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Incoming Board Chair Candy Maxwell Talks Hopes for Tenure and Strategic Plan Work

Candy Maxwell, shown Monday, Aug. 19, 2019, is the incoming chair of the Chautauqua Institution Board of Trustees. DAVE MUNCH/PHOTO EDITOR

Chautauqua Institution is opening a new chapter led by new faces, new initiatives and new plans. Helping to spearhead this new direction is incoming Board of Trustees Chair Candy Maxwell, who, in October of 2018, completed eight years of service on the board. 

Maxwell is a strategic adviser by trade, with more than 30 years of experience in business, leadership, governance, policy and strategy. Most recently, Maxwell served on the Strategic Planning Working Group, a 13-member committee who worked for 18 months to formulate the 150 Forward strategic plan.

Maxwell’s tenure marks the first female board chair in the Institution’s nearly 150-year history. Her term begins Oct. 1, when she’ll take over for outgoing, term-limited Chair Jim Pardo.


How did you discover Chautauqua Institution?

My husband and I started coming here in 2001, actually. He introduced me to the Institution — he actually worked here while he was in college. So we started coming here, and like many people, we came first for a week and then two weeks, and just kept on building up over time.

I just almost instantly grew to love the place for everything it has to offer. It’s really become a red thread that has been part of our life since that time. It was a place that, for me, gave me all the opportunity for lifelong learning, but also a place where I could really relax and unwind, reflect on and examine how I wanted to show up in the world.

It’s been a very important part of both of our lives for a number of years.


What’s your elevator pitch to people who have never been to Chautauqua?

Chautauqua is a unique place that brings together important conversations around essential issues of our day, but explores them in a way that engages all learning and experiences of the four pillars, taking a look at it through thought, leadership and debate and discussion through the arts, through recreation and even religious studies.

It’s a multidimensional, multifaceted way of thinking about the world, experiencing the world and, at the same time, a place in which you can connect with family and friends in a very meaningful way — just the environment itself lends itself to that kind of an experience. You slow down and can be with the people that really matter to you.


What does being board chair mean to you, and how would you describe your role?

I’m incredibly honored to be serving in this role. I, just last year, completed eight years of service on the board of trustees and have an enormous amount of respect for the work that we do and the importance that we play in the overall functioning of the organization and the strategy of the organization.

Coming in as board chair, for me, being able to continue much of that work and to do so in an expanded leadership position in a time that’s very important for the Institution, is deeply meaningful. We have a robust, dynamic strategic plan that is really future-looking and that really examines the role of the Institution as we move forward. I was fortunate enough to have a role in that work that led up to the final strategic plan.

I think as board chair, I think of there being two major responsibilities: to establish and to support an effective and well-working relationship with President Michael E. Hill and to make sure that there is that communication and partnership with the board and with senior leadership within the organization. I think also it’s to ensure that we exercise good governance with respect to our oversight function and that we fully leverage the talents — the extreme talents — around the board table with respect to the trustees, and that we really use all of that in a unique way of guiding the Institution forward, overseeing the strategy and strategy implementation and making sure that in the president, we have great leadership that’s going to bring the organization to that point where we see success as we’ve outlined in the plan.


How have you been involved with the strategic plan prior to your appointment to board chair, and how will you be involved with it during your tenure?

I was involved in a group that was put together by current Chair Jim Pardo to work in great detail on the strategic plan itself, so a lot of that was taking everything that we heard from the community last year from the forums and using that, as well as our own assessment of the environment and the unique attributions of Chautauqua, to come up with a strategic plan. So I was on the working group that was heavily involved with that and finally brought the plan to the board for approval back in May.

As I look forward, one of the things I’ve been doing this summer is chairing a working group that looks at the way in which we’re going to implement the strategic plan, specifically acting as advisers to the president’s team. Particularly, we’re working with Chief of Staff and Vice President of Strategic Initiatives Shannon Rozner, who will be closely involved in the implementation of the strategic plan to make sure that there will be appropriate mechanisms and overall approach in the way we’re going to identify strategic initiatives, evaluate them in their context of the plan and monitor and oversee their implementation.

That’s been a major effort of my own, as well as this group, during this summer. Our work will continue into the fall with respect to the way in which the board should oversee that implementation. Again, this is not to look at specific initiatives — it’s really to make sure that an infrastructure and an approach is in place in the organization that will yield effective initiatives as we move forward.

