed to establish a precedent in other circumstances. SEPARATION FROM EMPLOYMENT: All employees of CAFR are employed at-will, meaning that they or the employer may terminate the employment relationship at any time, with or without advance notice and for any reason, with or without cause. The following guidelines apply to those who are separating from CAFR s employment. 1. Resignation - Employees are asked to give at least two weeks' notice of resignation. Notice should be given in writing to the employee s immediate supervisor. On or before the last day of work, all CAFR property, such as files, documents, phones, equipment, software and other property must be returned to the employee s supervisor. For resigning employees, the final paycheck including earned but unused paid time off will be paid according to the normal payroll schedule. CAFR Principles, Policies & Procedures Manual Page II-29 Administrative Policies & Procedures

45 CAFR reserves the right to pay a resigning employee for all or part of the notice period, but to require that the employee not to work at CAFR during that time. At the request of their supervisor, employees may also be asked to participate in an exit interview. 2. Lay-Offs - There may be times when CAFR determines that it is necessary to make cutbacks or reductions in staff, leading to the lay-off of one or more employees. In determining which employee(s) shall be laid off, CAFR may consider any and all factors that it deems relevant, including, without limitation: the needs of CAFR as a whole; the skills, qualifications and performance histories of individual employees; anticipated changes in funding received or services to be provided by CAFR; seniority; budgetary constraints; and any restrictions or guidelines imposed by law or by funding sources. 3. Use of Problem-Solving Procedures in Cases of Termination - Employees (other than temporary employees) who are dismissed from employment may use the harassment (above) and employee problemsolving guidelines (below). However, use of these guidelines does not reverse or suspend the termination decision, and CAFR is not required to keep such employees on the payroll or enrolled in any benefits pending completion of the process provided by such guidelines. 4. Pay Upon Termination - Upon termination of the employment relationship, the employee is paid any wages earned but not yet paid, and any earned but unused paid time off, less applicable deductions including but not limited to deductions for unpaid personal expenses (such as telephone or postage expenses), unauthorized expenses and debt incurred by the employee, vacation time taken and not earned, and CAFR property that has been returned in damaged or unusable condition, or that has not been returned on departure from employment. EMPLOYEE PROBLEM SOLVING: If an employee has a complaint about a personnel action that affects the employee, the employee may submit the complaint in writing within 10 business days of the taking of the action to the Executive Director or the President of the Board of Directors if the complaint involves the Executive Director or if the employee is uncomfortable speaking with the Executive Director about the complaint. The employee is encouraged to attempt to resolve the matter informally first with the supervisor responsible for the personnel action before submitting a complaint in writing, although this is not required before submitting the written complaint. The Executive Director or Board President will review the complaint and make any investigation they deem appropriate. The Executive Director or Board President will generally provide a written response to the employee within 20 business days. If more time is needed to respond to the complaint, the person filing the complaint will be notified. The decision of the Executive Director or the Board President, if involved, is final. If the employee disagrees with the personnel decision of the Executive Director, the written complaint may be submitted to the President of the Board of Directors who will follow the same procedures outlined above. The President may designate one or more individuals other than or in addition to the President, including but not limited to a Board member or staff member, to handle or assist with reviewing the complaint. In such cases, the decision of the President or his/her designee is final. The submission of a complaint does not suspend the action that gave rise to the complaint. For instance, if the employee is complaining that he/she was unfairly suspended without pay, he/she will remain suspended without pay for the period initially determined, unless and until the Executive Director or Board President, if involved, reverses the decision leading to the suspension. Similarly, CAFR has no obligation to keep a terminated employee on the payroll or enrolled in any benefits not ordinarily available to terminated employees, pending completion of the grievance process. If the employee s complaint concerns discrimination or harassment, please see the policy above. CAFR Principles, Policies & Procedures Manual Page II-30 Administrative Policies & Procedures

