HomeMy WebLinkAbout87/08/18
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RANCHO CUCAMONGA COMMUNRY FOUNDATION
Barton Pleas I
10535 Foothill Boulevard
Rancho Cucamonga, California 91730
Regular Heating - August 18, 1987 - 7:00 p. m.
A. CALL 10 ORDaR
1. Roll Call: Dmttm Hcaa~ Dmyesmdorf Loris Gzigmb~
Barta6
D. POD1mAtiGa BBBII~SS
1. ADprwel of Minuu6 - Ju].y 21, 3987.
2. Treasurer's Report - Period ending July 31, 198i.
3. Legislative Dpdatm - Cral report on the status of pending lagislstion rhich
ems. •An 4nno A. •t nn
4. Consultant's Report - Oral report from John Rosett concerning the develop-
ment of goals and obj entivee for the Foundeti on.
5. Foundation Participation is Proposed Hospital - Continued discussion of e
request by Continental Health Manngesent 9yeteme to iwolve the Board of
Directors in nming the proposed hospital end recommending individuals for
the Board of Trustees.
6, YMCA Rancho Cucamonga Facility - Presentation of the proposed YHCA facility
to be located in Rancho Cucuonga.
D. IDERfIFiCATZOII Oi ITlOIR I(IR lei 1~1'I>R.
This ie the Cime for the Foundation Msbers to idmntify the items thq rich to
discuss at the ae:t meeting. Tbeee items rill sot be discussed at this meet-
ing, only identified for the nszt meeting.
9110 er. IJa sna . e. O, eo. l01 ~ a.MM Cuenwn.t C.tifani. 91 t10 • lilt) 9N~1lf:
r a„a~ry Pomdation Minutes
Avgvat 18, 1987
Page 2
8. C06888ICdTi~6 P8011 786 PDdLIC
Tbie ie the tip and place for the general public to address the Rancho
Cucamonga Community Foundation Meben. State lsm prohibits the Foundation
Mmbere ieom aduzeaaing any iasne not previously included on the Agenda. The
Foundation nay receive tastiao~ end eat the matter for a aubaegvent meeting.
Commeate are to ba limited to five ainutea per indfvidnalm.
m- AATOOq~lf
I, Eva Merritt, Aeaistant Secretary of the Rnacho Cucamonga Community Founda-
tion, hereby certify that a true, accurate copy of the foregoing ngenda vas
posted on August 7, 1987, eevmty-tmo (72) hours prior to the meeting per A. B.
2674 at 9320-C Beaa Line Road, Fencho GLCUOnga, California.
July 21, 1937
Rancho Cucemoage Communi [y Poundation Minutes
Re¢ular lleetin
A regular meeting of the Rancho Cucamon¢a Couunity Foundation met am Turadav,
July 21, 1987 in the Liooa Pask Commucity Center, 9161 Beee Line Road, Rancho
Cucamonga. The meeting vas called to order nt 7:06 p. m. by Jeanne Becton,
Chei r.
Present rare Board members: Robert Dutton, Gary Schef er, Paula Grigsby. and
e ~e„ne aneeon, onna r.
Also present rare: Staff repreeen[a tive, Nerk Lorimer: City Glerk, Beverly
Authel et; ConeultanL, John Rorett.
Absent were Hoard members: Betty McVey, Guy Beyeredotf, and Ralph Ler ie.
B. FOUNDATION BUSIN633
B1, Approval of Minutes - June 16. 1987 end July 6, 1937.
MOTION: Moved by Dutton, seconded by Gzigaby to approve the minutes of June i6
end July 6, 1987. Motion carried MO-3.
u. m'e nepvae - Ym+~u m,ui ng dune .iu. lYel. rreeentea Dy Mark
Lorimer~~
ACTION: Treasurer's Report flied for audit.
83. Foundation Liabil ity Ineurence - preeentstion of options for the Board of
Directors to consider in obtaining general liability insurance for the
Poundation. Report presented bq Hatk Lorimer.
Mr. Lorimer stated that [hey had gone to two brokers to seek if there was any
company willing to underrrite the Poundation for insurance. The City Attorney
ie looking into rhether the Poundation could be covered under the City's
insurance.
Discuccioa toll~cd regarding insµrarca w-verage.
Mr e, Barton asked it ei[her the Citq Attorney or John Prencis could et[end an
upcoming meeting to bring an update on this.
Mr. Schafer asked that a case study be included ae to chat has happened in the
casae of other Foundations then theq could not obtain liability insurance.
R.C. Community Poundation Minutes
July 21, 1987
Page 2
B4. Legislation Dmdate - report on the statue of pending legiel erica which may
iapeci Poundation.
A detailed report had been included in the Agenda.
fly. Poundat too -evelopment Plan - report from the Hoe rd Subcommittee on the
progress of the Poundation Develo}oent P1 ap.
Mre. Barton suggested that the Board rend over the material handed out
.. . ..,_- .. ." a .. -:
.. ~,.. .. .. _.._~ ~P ._...::...__~
Long-Range Goals, end Laeaediete Obj active e. These xill be discussed et the
Workshop on Saturday, August 15.
Mr. Dutton euggeeted that the City Council be included in the workshop.
Perhaps they could be inv i[ed to lunch and then spend just the afternoon eit6
thee,
lt7TI0N: Moved by Dutton, seconded by Grigsby to approve as ezpenditure, not to
ezceed $40.00 per person, for the •ttandees of the Augvat 15 t6 Workshop.
lotion carried 4-0-3.
Mre. Berton announced that on Tuesday, August 18, et 3:00 p. m., Michael Yittae
will be making a presentation of whet other Foundatiome here done. It will be
held et Horton P1 eaa I is the Multi-roadie Room.
C. ZDHNTIPICATION OP ITBMS POR NRRT lO1HTING
1. Continuation of the development plan, the twelvrmoneh plan, and
rel atienehip with the City end City Council.
2. Monthly report from John Rorett, consul tent.
3. Legi el alive update to be included on a continuing baste.
4, Have John Francis present [o sparer questions regarding liability (if there
Se any per development).
5. Nave the asecutive Director of the yM1 core to gives prca¢ntaticn CiacE
they ere interested in corking with the Poundation.
R. C. Cosunity Powdatioo NinuC!•
Scaly 21, 1987
Page 3
D. COlgUMCATIONS PROM TB6 PUBLIC
Marvin Har¢chberg, Dinetor of Project Develop ant for Continemial Health
Managment Systms, Inc. (CAMS), presented proposed 6oapital plains vhieh will
be locsted at Spruce Avenue and Red and Khite Oak Avenues.
Nn w7 an aw4{.J rl,. r.,.,.,.7.H n., fn. ~l,vi. Fdp In i-0ap~t i.J no Indi..J.1„wl~ M ar~~
on the nee hoepital'• Hoszd of Directors. It would be a fifteen mwber Hoard
with et least 50 percent coming ftv s medical backgrowd; el though it ie
usually preferred to hove tro-Chirde.
ACTION: The Foundation directed staff to includ! this itm on the pert agenda.
H. ADJOURNI6NT
MOTION: Moved by Dutton, seconded by Schafer to adjourn to August 15 frw 9:00
e, m. to 4:00 p. m. for a workshop, place to be dateaind end amounced. Notion
carried 4-0-3. Meeting adj ouroed at 8s07 p, m.
Respectfully submitted,
Beverly A. Authllet
City Clerk
Approved: Septmber I5, 1987
RANCHO CUCAMONGA COMMUNITY FOUNDATION
TBBASORII'S RBPORT
Period Ending - July 31, 1987
BBGDAIRG Cd4R Ddl.dBCd
I]apwiU
Security Msnsga~ent Co.
Interest 8erned - Checking
19l11L DRPOSITS
BtPfLaes
a.,.
