PLATINUM2023

Southwest Colorado Canyons Alliance

The Friends Group for Canyons of the Ancients National Monument

Cortez, CO   |  www.swcocanyons.org

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GuideStar Charity Check

Southwest Colorado Canyons Alliance

EIN: 46-2801804


Mission

Southwest Colorado Canyons Alliance (SCCA) fosters awareness and appreciation of the landscape and cultural heritage of Canyons of the Ancients National Monument (CANM) through collaboration with the Bureau of Land Management (BLM).

Ruling year info

2014

Executive Director

Markleigh Swanson

Main address

PO Box 113

Cortez, CO 81321 USA

Show more contact info

EIN

46-2801804

Subject area info

Cultural awareness

Land resources

Public affairs

Population served info

Children and youth

Adults

Families

Artists and performers

NTEE code info

Land Resources Conservation (C34)

Cultural, Ethnic Awareness (A23)

Alliance/Advocacy Organizations (W01)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990-N.

Communication

What we aim to solve

SOURCE: Self-reported by organization

Southwest Colorado Canyons Alliance envisions responsible use and stewardship of Canyons of the Ancients National Monument by diverse communities while honoring the traditional values of the Indigenous peoples of the region.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Cultural Site Stewardship Program

Trained volunteers monitor cultural sites within Canyons of the Ancients National Monument and on the greater Tres Rios Field Office area for impacts due to humans, animals and natural causes.

Population(s) Served
Adults

SCCA’s Recreation and Visitor Services Program for CANM is inspired by the Painted Hand petroglyph in the west part of CANM. The program involves a “Five Fingered” approach to providing recreation and visitor services to CANM. Activities are organized around the following five objectives:

Highlight Native Artisans.

Bolster Cultural Education.

Strengthen recreational and cultural significance.

Enhance Volunteerism on the Monument.

Increase Learning on the Landscape.

The program is designed to:

Grow public, visitor and community understanding and responsible use of CANM’s unique cultural resources and natural landscapes.

Provide ambassadorship and bolster relationships between the CANM affiliated tribes, BLM, the public/visitors, and local communities.

Enhance CANMs recreational/cultural significance as an IDSP.

Population(s) Served
Children and youth
Families
Adults

Juried artists work on Canyons of the Ancients National Monument for a pre-contracted period of time. They create presentations and/or workshops for the public.

Population(s) Served
Adults
Artists and performers

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of participants engaged in programs

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In 2022, SCCA's service projects engaged approximately 100 volunteers, over 650 guests attended SCCA events, and 150 people participated in tours of CANM.

Number of volunteers

This metric is no longer tracked.
Totals By Year
Related Program

Cultural Site Stewardship Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of volunteer hours contributed to the organization

This metric is no longer tracked.
Totals By Year
Related Program

Cultural Site Stewardship Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Strategy 1. Maintain and Grow a Longstanding/Meaningful Partnership with BLM

Maintain consistent and robust communications with BLM

Be flexible to accommodate the needs of the BLM

Bolster SCCA’s ability/role to serve as ambassador for the BLM

Strategy 2. Build a Financially Resilient Organization with Strong Leadership

Implement a 3-year budget forecasting process to identify fundraising goals that can meet and augment program needs.

Improve fundraising through development of a fundraising plan that grows and diversifies revenues from grants, corporations, memberships, and donations, and pursues multi-year funding agreements.

Strengthen and grow the capacity of the Board of the Directors.

Increase diversity of the Board of Directors to better understand perspectives of the audiences SCCA is serving through programming.

Retain a stable staff by increasing opportunities for training and offering competitive compensation, all within an inclusive, professional environment of mutual respect and open communication.


Strategy 3. Expand and Strengthen Programs

Enhance connections and relationships to involve affiliated Tribal communities in programs.

Co-create an annual program plan with BLM that broadens the amount, diversity and reliability of program offerings that highlight the important cultural and natural resources of CANM.

Expand audience for programs to include new participants including youth and adults.

Build out a tour operation program, maximizing the opportunity/benefit of the permit.

Strategy 4: Increase Community Involvement

Create a community engagement plan that focuses on tactics for engagement, awareness, and participation by the community.

Invest time and financial resources to reduce barriers to Tribal engagement.

Provide more volunteer opportunities and enhance volunteer recruitment.

Recognize the achievements of SCCA volunteers and members.

Enhance communications to have regular contact with the community, including newsletters, annual reports, etc.

Include/engage the community in changing SCCA’s name to better represent the organization’s mission/purpose in representing CANM.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

Southwest Colorado Canyons Alliance

Financial data

SOURCE: Self-reported by organization

Southwest Colorado Canyons Alliance

Revenue & expenses

Fiscal Year: 2022

SOURCE: Self-reported by organization

Revenue
Contributions, Grants, Gifts $46,498
Program Services $3,741
Membership Dues $7,255
Special Events $3,119
Other Revenue $2,762
Total Revenue $63,375
Expenses
Program Services $7,431
Administration $56,322
Fundraising $300
Payments to Affiliates $0
Other Expenses $0
Total Expenses $64,053

Southwest Colorado Canyons Alliance

Balance sheet

Fiscal Year: 2022

SOURCE: Self-reported by organization

Assets
Total Assets $62,200
Liabilities
Total Liabilities $331
Fund balance (EOY)
Net Assets $62,200

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Markleigh Swanson

Markleigh spent her youth in Southern Arizona, volunteering for various non-profits and exploring the beauty of the Sonoran Desert. After graduating from the University of Arizona, summa cum laude, with a Bachelor of Arts degree in Economics, Markleigh began her career in non-profits in the membership department of the Tucson Botanical Gardens, quickly ascending from a membership intern to the Director of Membership. In her 5 years there, with the guidance of exceptional colleagues, she gained invaluable knowledge about the numerous aspects of running a non-profit. After spending countless hours driving to the Four Corners area for nearly every vacation, Markleigh and her husband finally decided to move closer. With a love of the desert and the mountains but a desire to get away from big city life, they landed in Cortez for its abundance of outdoor recreation and proximity to all the adventures they love.

There are no officers, directors or key employees recorded for this organization

There are no highest paid employees recorded for this organization.

Southwest Colorado Canyons Alliance

Board of directors
as of 10/19/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Don Hoffheins

Dave Rightley

self-employed

Don Hoffheins

Retired-BLM

Tom Ferrell

USFS

Marcie Ryan

Self-Employed

Caroline Brown

Retired

Susan Montgomery

Retired

Steve Shimek

Retired

Dr. Tara Gray

Self-Employed

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes

Organizational demographics

SOURCE: Self-reported; last updated 10/13/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data