46 By my signature, I acknowledge that: Employee Policy - Attachment E Employee Acknowledgement Form I have received a copy of the CAFR Principles, Policies & Procedures Manual including the Employee Policy, revised March I have reviewed it in its entirety and have had the opportunity to ask my supervisor questions about it. I understand this Employee Policy is intended to serve as a guideline, describing the basic personnel guidelines ordinarily applied by CAFR. I understand and agree that this Employee Policy is not intended to create and is not an express or implied contract of employment. No contractual rights are conferred upon me by this Employee Policy. Its provisions shall not constitute contractual obligations or promises enforceable against CAFR. I understand that this edition of the policy supersedes all previously issued editions. I further understand that this Employee Policy can be modified at any time by CAFR, with or without advance notice to me, in CAFR s discretion. I acknowledge that no representative of CAFR has promised me employment for any definite period of time. I acknowledge that my employment with CAFR is at-will employment, which means that either CAFR or I may terminate my employment at any time, with or without advance notice, and for any reason, with or without cause. I consent to CAFR and its agents having access to any messages, web sites and web pages, files, information, and documents sent, received, viewed, downloaded, accessed or compiled by me including but not limited to e- mail messages and accounts and Internet access. I further consent to and agree with all policies and procedures of CAFR, including other policies included in the Principles, Policies & Procedures Manual. I also agree that CAFR may make deductions from my paycheck including my final paycheck for all personal expenses I may have incurred while employed by CAFR, including but not limited to telephone and postage expenses, and unauthorized expenses and debts I may have incurred, as well as the value of any CAFR property returned in a damaged or unusable condition or not returned on my departure from employment. Employee Name (Please Print): Employee Signature: Date: CAFR Principles, Policies & Procedures Manual Page II-31 Administrative Policies & Procedures

47 COMMITTEES COMMITTEE CHAIR RESPONSIBILITIES PURPOSE: Every CAFR Director will likely serve as the Chair or Co-Chair of a CAFR Committee. This policy identifies the responsibilities of these positions. COMMITTEE CHAIR RESPONSIBILITIES: The primary role of every Committee Chair and Co-Chair is 1) get things done and 2) be responsible for final Committee outcomes. Specifically, the chair's responsibilities shall include but not be limited to: 1. Strategic & Annual Planning - Ensure that the Committee's strategic plan includes short- and/or long-term actions and regular updates as needed. Not more than 120 days before the end of the calendar year, submit a short annual plan for the following calendar year. The annual plan shall include goals and key activities for the next year, and an approximate schedule. 2. Annual Budgeting - Not more than 120 days before the end of the calendar year, submit a proposed budget identifying any projected income and costs. Income and cost categories shall correspond to those established in CAFR's annual budget. Help to raise funds if needed to off-set Committee expenses. 3. Recruiting - Recruit new Committee members and keep existing members engaged and active. 4. Run Meetings - Ensure the completion of: Completing meeting "grunt work" - e.g., setting dates & locations, establishing agendas and getting out meeting notices Facilitate and actively participate in significant majority of Committee meetings - designate another Director of staff member to run any meeting the Chair cannot attend Ensure that minutes are taken at all meetings, delivered to the Executive Director and Executive Assistant for distribution and placement in CAFR's archives and distributed to the Committee 5. Board Liaising - Which shall include: Preparing a short report on past and planned activities at each Board of Directors meeting (the report may be provided in writing and can be presented by the Chair or other Committee representative) Serving as a liaison for any information or needed action items between the Board of Directors and the Committee Responding to Board of Director requests for input on CAFR positions, Summit or Annual Meeting planning or other CAFR activities 6. Manage Resources - Which shall include: Tracking the cost-benefit differential between volunteer and staff time (the latter comes at a price to the organization and should be used judiciously and in consideration of other Committee obligations) Tracking staff activities as needed (staying actively engaged in communication, helping problem-solve and moving things forward) Reviewing the administration of pertinent contracts, if any CAFR Principles, Policies & Procedures Manual Page II-32 Administrative Policies & Procedures

48 7. Ask for Help - As needed to take advantage of CAFR's internal and external resources BOARD OF DIRECTOR RESPONSIBILITIES & AUTHORITY: The Board of Directors will support each Committee as an important part of membership service and advancement of CAFR's Strategic Plan. In support of its Committees, CAFR will provide staff time, meeting space, teleconferencing, lobbying (for some Committees) and tracking of expenses, revenues and cash balances. Specific expenses shall be budgeted annually based on projected Committee revenues and budget requests made by the Committee and approved by the Board of Directors. The Board of Directors acknowledges that Chairpersons each have their own style. Failure to actively work to implement its annual plan over a reasonable period of time, however, may lead to re-assignment of Chair or Co- Chair positions. Approved by the Board of Directors on July 8, 2011 CAFR Principles, Policies & Procedures Manual Page II-33 Administrative Policies & Procedures