IDTgT. EZPg888
HIfDING CgSR BAt.ARCB
Respectfully eubuitted,
GUY BEYBRSDORP, TRSASORSR/SBCRHTARY
'Eve Merritt, s ~ t ecretaty
$10,030.54
91D9 R9„ Ow Rod ~ P. O. b PJ] ~ percW C9c,monK C,lilomu 91]M1 ~ (>1/1989~~ell
$ 9,002.?0
$ 1,000.00
$ 27.64
$ 1,027.84
-u-
$ -0-
nAtiCriO CUCAMOi:GA CvMrfuri iii 20uriDiaTLOi~
PERIOD ENDING JULY 31, 1987
BEGINNING CASk hALAN~E $ 9,002.70
DEPOSITS ADDED:
SECDRITY MANAGEMENT CO. I, 000.00
INTEREST EARNED ON CHECKING ACCOUNT 27.84
TOTAL DEPOSITS 1,027.84
• EXPENSES DEDUCTED; -0-
ENDING CASH BALANCE $10,030.54
SUBMITTED BY K. JAMES, ACCOUNT TECHNICIAN
JULY 31, 1987 k. 5}'Lmv~
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Q RANCHO CUCAMONGA COMMUNITY FOUNDA71ON
DATE: August 18, 1987
T0: Board Members
Rancho Cucmonga Community Foundation
FROM: Mark R. Lorimer
Sr. Administrative Asaistent~
SUBJECT: Legiel ative Dpdnte
Since the Bosrd's last regal erly echednled meeting, the State Legiel ntuce has
not acted further (due to rmce•e) on avy of the bills rhich mmy hme en iapact
on the Foundation. The Legislature ie echadaled to reconvene on August 17 and
has until Septaber 11 to pnm^ nsry leRieletion rhich ie to h~r~wc s.,. . ___
or this year's legisl etive session. `
A copy of the moat recent update relative to the five bills currently consid-
ered by the Foundation ie attached. Staff rill prmide the moat up-to-dete in-
formation possible at the August 18 Pawdetion meeting.
LMp:bas
csm tw Ins Ro.e • v. o. e.. ro: • susAo cti~.nw•. csse.i. sign • tsiq gev.~esi
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CITY OF RANCHO CUCAMONGA C~7G1, ~
STAFF REPORT ~, ~~
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DATE: June 30, 1987
T0: Board of Directors,
Rancho Cucamonqm Gomeunity FounAot!c.-,
FROM: Mark Lorimar, Administrative Analyst
SUBJBCT: UPDATE ON LEVIELATION IMpAC7IN0 FDONDATIDN
Aa was reported to the Board of Dirsetore at its regularly
scheduled aeeting on May 19, 1987, the following three bills
currently pending Sn the California State Legislature may have a
eigniflcant impact to the operations of a non-profit corporation.
The status o! each bill pending Sn the legislature is provided
below.
A849O lAesemblvmember Basel -- Loan to Directors ao Officers
Vnder existing law, a non-profit public benefit corporation may
not make s loan o! coney to a director or ot[icer except as en
advance for expenses, in payment o! ISfe insurance Drew n.w. •~ ?_,
specified ~~.•~•~c~tc :ca ..~~ wnsre necessary to provide financing
for an officer's residence Sn order to secure the officer's
serviced.
AB49O would prohibit loans to employees of non-profit public
benefit corporations and would prohibit loans to dirsc tore and
of ticera or employees for linaneing of a residence except in the
case of post secondary education institutions.
Status: A849O 1e still held up in the Asaesbly committee
on finance and insurance. No action has been
taken on this bill •Snce March 18.
Position: Board of Directors has unanimously voted to
support AH49O.
a
Update on Legislation Impacting Foundation
Page 2
June 30, 1987
A6153g fASSeb~egber Willie Brown) LSabilits Direct
Under existing law, a director of a corporation Ss required to
perform the duties of a director Sn good faith ana ~.. -
the dir•rt... w-1.__-_~ 1u ~ in the best inUrest o!~ the
corporation, end with the Dare o! an ordinarily prudent person.
AB1530 would spec3ly that the director's or employe'• duty
includes performing the duty in a manner the director or employe
believes to b• Sn the beet interest o! the shareholders of the
corporation. This bill would also revise the prerequisites for
indemnif Section for a director'• or eploye'• expenses to also
require Lhe director or employee to have acted Sn a manner
believed to be 1n the best interest of the shareholders, and to
eliminates requirement of acting with the care of wn ordinarily
prudent person.
Existing law prohibits any provision made by a corporation to
indemnify Sts directors or oflicars for the defense o! any
proceedine. This hill ...... is ..... •__
corporation may contain ^' ~~ ~ "`O •r iicies or a
liability of a dlreceor se ard3rector formmonetary dawagasito the
corporation or its ahereholders except in apecitied instances.
Further, the 6111 would provide that the articles of
incorporation may euthoriza she SndesnilScation of or of
provision of insurance for a director or employee !or • breach o!
duty to the corporation or its shareholders except in specified
instances. This piece of legislation is considered an urgency
6111,
Statue: Since the last update of ABi330, the 6111 has
passed the Msembiy, was introduced in the Senate
end Ss now under consideration in the Senate
Committee on Judiciary.
Position: The BoarQ of Directors hss unanimously voted to
support A83530.
Update on Legislation Impacting foundation
Page 3
June 30, 1987
583025 (Senator Bill Came-- IILI~BM17IPICATION POR DIRECTORS
Existing law provides that. e:c..+r _._ •~ ~--ts1.^-, salt-deal l;.y
cransactions, a person who perforas the duties of a director or
otficer of anon-profit corporstion in accordance with statutory
requireeenta has no liability bawd upon any alleged leSlure to
discharge the persona obligations at a director or oPlicer.
383025 would provide imrunlty for a director or otficer of a non-
profit organization Sror liability for any •ileged lailure to
perform the duties of a director or officer.
Status: SB102b is still held up in the Senate Comwittee on
Judiciary. The bill was taken of! the eoamittae
calendar and hse not been considered since March
12.
Position: The Hoard of DSrectore hat voted unanieoualy to
support 581025.
AB178{ (Aaeeablvmembar Killeal Immunity io Non-Profit
Corcoration DSrectore and Officers
A8178{, if paeeed, would provide immunity to a non-paid director
or non-paid of ilcer of anon-profit public benefit corporstion
(the Rancho Cucamonga Comaunity foundation applies) from
liability for any injury to a third party caused by the
Director's or 0!lScar'a negligent failure to pertore their duties
it the Board oC Directors of the corporation makes a good faith
effort to provide each director or otficer 1Sability Sneurance,
and declares, by board resolution, that the coat of that
insurance elgnilSCantly damages the public benefit pvrposea for
which the corporation wee established, and finally that the
corporation Se adequately Sneured for third party claSsa. Please
note that liability Sneurance for directoYa or officers Ss
different from liability insurance for the entire corporation.
Statue: AB17®{ hse paeeed the Aessably and is now under
consideration in the 9enats Comlttea on
Judiciary. It is likely that this bill will be
acted on during this Seglslative year.
Position: It is recoamende4 that the Board of Directors
wpport pusags of A817B{.
Cpdate on Legislation Ispacting Foundation
Page a
June 30, 1987
AB1936 (Harrlsl - Attorney General to Suoervie! Charitable
Trwts
It passed, A81936 would provide that the Attorasy Oensral has
broad powsra to carry out the enforasrsnt responsibilities for
charitable trusts. The enlorcersnt responsibilities would
include specilied statutory trw is provisions.
Statue: AB1916 hrs passed the AsseaDly and is currently
under consideration Sn the Senate Cossittss on
Judiciary. Thi• bill i• eapectsd to be acted upon
during this year's legislative session.
Position: It i• recosrsnded that tM Eoard of Directors
oppose AB1916.
cc: City Councilaerbers
City Maneger
Atiachaente
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' RANCHO CUCAlIONGA COMMGNITY FODNDATION
1
MI53ION
• 7fee miaaian of the Rancho Cueamonga Caseeunity Foundation is to develop,
through interroctiam with the caHSeunity, a plan for meeting the cultural,
recreational and human sarvicea needs of the city; to identify existing
reaoucces directed to those naeda; to encourage and aeaiat other groups
within the city or region that are addresai`g variow erase of need; Co
involve the total commmity in Heating the identified needs, and to direct
and/or coordinate fundraising end "friendraiaing" efforW in support of
facilities oc progcama designa8 to mat those naeda.
LONG PANGS GOALS
1. To educate the total camzmity on the place of cultural programs in
our individual and coa~ureity lives.
+
2. 'In pra:i::a faciliciea for tatiyi,-y c+.t c.ltcrsl: r~csational ~n~7
aelf~evelopment activities.
3. To sponsor program that enhance the cultural life of the caemwdty and
to assist other groups in their efforts.
4. To coordinaN efforts of comwnity groups in progremieg, xheduling
and funding of programs to insure maximeas effectiveneea and to
eliminate duplication.
5. To manage ease program in the cultural or hueaanitiea fieldv,
• especially thoa with canaHaeity-vide appeal, high visibility, and the
potential for eztenaive cultivation of supporters and proapeees.