In the fall and into my first year, the implementation itself is obviously one of the highest priorities; and in that context, we’re really looking at how initiatives are going to be coming to the board for consideration, how we’re going to make decisions around those initiatives in terms of prioritization and sequencing and funding, and then how we’re going to actually monitor them and maintain oversight of them on an ongoing basis. That will be a major effort as we get into the fall and into early next year.

In addition to that, one of the areas that I’ve been focused on quite a bit is making sure that we have effective infrastructure and effective governance around the addition of the development function within the Institution. Specifically, we have a development council, which is, I think, a very important group on the board — it’s made up of trustees, as well as Foundation directors; and then myself and Tim Renjilian, (incoming chair of the Foundation board of directors), who I very much look forward to working with, will also be part of that group.

I foresee a lot of effort going into this first year of really working through the steps that are necessary to establish good governance, good oversight of the development function and also the fact that it’s such an important objective within our overall plan. I see that as really being a major area of emphasis in this first year as well.


What are your hopes and goals for your first year?

I think, for me, what’s important is that we have a board that fully leverages the talents of the board members, that people are able to contribute in ways that are meaningful for them, but also really important and essential for the Institution. That includes empowering committees to do the work of the board, establishing good relationships between the board and the staff and establishing good mechanisms for overseeing the work of the Institution and practicing our role as trustees in that. That includes what we need to see as a board to believe we’re practicing good oversight. How do we function as committees, how do we preserve and build upon the successes we’ve had in the past several years and the financial stability we’ve been able to achieve?

That means that the board as a whole, and then each individual trustee, is going to need to be attentive to those dynamics, particularly as we move into the implementation phase of the strategic plan. That’s really my hope — that we are able to build on, what I think is, a highly effective board and continue to strengthen our contribution to the Institution through our oversight and governance.


How do you hope to see the Institution evolve over your tenure?

It really is reflected in the strategic plan; I really do hope that we can continue to improve upon the summer assembly experience — through the guest experience, through the programming, through the offering of our other pillars — to be the best we can be and, of course, to look at ways we can share the experiences of Chautauqua as a convener out in the broader world. I think if we can become known, in no uncertain terms, as that convener, as that party that can bring together diverse views and have a conversation, … I will consider us to have made increasing significant mark in the nation.

I think that at the same time, I would love to see increased diversity in terms of intergenerational diversity, as well as racial, ethnic and other types of diversity — that’s such an important element of who we are and something that’s obviously very important for us. As we move forward,  I think (we need) to be able to reflect upon on the sustainability of this place, the ability to be able to find our support — not only from our own revenue from the summer assembly season — through increased philanthropy of all sorts, as well as other earned revenue sources that we have only begun to pursue and to look at. My hopes are really not different from those outlined in the strategic plan. I think we have a very aggressive set of goals by 2024, and so we have a lot of work to do and we need to get to work in order to make that a reality.


What does being the first woman board chair mean to you?

I really appreciate and honor this role I’m playing as the first woman chair of the (board of trustees) and I have also been so grateful for the excitement that’s been expressed by the community in terms of my election. The support I’ve received already, before I’ve come into this role, has oftentimes been overwhelming for me, in a very positive way. I take this role as the first woman very seriously and also feel that I am prepared to take on this work. I celebrate with the community. I think this is a really important development, and of course, I fully intend to live up to those expectations.


What gets you out of bed in the morning?

I think for me — obviously, like many people —  making a difference, but in a way that I can experience it largely through other people and through place and through working with and through others. I really enjoy that — that’s one of the things I really enjoy about coming into this position, is that the work that is to be done, is to be done through the expertise of others. For me, it’s about a constant zeal for learning and also a desire that I have to do that in community, through and in partnership with other people.

As far as this new role that I have, the ability to engage and to create and to dream and to make things happen with and through others is really what motivates me.

Tags : 150 Forward Strategic PlanBoard of TrusteesBoard of Trustees Chair Candy MaxwellCandy MaxwellChautauquaChautauqua ConversationsCommunity
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The author Maggie Prosser

Maggie Prosser will be covering the dance programs, Institution administration, the board of trustees and the CPOA for her second summer at the Daily. Hailing from Columbus, Ohio, she is a rising junior studying journalism at Ohio University’s Honors Tutorial College. Outside of her studies, she serves as the editor-in-chief of The New Political, an award-winning political publication at OU, and loves eating gluten-free bread.

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