49 NEWSLETTER GUIDELINES INTRODUCTION & PURPOSE: CAFR provides a quarterly newsletter for its members. The purpose of this policy is to guide the development of the newsletter, define duties, assure there are no conflicts of interest, secure editorial impartiality, and to be sure members interests are being served. The newsletter should reflect all aspects of recycling, composting, reuse, energy issues as they impact recycling, as well as the broader sphere in which CAFR operates, including policy, market issues, organizational development, local/national issues, etc. EDITORIAL DUTIES & IMPARTIALITY: Newsletter development shall be a responsibility of the Member Communications Director. Working with staff, the Member Communications Director shall establish an editorial calendar regarding content and deadlines for the year. One to two editors shall be selected with the following skills: Ability to meet deadlines Ability to solicit articles from members and follow-up with commitments Ability to work constructively and respectfully with CAFR staff, Directors, general members, and the public Impartial point of view on matters does not allow personal or professional interests or positions in the recycling/composting field to shape article content Ability to edit, ideally using Chicago Manual of Style, Strunk & White Elements of Style, and/or other proven writing guidance document to guide writing style, grammar and writing mechanics decisions In addition to implementing these duties for each newsletter issue, the Member Communications Director shall: Work with CAFR staff and Board to solicit articles Work with CAFR staff to track articles earned as a result of sponsorship Work with graphic artist to lay out draft and final issue Coordinate editing and approval of articles with the timely assistance of the Executive Director ASPECTS OF THE NEWSLETTER: The newsletter shall: Be issued 3 times/year (regular issues), plus an election newsletter every fall Generally be a maximum of 6 to 8 articles to sustain reader s interest Carry articles running from about 100 to 600 words in length Cover a variety of topics, being informative and educational to members Bring local, state, national and international perspectives as appropriate Include a letter or article from the President in each issue, if possible Include new and renewing members section Only include articles that are professional in tone and topic and do not promote a particular company s product or service, unless it is an article earned as a result of sponsorship Focus on topics with a longer time view near-term upcoming events should be presented in the Bi- Weekly Updates FINAL APPROVAL OF NEWSLETTER: Shall rest with the Executive Director and the Member Communications Director. Approved by the Board of Directors on January 25, 2018 CAFR Principles, Policies & Procedures Manual Page II-34 Administrative Policies & Procedures

50 COUNCILS COUNCIL RESPONSIBILITIES INTRODUCTION: CAFR currently includes specialty committees, or councils, that focus on specific materials or topics related to landfill diversion and better resource management. These councils may operate more autonomously than CAFR's standing committees. The main purpose of councils (as opposed to that of committees) is to bring together parties working with similar interests to achieve educational, legislative or market development objectives. The councils charge an additional membership fee, on top of regular CAFR membership, which are used at councils discretion for education, lobbying or other development activities. councils may conduct fundraising activities and accrue additional funds to cover council-related expenses. COUNCIL RESPONSIBILITIES: Each council is responsible for 1. Establishment - Each council must be approved by the CAFR Board of Directors. This requires submitting to the Board a proposal describing the goals of the council, describing the interest of a reasonable number of CAFR members to warrant a stand-alone council and signature by the council Chair of the council Letter of Commitment (see Council Responsibilities Attachment A). 2. Organization - Each council shall establish a Chair and, if needed, a Vice Chair with terms of not less than one year, extending from January 1st through December 31st. The Vice Chair is only needed for larger councils, and does not necessarily become the Chair after the first term. Council leadership shall comply with CAFR's Committee Chair Responsibilities policy. Each council shall include at least one current CAFR Board Director, who will serve as the council liaison to the Board of Directors (the chair and liaison roles can be filled by the same person). 3. Meetings - Each council shall hold at least two meetings per year. These meetings can be in person or by teleconference. In-person meetings can be co-located with other CAFR events. 4. Summit/Annual Meeting Each council is responsible for actively supporting the Summit and the Annual Meeting, as requested by the Board of Directors. This may include coordinating a panel on topics associated with the council, providing speakers, providing a council update for members, etc. 5. Reporting - Each council shall be prepared to provide a short report on past and planned activities at each Board of Director meeting. This report can be provided in writing, or can be presented by the Chair, the council liaison or other council representative. 6. Annual Planning & Budgeting - No more than 120 days before the end of the calendar year, each council shall submit a short annual plan for the following calendar year. The annual plan shall include goals and key activities for the next year, and an approximate schedule. The annual plan shall be accompanied by a proposed budget identifying any projected income and costs. Every budget shall be balanced unless otherwise approved by the Board of Directors. Income and cost categories shall correspond to those established in CAFR's annual budget. CAFR Principles, Policies & Procedures Manual Page II-35 Administrative Policies & Procedures