INTERN®IATE OBIOLTIYFS
1. To coeplete a needs aeaeaement and catalogue.
2. To pciodtize neada and Eornulate the funding "care" for each project.
3. To develop an overall time table (10 years) for the acooHplishment of
goals.
4. To determine funding aourcea and amounW to be obtained Pram various
sources.
5. To plan achadule of cultivations events, and the primary purpose of
each event.
6. To begin building leadership structure and identifying volunteers.
7. To secure operational fwding for the Fowdntion and its program.
8. To coaplete proapxt identification and evaluation.
9. To cooplete detaild fundraising plaro Loe each project or phaa of
• activity.
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.VE seE .er,:oec 1, .~,. - Auqus[ 3i, 13;3
September Develop missions and goals - ~QQ~
~~ ~' ~. ~.
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October Develop plan foc needs assessment and catalogue V
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November Determine long-range leadership structure
December Begin leadership prospect research and evaluatia~
Begin financial prospect research and evaluation
outobsr „av:l:r. '~.~.. Ctat.~rt
Complete plane foc:
January - Foundation program
February - Corporate and easiness pragrmo
Mareh - Maior Gifts program
June - AMUal PuM program
July - Defeeced Gifts program
February Form development, special events cultivatiane, and othee
sub-caemittaaa
Plan first year's cultivation events
. Mecch Determine donor acknavledgement procedure
March Investigate Guild programs and feasibility
February Investigate non-traditional fundraising sources
(lease-becks, licensing, service agreements, etc.)
May Acquire full time staff support (Administrative Aide)
April Conduct board, volunteer aid staff vorkahopa for
fundcaisiry indoetrinationa.
April Develop publicity and public relations plan end put it into
effect.
August Develop 12-month activity calendar for 9/88 - 8/89
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THE HREA FOIINDATION
Nwober One Civic Center Circle
Brea, California 92621
(714} 990-7995
CRITERIA FOR ACCEPTANCE OF GIFTS ANO CONTRIBUTIONS
The Board of Directors has determined that the follow-
ing gifts, donations or bequests to The Brea Foundation
will aid in carrying out its purposes:
1) Unconditional gifts of money.
2) Gifts of money granted upon a condition that they
be expended~or property escr e n subparagraph
(3) hereof or for personal services.
3) Personal ro ert when all of the following facts
perta n to t e g ft:
• ~ ,4. The property is not sub,~ecL to any trust, condf-
tion, reservation or restriction of any kind.
B. The oro ge rtv will nn* rom,t ro mn rn tv,a~ inn
square feet~of space for housing or the con-
struction of specialized facilities.
C. The property will not require amounts of Foundation
funds for operation, repair, or maintenance that
are unreasonable in relation to the item received.
4) Gifts of real ro ert or interests fn real ro ert
un er con tons an c rcumstances eeme appropr ate
by the Board of Directors
A11 appraisals and substantiations of an appraisal for tax
purooses are the responsibility of the donor. The Founda-
tion will neither participate or acquiesce in any apprafsal.
Approved and adopted by the Board of Directors at their
regular meeting of November 1, 1982.
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T8E BREA FOQNDATTON
• Number Oae Civic Center Circle
Hrea, California 92621
(714) 990-7995
POLICi STATEMENT REGARDING
RELATIONSHIP WITH AFFILIATED ORGANIZATIONS
Draaniratinne Wiehi~n to e~ahl:eb _ --i+ -- ~ „
. iY .v ne V~Lj
of~Brea through The 6rea foundation should~be offered the fal-
lowing three options under which such a relationship might be
established:
1) A subsidiary of The Brea Foundation with their funds
budgeted and allocated by The Foundation. Whatever
funds they generate would be Foundation funds for tax
reporting purposes.
2) An independent entity but subject to the supervision
• and control of The Foundation. For those entities
who agree, the Foundation could (and Should) obtain
a group exemption and report to both the Franchise Tax
Board and the Internal Revenue Service an behalf of
3) An independent entity that establishes its own separate
tax exempt status for State and Federal purposes and
separately reports to the franchise Sax Board and the
Internal Revenue Service (990 and 199 reports). Such
organizations could, if the City and The Foundation
concur, use The Foundation for fiscal management pur-
poses.
Approved and adopted by the Board of Directors at their regular
meeting of June 6, 1983.
,,
THE BREA FOUNDATION
POLICIES/GUIpELINES
FOR
CONSIDERATION OF APPLICATIONS FOR FUNDS
1. The Foundation seeks to fund programs and/or projects which promote,
develop, or direct cultural arts, recreation or human services benefTtirtg
the Brea Commq;rtity.
2. The Foundation seeks to dfstribute funding in thorn ~. - ;;, vu n an eval-
uar;..» .~..~~ app.7o .uNaiskenily to all dPPTTcants. ~--- g
3. Foundation funding shall 6e primarily limited to new program costs and is
not generally available for existing Internal operational costs.
4. The Foundation's primary concern is to fund those programs/projects which
• offer the maximum community participation and benefit.
5. Prfority rating will be given rn rti~tn ~-cgrc,-~ ~;,~~ti~ uenen ring the
area community.
6. Applications submitted must be fully completed prior to review 6y the Foun-
dation.
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GRANTS GIVEN HY THE BREA FOONDATION -- 1985
CDLTDRA:. ARTS
Piano for theater.
Exhibit sponsorship.
Play Day.
'rh?alts ey.:iFment Package.
Gallery reccgrition monument.
rwxas, RECREATION AND HDHAN SERVICES
1985 Summer Concerts in the Park.
Park Volunteer Program
Summer volunteer Program
Caring Companion Program
Youth Helping Hand Scholarship Fund Program
Donation to Matching Funds for 1985-86 Grant tar Program to
Assist Fraii Seniors
Widowed Persona Volunteer Program
COMM[TNITY PROGRAMS/PROJECTS
^i~rlay :o~. icrc aisrorual society/Old city Hall
Hrea Theatre Leaqun - Performances for Senior Citizens
Hoys & Girls Club of La Habra - Equipment for Summer Program
at Laurel School
Orange County Centennial Program
11/85
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THe HHEA POIINDATION
• 1986 GRANS AAARDS
HOPS AND GIRLS CLOH OP I.A BABRA/HBEA PROGRAM
-Equipment and part-time tuperviaor Eor after-school
program a..r,.ra. ..won.
HREA HISSOHICAL SOCIETY
-Cammuai ep History ProSnct - Typing of community
hie tort' book
-Curtis Theatre Historical Display - Identification
of Dr. Curtis
HREA THEATRE LEAG06
-Pree pezfotnutncea for Senior Citizaae
CITY 08 HREA CULTORAL ARTS COMMISSION
-Author Lecture Series - Profsssianal services of
• yell-know vziter
-Brno Rida' Sheatra Company - Partial funding of
staff and equipment for children's theater group.
-Children's Theatre 5eziea - Matching funds for
staff, pro£eaaiooal services nod miscellaneous
cos cs For providing quality Choate: performances
for children.
-Oceanography Exhibit - Hatching funds for staff,
profezaional cervices, equipment and mists llameoua
cos is for hands-on science exhibit
PARRS, RECREATION 6 HUMAN SERVICES COMMISSION
-Matching Funds/Aroviata park Renovation Phase II
30Z matching Fonda required under Roberti-2'berg-
earria Grant Program for renovation of soucheact
Rid! Of D8rk
-CO®unity Programs - Profnaefoaal aarvicea and
equipment for: Coacsrta is eha Park
Hraakfaat vit6 Bane
Drnakfast vit6 Easter Huany
Holiday Workshop
-Senior Cantor Expansion - Equipment Nsada
Equipment Eor Saafor Canter Expansion
v'.
a S;Si2_GO
2,000.00
2,285.00
3,000.00
4,200.00
2,700.00
3,500.00
4,750.00
30,000.44
4,850.00
20,40D.Q0 .
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PARES, BECBEATION AND HUMAN SHRVICBS COlD1ISSION (continued)
•
-Stmanr Volunteea Progrm -Panda for staff,
shirts, and scholarships for 13-IS year old
teens to work in aumar recreation progzama 7,275.00
-Tiny Tots Progrm - Puade for equipment and
bus rental for 8 field trips 3,400.00
-Youth Sports Progrm -Equipment for sports
programn Conducted by Becreatlon Division 2,600.00
LAUREL SCHOOL SOMMPA PAOGBAM
-Fonda for boa and driver for field tripe
far summer school pzogrm 2,000.00
STOP GAP
-Funding (66 w) of costa for theatrical performance
in Brea Curtis Theatre. 4,350.00
SOTAL 8U8DS APPROVED $102,842.00
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CHANTS DENIED
CAL STATE PllLLERTOd GERONTOLOGY CENTER.
-Cons traction of Gerontology Canter ae Cal Scate
Pullertoa (partial funding) 15,000.00
PARRS, RECREATION AND HUNAN SERVICES COMHISSION
-Graphic Art for Plunge Phase I Bnnovation -
Puads for contract servieaa for graphic den ign
and installation at City Plunge building 6,000.00
ep INTERNATIONAL/ORANCB COUNTY
-Aequeet for donation to reeiaoe•/pig~saneoea
Cna ri can ie orgsaizatioa 10,000.00
$71,000.00
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Phyl/ia Atkrr Ma nNd poaldonr on mrmwu+OwMa d
dlracrora, I«a/, err and natbnal M addnbn b MtMp
tkNn rxrounrs dllearnr n! n r7~ pros( olpalkatlon SM
nee prowdsd fraMMp ro twards of oyncfora, oonwNtla
end frs/nlnq b rxrcuew d/nclora and era arM frakwrp
for rarlaua pf0!IfadN in dleabprp Mraenal edrn•
pafam.Y Y bOr/fr Ills MmmP.."c:.~. M.a JhC Ja VN
CIINI of VoJunfsa Ssrv/oaa /or (M Mlnnaai0r Ollfa an
Vdunfaa Sarrkra _
Enedlve boademanahlP b • very daarabM oompW d
!kills I« M kbF/roua to paaaa yet felt d w ntl!V
:away Uan ouraeha ro M MedM bard mamba!
At the earn! nme, every oryanlratlon daka waN agdp-
pe0 ddzeM as mamba! « ro UoarA, but law Mt dd b
files the moa enectlvs txwd poapaaa in ale c«nmunlty,
« provwr tralninp ao Met sam board memDa mlpM
grow In aklll and IncraW In anectlvarlaaw
PaMpa our fruaretla wnh DoaO hmetloMne b des ro
a Ixk of enayate d prrclasly whn atlna aM krtowNdga
ere ero maa helpful. In additlon, q Ooald rllarllbare N
heelLte to make approPnar damatMa upon tM
ofganlLdon We farVe, baaUM wa do rlpt raoaernw eta
herlaM ro Ms «genWtkm d provroktp prep! aalMrp
arw fupp«t to tM hoed.
For purlnw d dalN and brwlb. bardenlrwda wln
~, •p..l~.;,.n.w hom °-' cam a rr.w «aa proapapnva
boaA membr, I wlp nra dlapup IM knotasrlpa needed,
and nran explore dle raaaabb axpacmlerw ^ boaC
member mlpM har• d tM arOMtratlert bale! !erred.
9eakgrounAlnq tlW whda drWealon N Ula INW /«
eaoh IndlvMwl ro davMeP ^ Maly phaoaephy d aaaoMa
twadananahlp. To M an aMctlee beard ntartlbar w
mua M c«nmMed ro fM o«wa0t d teenteork. Thr
mwla Met qu akMa ea !brew a !Mar bond mem-
bae as ancwragM, pnrad and annalwad: tlwltltw b
• vdlerlpMY b loeow ane aupporllMdlwan IeadaaMp;
and that ales r avorte amnmrrtant b eta tdaNm «
purpow d M. organtrwm. Ara thw nwat w MM .
Mnlrpaw b uWhs and ahaa ela bM d «taaown aldlr
end • dash! b lean.
The Knowledge, Skllla and Awareness of s Well Prepared Board Msmbar
Krwwladpe of o/ganratbnN atrudun. KMxMte tlN
deflnlMn. auMOrIN. rot eM ,eaele...- `^i~~,:.:',.,;.,
« dllederr. edwwry COmmineN. e0lnmteaaF teak
I«as, erndhlp, aM ed hoc «spedal oommMaw r
very important.
A board or tllred«s r vaatW wIM tM uMmar aapel
end lapel suarority In a rwn-proM eorporHwn. tr man-
bas have carln protrctlona ap«dad by tM rwa d hl-
corporatlon d each !late, bw !homey M NabM!':wl aa•
Wnq In good ta1M and exerdanp rsaaonabr dra.
AdWeory wmmlmw eo rat haw ureter tral
reaponablllty, and hew only dN auMorny or raapon-
abllltygiven Meet by tM anetY w whlM clay w advhay.
the vbten as mtadra oonabarabM when an advlaory
as
IM dalepatM thah adnoAty M
w • dry c«rnce, and tlr dad•
prove « Ma grant povarnmww body.
Srndinp oommlitau w Mae aatabeanad In Ma
«gMWtbn's byrws and antes! M Wmhlalad without ^
by-law amentlmalt. Thry haw w olgofnehlnceanMNCh
may M ralabd anMr to orpad:atbm' matnrrwloa «b
proprem aw.
Ad hoc a !pedal oommntaw, a tlr oMa hang an
M aataMrMd momwwny b catY out • apedaa0 teak
end W od d axlaWrca xduln rh.w !--r:-:~_ •_;: ;.
ilmawe end MaY haw mWa cleft fapdL
Teak f«GM W YaWlly MOI/pM d Y Mwnq a blpN
tam woled Men b Iwo alnneltaaa. aMOUyt ea hac
end teak fora va aometlmw aced IMadlrgrWy.
Kmwbdea d panrlnanrry prooaeun. BkIII,M tl» uw
of pamamanlry prooadurr b Nnpprbm b allkrney
tamed twaneaa M a damo«atlo ra6lan aM b make
sun tM oreanltalron r organred arM hrn~q rYaay
and ralpeneiMy. Maly Doada W b Nlteepn on ^ raMa
InfonMl lsvrl. Hoaavar, ac11oM Mal pM net ro M wry
daa cut. LM ratWnkp bckd deny b ma nWluM, a ro
wmt dadalona ww made (approval d Mrdad and rx-
peMnurea, pa/aemlN ecdena, aral eorwmwa tl b oMa
acnlaa w M nkwl) m opal Me bard a Ottaatron.
IIabIN1y end paWbry lawaunw
Padlamanlay prooadun N awry for each d ua ro ran
and proWdaa structure la our mretlnpa. end tM
demo«atk namfnnq or oorltrpvare! art6 dKppWt fawra
^RebMa Nulty d t]rdaY' provide weer. b o)vaaeona d
procwwa whkh w not rnvaa0 ro tM hyaaM «
CYateltla d N erYantraXOn•
KtrowNdea d tM robe d aMbaa. Ewh orpeMnp«I
nw unpw axpaolaeom d dllan antl malt!! dernrq
uaa d IneMduar M tM wloua paMtleM. lbr !camp!
staM~MprwbwK. Mary oMehoamar~~Mw •
des lob daa«Iptbn d ptxlfolb rr tlM vbe praeldwN
M •
wnbh mqm Inducts tskhp charpa d membentup
3m:".cp~:ert, t~rom N!?rMnq, dudrmenWp dtMN-
ecutlv\ cdnnxtt\R a oNer mepr rwppWbhhlee M
otlnrMaa proNdMl M b tM bY^lawe•
Treuur\rs mq be atrkty trwwrera, a dab:e aaao N
dnendY pWxtlnp a bM tlweloPrrnnt oommtb\
Gh\IrmN.
r1Mnw.w n„x.. ww wMely ham oM orpnWlbn b
another, but atutlylnp std obavvktp iha vna\ rrrew w
tl~d~iec~tlwMOO~ir ~mam~~ b ~Mwt a~iNr o~rm
Dowd.
It b Namur In aarM ap\Mntlab tltet n \ Anon b
alectetl eea\tW a beuurer M a she wth by ceder d
pragraeabn a\rttwhy DeWnM vlo-pr\NdNt \rtd tlnrl
prWtlent. HawyN. tlN technbM NNb nGUlred b
bed\ranlp aWlbaregtUrad dvi prNIdNR Nglxd
poaeaN M oompbb dab d qNa M ardor b mW tlrb
tr\nalbn, n anouW na a aaum\d aua ev«y ktdMduel
a/aub autanetlcally'mow uD•`
Krrowbepe d Ns fOIN d et\ndlnp Nr\ndK\e\.