51 7. Records - Each council shall work with CAFR staff to maintain a current database of members. Each council shall record and maintain minutes of each meeting and other council documentation as appropriate. BOARD OF DIRECTOR RESPONSIBILITIES & AUTHORITY: The CAFR Board of Directors will support each council as an important part of membership service and advancement of CAFR's Strategic Plan. In support of its councils, CAFR will provide staff time, meeting space, teleconferencing, lobbying (for some councils) and tracking of expenses, revenues and cash balances. Specific expenses shall be budgeted annually based on projected council revenues and budget requests made by the council and approved by the Board of Directors. Unless otherwise budgeted, net revenues accrued at the end of each calendar year will be moved to CAFR's General Fund. CAFR retains the right to decline any proposal for a new council or to require modification of an existing council's annual plan if it does not support CAFR's Strategic Plan, conflicts with CAFR's bylaws, fails to serve the Corporation's membership or fails to develop and operate within a balanced budget. CAFR may also require a council to appoint alternative leadership or may disband the council if the council does not actively work to implement its annual plan over a reasonable period of time. Approved by the Board of Directors November 4, 2011 CAFR Principles, Policies & Procedures Manual Page II-36 Administrative Policies & Procedures

52 Attachment A Council Letter of Commitment This Council agrees to serve as a specialty committee of CAFR by completing the following actions: Establish a Council Chair who shall serve for a minimum of one full calendar year. Establish a Council Liaison to the CAFR Board of Directors who is a Board Director. Comply with CAFR's Committee Chair Responsibilities policy. Conduct at least two meetings per year. Support CAFR's Recycling Summit and Annual Meeting as requested by the Board of Directors - this may include making presentations, identifying speakers, providing Council updates or other reasonable conference needs. Develop an annual plan that identifies goals, key activities and schedule that support CAFR's mission, vision and strategic plan. Develop an annual budget that estimates expenses and revenue sources such that the Council budget is balanced. Obtain Board of Director approval for any net costs or revenue carry-over between budget years. Obtain Board of Director approval for membership fees charged in addition to base CAFR membership and for any fundraising activities in advance of their occurrence. Be prepared to provide a Council report at each Board of Directors meeting. Maintain Council member database (in tandem with CAFR staff), Council meeting minutes and other business documents. I am currently the Chairperson of the Colorado Association for Recycling's Council. I agree to these responsibilities on behalf of the Council. Signed: Date: Print Name: CAFR Principles, Policies & Procedures Manual Page II-37 Administrative Policies & Procedures

53 MEMBERS CAFR LOGO It is CAFR's intent to encourage members to communicate their membership and support of the organization, and to in turn communicate CAFR's support of our members. The CAFR logo may be used by members in good standing under the following conditions: 1. Members must be in compliance with Article 1 of the CAFR By-Laws. 2. Members may use the "Proud Member" version of the logo versions provided on the password-protected member page of the CAFR website for use on their business cards, websites or other informational materials to denote membership in CAFR. 3. Members may use the logo version obtained directly from CAFR at for use on their business cards, websites or other informational materials to denote membership in CAFR. Sponsorship logos will be available upon request for any current sponsorship levels. 4. All posted printing restrictions (such as font, color, size or other) shall be observed. 5. Members understand that use of the CAFR logo does not constitute CAFR's endorsement of the individual or organization using it. 6. CAFR reserves the right to change this policy, the logos or use restrictions at any time. It is further noted that CAFR may allow the printing and distribution of business cards for the organization's directors, officers and staff utilizing the CAFR logo, organizational name and contact information. This card use shall be limited to use directly related to CAFR activities and mission. Approved by the Board of Directors September 26, 2013 CAFR Principles, Policies & Procedures Manual Page II-38 Administrative Policies & Procedures

54 III. CAFR POSITION STATEMENTS & WHITE PAPERS CAFR Principles, Policies & Procedures Manual Page III-1 CAFR Position Statements & White Papers