Typical etantlkq commllleN w nnanN, pareonnel,
pYblk rebtkxro, brW rongs planmrtp, propvly, and
membwMlP• n Ice Impabnl b anaryN tlN kintle
d akllb a expwlante mwl tleakeDb a11atMM
Iurx.MOMfq on tM abndirq commineea. 8or11\ d tlut
,..wr..~mw mwy hw aewboW through expenartN.
Some w NUb p\opb up in p\W empbymerd, n b
audal b tM enactlverwee d tlN Do\rA that p\ople yAN
NpertlN W recrYNd b urn clurW d Iller\ kltparum
\reN. Howawr, nenuently pNp\ w a\agned b antl
accept reeponslbUtty fa en erN b wlllch tlxy INw ra
akln a experbrw. Thus nteF mq Mve no kb\ d now b
purees knowledge kx 1MmaeMa a bntl PNPb who dle
needetl ek1Ue aM knowbtlpe b cent out tM PrN\al.
Ths tab d me nominatlrq cpnmlHN b Cr111aY
beCauN mb camm~tN b reapomiDN for ltlendrybp
pNpb In the oommunly won tha akUb a knowledge b
INd eecn commM\e. How\va, the vltY rob d db
nominegrp commltlN le h\puMrtly under valued an0
almost Nx\ya under utlNNd. TM nombehnp carnrrtnba
Is raraty daWUW N • aWxilrtp commMe\, Dul man ol-
Nn N • epecitl oommmN. It should M • oommmN
which funcWne yev-round. lust N tM othv ehndbp
~mmlttees der. (wsw 6rbr tecpb,+ art OM raontkaMnp
ProNer1•
Knowbdgs of Ilabllllbe \nd legM r\mvewNnM d
bard member. Few Dowd nlembv\ reoopM» tnY
Ths Nom/npNnp PTOCesd
TM rtomb\Ihq oanlndpN altotdd a • aWtdkp rxKtr
mhb\ - at work y\rraund, tMlke ogler ootnndgeN A
should m/w De ePDbkded by tM argmtrWOn PrMdUM.
T1w rtarrdrtNMtg oammhlN should of rtorrlMtaNd M Vra
wMn Mq ve ebdad b • board d a Hal-prelltcapaar
tlor4 d"y open UumMhN b Potentlal h\bMy. TMe b not
^ elb\Nn drei ahGJ:3 };!p~!.n ~. t,Yw wr+w.+w
bard memlwahlR but anwb rentlnd tlrenr b sx\rNN
care. r
kunutN d mNlbpe enouitl ba nr\tupy reed and
Wrtacbd.9ovtl member shodd aatlery tlwrrnelyaetll\t
tM etxnunte w Npt b goo0 ordM \M ahddd undv-
_ w.., " . MwWwwnlw wM \rMMNa I\YatL
Every rnwn0a b rNponalbb b make sun tlNItlM boolle
w audnW entl ma rpulretl tarns ar\ Med.
Il b beka b rNgn from \ bard tlurt b M dwonbNy
aDNm antl I\aw W d 1M rNponaibWty b athww You
w reaporMbb tar tli\ adlon a lack d adbn d tM
Doerd ewwt n Ya w nd tMre. kterriDere, ydtll\ workhq
In isemwrork whh otMr Ixwd mwnbve antl eWl, mwt
sWl MdauT Ih\rrraNvee try exerdelnp c\re ere ygUancw•
KNwbdp\ d the wabatlon protege and bop Hope
pbnninp. Even H you n\yw IMNd b W nM dl\krr1Y1 d
x+, u
Corn-
t!rrY
on proprem ev\IUaibn. • wN pr1
tYl do \ great our b 9N Mk
NalUNa11 reaulb Ntl kxp tarps
YM Yw11Yp M,u,,. .,w ~.~ :.... Y._ M.,."1 Y.wn
Id\ntln d \M \Mtny b dnl\nrnlw WFrNn
bNrd waM. commntN Mork \nd ettll walk. n b \b
edubly v b tlM eltactlw bncuorxnp d arty bow «
mobs tMl ke tommhteN ovry otnbtek ep•
prapnele tNW. CommhbN moat a expeCbd b steel,
rNeerch. tliacuN and IporL Moel effectln reponkp b
tlone In Ms form d . reeolutlon tIW requkee ettlon.
Ocher ahernatlwe that tns canmllla\ r\feabd \nd
reasons tl1e agpabd CalrN d attlon b tevad an D•
lraWded In IM ownminNe repot \t the nutewq, a
UkwxN, tlme b wW\d wMn me bard \IMnpb b
dupllpls iM wok d tM sbM a b dumPtlt\toW OurdN
d work an ihwn. Stefl and board neW b wok MgNtty b
Danriwah{p-exn urMxstamllnq !M rcl\ d iha o1Mr.
\rltl secs c\rrYing out tlu unlow pvt d the reletlonMip
Much b approprlNw
tM nberMi~ind b~ovmd~mvn~b ~ ~ ~
Seven coyer tuka d tM noltertatkq oommlKes .
• oaebV des lob deeorlp7one tar Y board marhbve
b general, antl spacmc IoD EeaulDOOrr for alaknrN
of slandlnp eommltbw.
• pevgop, bgeglr wiin u.:'ti^.M" rrge pbnarp ppm-
mlttN, a 1«euq a the hdlea made f« p.oi:.,"--..,
eNitls a board membrs. {lcaap In mkW tM as Pnt
not a71 sNllb « exprtbs iMt Ydll bs naada0 mug G
smt»dled in DoaM msmWra $Igrt Nrrrr Ixdfa•alanq
« teCnnkal expwtlN Can M ra«uead tar ad hoc
wrm'aw aM!« task forCaj
• pevelop Ilste of polNny :,~,:;: -:ngtda(aa In
categorbe oorteap«glnp to IOaMlped gaN and hrMe
needs aklll dusters, e. vrab Y Ibb d peopb rdw
could paentlgy raplaca «araM mambas.
• Develop • trelnirp wrrkubm Indudlrq NAtlal orlanft
lion and on-gdrg board dewloprngd, unlace tl1b b
handled try anoMr wmmfllea (n airy sea, tlt•
nominelinq commlON ahoul0 hNS tlra "ass b M"
responghillry.
s Develop the Ilat a nominasa and mndlantlra alsctlon.
Nominees gwu10 6e racruhW by gwing vdth fbrn
the p0 descNPtlon f« 1M pa•Itlon for sndah they w
aln9 nominated. paten, tlrllae and Wegbn a board
• , orlenlatlon should a scMdWad web nomkleN. TMy
must rselhs that b your organhalbn, board orlantr
tlon arM traolkq w • rNWSmsnt
• N praparN ro «evlde wMlOats for appoiMnlNtfo
Gomplata Or• kwma a Dowd mamDan rlq rsgpn be1•
.++M abW«n. '
Vllth wtpAYrq hsp.,:.,w,. ^+Dbrtn a Dowd Nuctlon-
lrg Can De traced back b Drobbms « orrnaeenn 4: L`._
mmin•tlng Proo•••• n a bard mambr ••rm m W bU-
Irq In hb/tnr rob «oommkmNL axetnins tlla daa«Ip•
Doll a exPectad tlms c«nmfbnNt and rwpglgbUey M
« eM wo given N dl. nnra a rsaWtrant tM wp•
,.~.:__!~+rnml bond mernbar 1My gmpy to cvllan9 oW
hls agrsemNL
ImprovsmNb in tln nominatlng Proo••e mum w .
mailer of wnosrn f« tlM wDOb board, rrot oMy for tlro
nominaUrq obmmhtN, Support b nscwsvy In Ule IMr-
IeWng a agbns eAM raepornibUtlbf a tlla vartpue wm-
mittea, u waY ae M augps•gons M Dowd arrdfdga
end me trgning and wpport a new m•mbrs. a ma
nominatlnp Moa•• 4 b M ohvlgW, e u Nkay that by-
lasra amaMmaMa «ehrpN M atarWUrg rube wOi De
neceeavy. Tfda radWrN toopvatlon a board m•mbvs
end in soma «panW(bna, tM cooPratbn a fhs mem-
Crahlp IMelt
ThD Prospective Board Members' Reasonebfe ExpecMtMns of the Orpenhetion.
cncn Indlwduq, upbn helrq approachN of a proap•o•
Ilve board memuw :.:-d!d+r+ by • riphL Nan • rsepon-
slbdlry, to be aeUeOed Mat hNeM husrrag6 ;::vr^•Um+
about the expectatloa a IM organluWn to make e
decision. One must dedda Mlelher acapllnp tln poq•
lion Ia appropriate In Iighi of dma eva9gW, eM akUle artd
Nnowlad9e eimr posaaesed «gWaMw TM proapw
live board member sea • ripnl b axpaet tin foaovdn9:
Racrullmanl on tM as{a of .der kD dasenptlon,
including:
Reapona16111t1a (9en«q end commDtN).
Tlme commitment (boos Dar monm, Ingm a 1rm~.
Flnenclal commhment ~contrlDUllone, bitch/dlnas).
plans for (relnln9 (dqa, tlrna, loctUOne, wnbnq.
aCCOUnlablily to /undlrq aWfpN aM tlN plrak.
Description of meellrq nodes and amount d report
reading expected between msginga.
Orlem•ilon old tnbing, Including:
Mlsslon/charge/DUrpoa a the orgaMrrbn.
8tyb a bard «II•ntratlon and Nnetlonlrq.
FurMifq, aocouMa«IUy, Crow to raN Mlandq auto-
men».
+M BYlas•
6oeu aM ab)ar.VVe•, w:::: ^r • ++fnashmaMa, lore
rarrge pbna.
Servkee/dtelllga.
sae, thgr rota, and Otvhbn a ub« wnn nosrd.
Problems -ntl Deb«•tlons.
Formd and InlormN wmmunballan•, Indudlrp;
Mlnu(ee entl agvWa In advance a Me next meq(ng.
Flnenclq reparta
Staff report bo1D sbtlsUCq and anecdotal.
Acceptance a euggaetlons.
fealkp of Inolurbn a board m aendce of Ise eperncy
or or9anixnllon.
hsfsn9 a euO In working effecdvey Mm the bond.
Teamwork altllWa on Ma PeR of Ms naugw dirty
tor, Huff and other 60afe mam0•n.
Conclusion
Respons{blllry 1« etranpbnnlnp and ImPNdnq fns
tunctlaing a eaeh tward IW whh anal d ea mambas.
TDa that msmbv b learn a saw magad a b M b-
{raduced b a Mw ION hN Na faap«NWM11y a shsgng
and ugng K EeaNaa bovdselrlgap b yaWtl1 pro0lro-
hp antl produafas. n an w lagrlad srrooWt aouraae,
workshops, raedktgs, and ebaarvnOOln. ti is a teemwortc
eeorL but somaofN Aa b fafrrl e'N b•m arM Napes it i3
vets. Eeactlw DordamanN4p bagna wkh Nql a a
aduatlng auraalva arW warMn9'to etralrpDarr tM
boafds 111th whkfr we w NDOlasO.
X65 w"a,e:n S:,M
Suite as
Ner vas. N.Y. mOM
`~f~
`_~Y_
0~ t~
IDENTIFY AND DEPINE: TBE ROLE OF THE BOARD IN FUND RAISZNG
Speech Delivered by:
Albert Andrews, Jr., President
Hoard of Directors
The Guthrie Theatre
Ninnaapolie, Minnesota
At the Sixth Annual Conference/Seminar
do
Theatre Administration
Yriday, November 11, 1977
When I rea Bitting dorn Lo prepare this Lalk, I thought
that the tack could be •aey. My topic of discussion is
"Identify and Define: Th• Ro la o! the Board in Fugd
Raising." I thought very ^e riovsly of just aayi aq, "The
Board has to identify rho th• fat cat• are, divide the
list up amongst i!a members, " Bay, "thank you very
much," and ask for queetioaa from the floor.
. But i think we all re alixe that the subject i• a complex
one and Chat there is no ansy anararr nor perhaps, is
there n pnt answer that file •vazy situation. All of ua
have different types of theatres, conatituenciee, en-
vironmwnt.. nA ..,«~_
~......____--_. ..e
~ =:.:.L :.f Ls"~ uena
in existence longer than others. But, that is one
reason why the theatre art is unique. There era differences,
and differences of all kinds, not just in terms of sire
and style, bui in terms of community, people, and ideas.
But, there is one thing that w• all have in common--that
draws us together. The common denominator is first
DEFICITS and FUND RAISING, and second, never having
enough money to do all the things we want or feel that
we should do. Some of v^ hav planned daficita end others
of us have "not-so" planned deticits, or deficits that
era larger than anticlpated~ end God bleee the manager
whose deficit ie less than anticipateA. But ragardleas
oP how you arrive at your deficit, you have to ^ak• St
up or you oloee th• door and hit th• unemployment lines.
nctora may be used to that, but admiaistratorx leek
slightly askance a[ being unemployed and find it a con-
dition that is unacceptable, unhealthy, end not vary
good for one's image. So whet do we do about it? Ne
round up a bunch of paopl• from th• community, pin
a badge on them that aaya "Board of Directors", and turn them loose •
to save our worthwhile projects. Of course, there is the Other
syndrome of civilians (those not involved with the theatre) why
decide that their comunity needs a theatre, and then qo outr find
the hired guns--a manager and a director--and tell them that they
have so much money to spend to produce an exciting, enterteini ng,
and provocative theatre.
T~ me, hnfh of •h non anor9achwe wrong! ^a if `h6ro - Jii11
+
n
hopa it
from thin diacueeion, I
one thing that you are left with
is an apprecfation for Cha fact Chet fundraising is a SHARED
responsibility between tAe board end staff and, like it or not,
that includes the artistic and technical, as sell ae management
personnel. Everyone hoe to dance togeih er to Mave a successful
fund raising campaign. Sure, I recognize that you ate going to
have conflicting opt nlone and differences on many issues, but
the goal ie the same: A viable theatre--of all people, those of
us involved in theatre should b• able to communicate with each
other, and out of our differences should coma strength.
So we really hove three roles to dalin•--the role of the board,
the artistic director, and the manager. I am going to talk
primarily about the board's role today, but I think a very
interesting and pzovoca five topic of diseussioa 1• the ze lntionahip
between the board and the artistic and managing director of a
theatre. I will allude to some of thew idesa today, but for •
the main round, I suggest you attend the next annual conference
of TCG where thin hopefully will be diecuu ed sore in-depth.
First of a12, whet the hell ie a board msmber7 Aa you know, we
_c=~ -., ~, eiaen, ahapew anc corms, with varying skills and per-
ceptions of the theatre, and many of us era ati 11 trying to figure
out how and why we got involved in the flsst place. But, prlmarily,
a board meebez is a repreeentativ of the community in which your
theatre is located and in which h• lives. He comes to you with
varying degrees of skill, knowledge about the theatre (let alone
your theatre), and commitment. It ie then somsone'a role to hone
the skills of this individual into an •f !active advocate for the
theatre. You noticed I didn't say land raiser, I avid advocate.
There are a lot of good board members who are lousy fund raisers,
but are a tremendous asset to the theatre. I think it ie eeaenLial
For every board to have diversity of intezea to among its members
to help in all aorta of ways, because fund raining Se only going to
he successful if tAe theatre itself is doing work, and has a program
that will attract people to it eo that [hey viii rant to give.
wP hays tv juciify cur exiakenve with more than s simple statement
that soya, "We are doing good cork, are relevant and deserve eo be
supported." No one des arva• to be supported wa all must Bern our
support by creating an atmosphere end programs that will lead to
community financial support.
•
_3_
A board member, first and foremost, must be willing to do more than
• just lend his name, and hie role oa the board moat be defined, and
he or she must know what is expected of him, and the theatre must
know what it can expect from the board member. Get it up front
at the beginning in order that later on, neither aide ie disappointed.
Staff and heads of Doards have a vary key role to play here in terms
of information, orientation and education. It is eeaential that
a board member know what his zeaponeibi lilies and duties are. The
type of board memD ar that you want is large port is going Co De
sic cw Cad by Yuua aeaus au yE^y-1~0 If ~nin ryn_. than
just presenting a number of playa and aze•involved in^programs
such as: an cutreech program, workehope,,touriaq, and educational
programming, you need board members who nre know ledgeab la in Che
area and can be an advocate for that special interest.
As for choosing your fund raisers, : tT.ink we first of el! have *_o
spend some time on identifying the souses of our ezpected contributions
and then select our board members accords agly, eo that special talents
may be used to raise the funds from the particular aoutces that
you have in mind. Pive parts color aouzcee readily come to my mind,
and these are individuals, fouadatioae, corpotatione, the public
sector and spacial events. Zm each of these azaaa, i think it is
important to analyze rhaL your naade are sad tben select people
to beat attain the dollars from that particular group. Let's
talk about individuals first. Much, but not all of the success
that you have in raising money from Sndividua la is based on peer
. pressure. it ie a lot easier to raise money from people you knot,
than from people you don't know. Therefore, the 6oatd member
should be well-eateb lashed with good contacts in the community.