55 POSITION STATEMENTS LOCAL GOVERNMENT S ROLE IN SOLID WASTE MANAGEMENT DATE: Adopted February 25, 2011 STATEMENT: Local governments in Colorado have a responsibility for promoting and protecting public health, and as such have a role in sound waste water and solid waste systems. CAFR S TEN-YEAR WASTE DIVERSION GOALS DATE: Adopted September 9, 2011 STATEMENT: The following goals were adopted for 2021 and apply to the full solid waste stream Reduction of waste generation levels to 3.5 pounds/person-day Increase to 66% diversion CAFR S SINGLE-USE BAG POLICY DATE: Adopted January 13, 2012 STATEMENT: CAFR encourages the recycling of single-use grocery and retail bags whenever possible. CAFR also supports incentives for the use of re-useable bags in place of single-use grocery & retail bags in Colorado communities (which may include fees, bans or a combination thereof, as well as education). CAFR Principles, Policies & Procedures Manual Page III-2 CAFR Position Statements & White Papers

56 WHITE PAPERS RECYCLING S ROLE IN JOB CREATION DATE: Adopted July 16, 2010 (version updates as noted) Recycling is a diverse industry. Securing these raw materials for manufacturing through recycling is an integrated system that starts with collection of materials from the curb, at drop-off centers or from businesses. The U. S. Recycling Economic Information Study (REI) 1 identified 26 different types of recycling businesses from collection to manufacturing, including processing, equipment manufacturing, foundries, education, training, and many more. Potentially recyclable materials encompass not only newspapers, bottles and cans, but glass, steel, textiles, organics, industrial materials such as asphalt, concrete, fly ash, construction and demolition debris, and electronics. The list of potentially recyclable materials is lengthy and could be more so with governmental support. Recycling is cost competitive with other extractive industries. As a driver of economic activity, the recycling industry compares favorably to heavy industries, such as automobile manufacturing and mining. It outpaces the solid waste disposal industry for job creation (see chart below) and recycling adds value to materials and contributes to growing the labor force. Recycling supports U.S. manufacturing jobs and increases U.S. competitiveness through cost savings. Recycling Creates Jobs: Reuse, Recycling, Composting vs. Disposal Types of Operation Jobs per 10,000 TPY* Computer Reuse 296 Textile Reclamation 85 Misc. Durables Reuse 62 Wooden Pallet Repair 28 Recycling-based Manufacturers 25 Paper Mills 18 Glass Product Manufacturers 26 Plastic Product Manufacturers 93 Conventional Materials Recovery Facilities 10 Composting 4 Landfill & Incineration 1 *TPY = tons per year Source: Institute for Local Self Reliance, Washington, DC, 1997 Studies have been undertaken over the past years that look at recycling and waste diversion activities (also called materials management) with an eye to determining what impact recycling and waste diversion have on the economy, both in individual states as well as on the United States as a whole. CAFR Principles, Policies & Procedures Manual Page III-3 CAFR Position Statements & White Papers

57 According to the REI, the recycling and reuse industry sector of the United States economy employed 1.25 million people while the solid waste disposal sector employed only 250,000. This translates into 56,061 establishments, more than 1.12 million workers, $37 million in annual payroll and more than $236 million in estimated receipts. On average, the recycling sector pays higher than the waste processing industry. 2 In Colorado, the greatest number of jobs in the Energy Efficiency (EE) industry is in recycling and reuse. In 2007, the American Solar Energy Society and Management Information Services, Inc. undertook the first comprehensive study of the depth and the breadth of the Renewable Energy (RE) and Energy Efficiency (which includes recycling) industries. This report estimates and forecasts jobs and economic impacts of the RE & EE industries for the U.S. and Colorado. It states that in Colorado, for Energy Efficiency industries, the gross revenues totaled over $9 billion, and the total number of jobs created was more than 81,000. The largest number of jobs was generated by the recycling, reuse, & remanufacturing sector. 3 Another unrelated report 4 in 2008 notes that there would be a net increase in jobs in the recycling sector of more than 38%, and net economic output would increase by more than $222 million merely by increasing recycling in the State of Colorado to 25%. There is no consistent data on recycling economics available for every state; some examples of state impacts follow. Iowa - In August, 2001, Iowa reported that in their recycling sector, 1,000 jobs were created for every 1 million pounds processed. These jobs were high wage jobs, averaging $48,000 per year. The study showed that in this one state recycling-related business operations account for over $2.4 billion total industrial output per year and a total of over 23,000 jobs in that year. 5 Utah - In Utah, the state established Recycling Market Development Zones. Begun in 1997, by 2005 they had over 30 participating businesses, created over 200 new jobs, had over $26 M invested in 2003 alone, and during the economic downturn, investment in the recycling industry continued to grow. North Carolina - In a 2010 study, the state Department of Natural Resources showed private sector recycling jobs grew 4.8% last year to 15,200 jobs. Total payroll for the industry reached $395 million, and half of the recycling businesses anticipated adding more jobs in the next two. This is despite the current downward trend in jobs due to the recession. 6 Investment in recycling and proper materials management will reap large economic benefits for the US and Colorado, therefore, government policies should support the fledgling recycling industry. If we were to create policies that encourage American manufacturers to use more recycled materials as feedstock, we would be less likely to lose these strategic materials overseas. It would result in an increase in jobs in America, increased demand for products made with recycled content and increased competitiveness with foreign-made products. Providing incentives locally would put recycled content products on a level playing field with their virgin input competitors. Currently, industries such as oil extraction, mining, and logging receive government support in the form of subsidies, falsely depressed leases on land, roads built at taxpayer expense, depletion credits and more. These monetary inputs have helped the virgin industries grow but now continue to bolster them long past necessity. By using similar tactics for the relatively young recycling industry, it would greatly enhance their ability to compete and possibly outpace their virgin feedstock counterparts. CAFR Principles, Policies & Procedures Manual Page III-4 CAFR Position Statements & White Papers