(And it doesn't hurt if a far favors are owed to that individual
__. .---c.3 ,. -..a' s•=~~~~~~ -•-• ••~-.. i:o i,wa i,ovu iuruiveu.j is
addition to peer•presaura, raiaing`money from individuals requires
good organiea lion and "POllow-through" with a lot of leg rock
in between. it is important, therefore, to have people rho are
willing io make calla, are cell organized, and can Cell the story
for your theatre. of course, tied Into this, Sa the theatre's
program that will create a healthy fund raising atmosphere.
as to corporate givers, one of the things we have found is Lh et these
is a great corporate reservoir of untapped funds. Thai msy sound
surprising in view of all of the pzassurea Drought upon the major
corpora lions for funds, but forget about the majors for a minute.
There are any number of small corporations and bueineesea in your
comma ni iy that are willing and capable of helping you. Thera Se
en increasing awareneae on the per[ of corporations that the aria
are aced fnr th_m. we have found t.*.at cur biggs:t :ovzca pf now
money is corporetlona. But epecifical ly with corporations--
again peer pressure ie helpful. Neving vesloue officara of corporation
on your board not only adds respectebili tyr Dut legitlmitee
_;_
your efforts. The mere fact of having a corporate leader on your •
board, even if he never makes a fund raising call, will help you
because he will be invaluable Sn setting up appointments aheze
you or others might have a difficult time getting by the secretary.
Eut the whole area of corporate fund raising is changipg. In the
past, it used to be that the President of Genarel Mille could call
the President of Pillsbury and get the moneys now things are a
little different. Nore and more, conpozationa have pub lie affairs
officers who adminla ter corporate donations. It takes the pressure
off of corporate directors end officers because they are now able
to say "Lhe giving ie out of my control." In affect, they are
passing down the rs8ponsib111 ty co oi.hers, is which case, it is
incumbent upon you to develop a good liaison witd these new corporate
officers. But still, it doesn't hurt to hove a fnw very influential
businessmen on you board in order that they can put pees pressure
on oth err in the community. again, your program is essential to
corporate giving and making the theatre's work accessible and
beneficial to the corporation and its employees. I'll say a bit
more about th i• when I geL into "the care and feeding of contributors."
Aa far as foundations are concerned, I think foundations are concerned
more with your program, your relevane• and yonr numbarsi so you
will need people that are very articulate and can approach a
foundation with a precise orderly prmsentation. IL elaays helps
to have some type of clout on she foundation board, but I think
more and more foundations, large fouadatio ns, era being administered •
by professionals and the boasd^ of those foundations lis tan to
those professionals and their recommendations. I don't think
that the foundation officers era taszlb ly imprsesad with a who la
lot of fast talk. Nhat they are interested in psimerl ly era
numb era, prog rase, uses to which the funds ar• going to be put,
and current end future planning. In calling on roun¢ationa, it
is extremely important to have a vary know ledgesb le person of
the theatre's operations make the presentation. If this means
a board member setting up the appointment and going with the ntaYf
and letting staff do the work, that's fine. The emphasis in
dealing with foundatio ne should be professional, open, and
articulate. A "name" isn't all Lhat important any more.
Next we have to take a look at the public sector for funds. i think
that the new ball game in the arts Se public funding, be it from
the National End oament, from your respective states, os from your
local communilSes. Ne in Ninnea ota have barn vary successful
recently in lncrsasing our state appropriation frog $600,000 to
54.000,000, It didn't just happen. It took Lima and planning.
Ne did it by all the art disciplines joining together and presenting
a united front to the people in state government, and Daly CY.en
were we able to realise the increased eppropristion. In terms of
what it meant to'the Guthrie, it meant nn Socrates Sn our appropriation
from 512,500 to 5117,0001 so St was well worth the effort Me put into
it, IL took us about four years, and we did it in large pert by •
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making certain key appointments to our board. fie added some
politicians and office holders, ae well se community "thought"
• leaders who were close to people in governeentr and re structured
a program of sponsored dinners, lupeheons, racepiiona and performances
for people in government, and proved to th am that the Guthrie
mean[ a great deal to the Twin City area, the state, and their
co ns ti tuenciee. x11 the other institutions did the same Ching.
Remember, it just wasn't by accident that these monies comer it
was by hard, hard work, and much of it was developed through
board appointments.
Then another area ~ .-._ --'-='--q '-' a^!'-1 ~*oiacta. I think that
special projects can be anything from bapefits Co auctions to other
volunteer-type activities. Tha type of person you need for special
projects isn't neceaeari ly a good fund raiser, but is a super
organizer and a creative individual--s person rho can marshal a
cclu ntear army to put tcgtth er whatever it 1• you are trying to
accomplish. The benefits from spacial Drojecte not oniy haip yo•:
in fund raising, but help you in terms of getting nor people into
the thee tre who pill later hopefully buy tickets and become
con[r ibutore. also, with spmclal prof sets you can get eon-board
memb era involved. The people in charq• of our auction are, rith
one or two exceptions, non-board mambas , and w• recently raised
about 540,000 through th air efforts. Yaopl• working in special
projects moat have the time to spend on datailr eo you are prob nb ly
talking about those paopl• not actively employed--such a• homemakers
and retired persona.
• These are she various areas from rhicb i think you can seise money,
and I think you can enally Binpoint individuals Mho don't till
the bill. You can ^e• that it Ss nacsesmry for you to have on
your ooaru ye~el~ .- __ d~~rams of interes is and skills. cut
it is important that~the people you pick for your board era picked
for performance and results. Sometimes board members era selected
who are "too sigh!"r people who are already involved in 6o many
different organizations and good causes that they rill not be
effective on your board. Th ay nigh! coma on your board agai net
their own judgement and immediately devise ways to stay away from
becoming involved in various projects. I think it is necessary
for those of us involved in choosing board member to search not
only for established cosmuni ty leaders, but for people rho will
grow into the civic strut Lira ^nd 9ror with you simultaneously.
I am thinking in terms of vice presidents, managers, and various
civic doers. Look for the rlsi ng stars and not just the full
moons when trying to pick your board meaW ass. Some of our moat
successful board members land those that have raised a greet deal
c. matey for 'is? have been rising staza ir. middle management and
not necessarl3y those that era the as tab lished acmes in the communl Cy.
•
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I would like to turn for a moment to discuss what I would refer
to as the "care and feeds ng• of year contributor. You can have
the greatest fund raisers in the world, but it is still going to
6e necessary to convince your donor that you ass worthy of his
support. Pirst and foreaost in this process is having a good
program. By that, I mean, very simply getting people into your
theatre and, or having a vialb le outreach program. This is obviously
the goal for all of uai but in tares of fund raining, it 3s eseanti al
that your programs bring people to you because the largest segment
of your cone roucure i. y~:..r ~- "~_ ~ - coat `h" •h watrw
and are intezeated in shat you ere doing. This gats•into erase
that involve play selection, advertisingr ticket salsa and other
artistic and management decisions. While I think it is an extremely
interesting and important topic and one on rhich 1 am sure you rill
be • ^^di^.g s great decal of Lima, I'm net nose that I should go
intorlengthy detail. But from a land raiser's point of view,
dollars can almost ba tied directly to the success o! your seasons.
I am not going to talk to you about hoM to selec! seasons rhich
will attract people rho give monsyt but I will last mention that
if you ors a disc ter et the box of Lice and in your programs, I
think you are going to end up being a disaster in the fund raising
market as well. Artistic and managing directors, like it or not,
are going to have to take this into account when selecting seasons.
You can certainly have balanced seasons. for azuple, ra have
had mntineaa of 'Matchmaker", follored Dy evening performances of
"Doctor Faustus". Mora and more, when wa era sells s9 on corporations,.
we are asked the question, "What are you doing Lor our employees?",
and if re can tell them that their saployaee come to the theatre
and participate in its activities, they era more rills hg to give,
especially when pressure i• bwuyhl - s c_ _^ t±^^
upon the executives rho era in charge~of giving. ~Tha Gu thzie'a
marketing director, Douglas 6lchten, Mill talk t0 you later about
our corporate coupon campaign which is, in large part, responsible
for the increased contributions we are receiving from corporations.