58 1 U.S. Recycling Economic Information Study Prepared for The National Recycling Coalition by R. W. Beck, Inc, July Ibid. 3 Defining, Estimating, and Forecasting the Renewable Energy and Energy Efficiency Industries in the U.S and in Colorado, Management Information Services, Inc. and American Solar Energy Society, Skumatz, Lisa A., Ph.D. and D. Juri Freeman, Colorado Roadmap for Moving Recycling and Diversion Forward: Strategies and Implications Prepared for Colorado CDPHE, February 14, Economic Impacts of Recycling in Iowa, R.W. Beck, August Employment Trends in North Carolina s Recycling Industry 2010, North Carolina Department of Environment and Natural Resources, Division of Environmental Assistance and Outreach, Recycling Business Assistance Center CAFR Principles, Policies & Procedures Manual Page III-5 CAFR Position Statements & White Papers

59 RECYCLING S ROLE IN REDUCING GREENHOUSE GASES DATE: Adopted July 16, 2010 (version updates as noted) In the past, it was thought that the waste management sector only contributed a small portion to greenhouse gases through methane emissions from landfills. However, that view is no longer supported by fact, as we examine the problem more thoroughly from a materials management perspective that takes into account upstream impacts as well as those downstream. Waste isn t only about what you throw away. It is also about how you manage strategic materials throughout their entire lifetime. When we extract minerals from the earth, drill for oil, mine coal, harvest forests to obtain wood for housing and packaging, we use immense amounts of energy. We pollute air, water and soil; we emit large quantities of greenhouse gases (GHGs); and, we use valuable water. To get those materials to a processor and process them for use as raw feedstock, we continue to use large amounts of energy, pollute resources, emit GHGs and unnecessarily use our limited supply of water. A new school of thought, Sustainable Materials Management, has concluded that the upstream impacts of consumerism have a much greater effect on climate change than previously considered. Sustainable Materials Management tracks the flow of materials throughout their entire lifecycle, from extraction to end-of-life. If, instead of using virgin materials that have to be extracted, transported and processed before they can be used in manufacturing, we recycled the materials currently in the loop back into the manufacturing streams, we could reduce our GHG emissions by 33% 1 or as much as 44% if we include the impacts from products produced abroad that are consumed in the U.S. 2 We would also see additional savings in energy usage, depending on the type of material being recycled. Recycling aluminum in manufacturing new products saves 95% of energy typically consumed during virgin extraction and processing. This figure, created by USEPA, visually depicts the various stages of the life cycle of strategic materials and what impacts they have at those stages. By thoughtful materials management and especially recycling, we can substantially reduce the resource extraction and material transportation and processing steps. This results in major reductions in GHG emissions and can reduce end-of-life methane emissions from landfills. For example, in Oregon, recycling 100 tons of average curbside recyclables and using them to replace virgin feedstocks, showed a net savings of approximately 235 Metric Ton Carbon Dioxide Equivalent (MTCO2E). Added benefits are found in the carbon sequestration in our forests when paper and wood are source reduced and recycled, and in carbon storage in the soil when organics are composted and added to the soil. CAFR Principles, Policies & Procedures Manual Page III-6 CAFR Position Statements & White Papers