Besides season selection and ticket programs, there are meny ether
ways that you can "feed and care" for your potential contributor.
Some of the things we have done at the Guthrie have been board and
theatre sponsored small luncheons, ss well sa dinner^ and tours
where we have brought Sn donors and in alfact educated them about
the theatre. We have tciad to make the meetings abort, antartalnin9,
informative, and low key in terms of a plea for fu nda. Me try to
explain what we are doing, why we have a deficit, review our budget
and have an actor or technical person explain about hie day and
what he dwea to make the theatre operate. In short, re are trying
to show the contributor thst the theatre ie a lot more than the
performance he or she might see on the Seaga. part of the educational
process is explaining to people that your theatre 1a a not-for-profit
theatre, and, in fact, operates at a deficit. Many people in the
•
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• Twin Cities today are amazed to learn that the Guthrie Theatre
operates at a deficit and has to raise money--because when they
come to the thentre, it is usually full. So various programs
should be Sns ti toted by your organizations to explain just what
you are trying to do. This again goes back to luncheons, dinners,
tours and other activities, Dut in each ceee, ii is important
for you to inform and explain your operation and your mieaion.
This should be done every chance you set. and sooner or later.
by the process of osmosis, people undezetand what you are doing.
Thirdly, i think it is important for you to have financial statements
that can be understood. Tae usual financial statements prepared
by your audi tore are quite complicated to all but a ve-_:. •t„
Yoc wort develop financial atatemente and reports Chat can easily
explain your situation and reflect your needs. Also, you should
hove a pro forma budge! for your contributors. This is especially
true for corporations end foundations. IC i• always better Co
go to a contributor and say, "Aare is our progzam~ we era going
to raise ehe money first and epand it lai•r," rather Chan going
eo a contributor and saying, "Nell, that was our psogrem and
we need % amount of dolls r• to cover our deficit." it gives
the donor the opportunity to ask quesiiona •nd feel he/ehe is
a part of the plertning process and lutura, rather than a critic
• of the past.
Lastly, I think it is extremely important to your contributors to
show that you are tarpons iblet that their monies are going to a
worthwhile project. You don't want them to feel the re.., .
supporting a loser that won't be around in a few years. So,•I
think you must have well-thought out budgets which are adhered
to and not just something wrl tten down on a pieta of paper. Also,
long range planning is 6acomi nq very important, especially in
presentations to carporationa and foundations. Niih all the
pre saute for funds, corposa[Sonc and foundations want to know how
their Eunda will be spent and what it will lead to in the future.
Therefore, if you have some good corporate planners and financial
officers in your community, try and get them on your board.
All of thee• items I hav just talked about can only be achieved
with the staff and board members working together. Now let's
assume for a moment that you have a good representative board
from you community. That doesn't meat. your job i• done. The
behavior of the oreanization itself mny scrvs as an effective
block co an otnsrwlse willing board mamb •r. Volunlear task^
and functions should be designed which raslistically are possible
[o accomplish end afford a satisfying experience. It is important
to realize that board memb ate ar• volunteers whose days do not
begin or end with thoughts of the cause, however committed, loyal
•
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and involved they may be. Hoard members are first and foremost •
volunteers, and as suchr lead the major portion of their lives in
their businae• and personal realms. A board mambas must feel a
personal relations hip between the ozgeniastion and himself and a
feeling of commitment to what is being dope in the policy end
program of the theatre. If you have to mak• a choice between
a name and a worker, take the worker.
The education of a board member never atpps, and it ie something
that should be continually on the mind of all staff members and
board leaders. There are a few ideas along these lines that I
would like to mention. First of all, put an and to dreary board
" oLi nywr nothing turns off a potentially good hoard ~-W..cr -
boring, drawn out board meetings. Meetings should have a good
blend of formal and legal neceselties, plus informal discussions
of policy and pzogzan. One thing Me have done in our meetings
is to have a member of the technical or administrative staff or
acting company come and talk to the board about what he or she
is doing. This ha• involved just about •vsryons in the thaaire
and not only educete• the board, but bridges the gap between
board end staff and brings a •enea of belonging to both. Materials
sent to board members should be rigorously reviewed and edited eo
that board members have the information to ey head for ac lion and
decisions, but no sore. Malarial •hould b• prepared in time for
adequate review end reflection and a well thought out agenda •
should be distributed at the meeting and adhered to. Committee
aaaignmente should be made abet ^timulata and encourage involvement
in areas of n board member's innate interest or personal •nd
nln~wt~~.• ~J ~_ mti ~_~~ TA~~n ~n ~L.~J ,~ HuA ~,~t~~
should be thoroughly briefed and supplied•witb tba necessary
materials to complete a successful fund raising call, each as
letters, 6udgeta, telephone num6era, titla• end anything else
the! will reduce the fund raiser's flea and preparation foi the
call, so that his sole energy is spent in actually raising the
money. Planning and staff involvement here 1• crucial, which gees
me to my final point, and that is that many arts organise lions are
failing to secure funding because they do not have successful fund
raising nanegament. GOOD FUND RAISING IS HASED UPON ORGANiEATIONAL
erPE RT ISE, AND THERE iS NO SUBSTITUTE POR A GOOD FUND RAISING
MANAGER. To ma, it ie absolutely •ssentitl to have on ovary staff
a professional fund raiser, •omaona who ha• the training to build
[he kind of organization which make^ a board •olicltation possible.
Many of you, i know, cannot eflord a paid fund raisast but s• •oon
as it is at all onwwibje fpr yuu tm dp w4r ypu ehpuldr even i£ it
means eliminating some technical person from your organization.
2 say this because fox every dollar you spend in fund raising,
you should realise seven to tan dollars in return. A good fund
raising manager will be able to ^azehal th• •sssts of board
•
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and staff necessary to put together an effective fund raising
campaign with all the detail and follow-through work that 1s so
crucial if your goal is to be met. Pund raising is a prof easion
and has in many reapecta outgrown the volunteer. If 'you are
unable to afford a development oPtlesz in your initial stages
nF operation, 3t is incumbent upon you to hire one as soon as
poseib le and rrc*^h lv sooner than that.
A successful fund raising campaign ern sttrxtute '_^_! success
to a dedicat ad, committed and carefully chosen boar8 of direcw.s.
There must be some board members who are capable of making substantial
art abutione, but more than that, there wua[ be board members
who have Che dadlcaH ^*• ability, and daalre to wox~k hard to
secure the funding your theatre needs. cut se I acid in the
beginning, a successful fund raising campaign invo is°2a *-ha etforta
of the artistic 8irector, Che managl ng direetox and Doard members
planning and dancing together to asriva at the end result we all
want--a viable theatxe doing eaciting and czaatf ve work.
On a pe zaonal note, the last several yaar• of involvement vl th
the theatre art and the Guthzi• in particular have basn the most
p laasant and rewarding of my life. Th• thsatz• art is unique,
and the people associated with it are very special. I appreciatn
. this opportunity to share some ideas with you today. Your cause
is just, your organization invaluab la to the theatre, and I wish
you all the base in your endeaoore~ and if i can be of help in
any way, please do not hesitate to ask.
Thank you.
yEDAYT would like to expzesa
its appreciation to Albert
Andrews, Jr. foT Bermianion
to reproduce hie speech.
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PRINCIPLES
1. The board will perform •ffaclivaly in fund raising only
to the extent that it psrfosms effectively in other board
functions.
i. Management mast vises the board as its partner in and
resource Yor achievewnt of organizational objectives, not
as an adversary oz a legal necessity.
s. rns conet~itvene~ oL a board grows out of the objectives
of the inst Li cation and selection by objectives produces
ownership.
1. EvalwlSon will produce •tronges board members with a
sanss of Sdsntification and ownership and will eliminate
marginal parlorswrs.
5. Hoard neabera rho have a strong sense of ownership and a
feeling of helping tbs organisation achieve its objectives
will also a) volunteer to raise dollars, b1 interpret the
organization's story effectively, and e) give signi licant
gifts themselves.
6. Ownership exists when board msnibara era deeply involved
in assessing the organization and its environment,
developing long rengs plans, establishing policy to eehieve
objectives end monitoring outcomes of policies.
7. Ownership by board meaduzs produced by involvement will
lead to enhanced peraonsl eontribuLions and the raising o!
dollars from others.
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SPECIFIC FUNCTIONS OF TtiE BOARD
1. Formulate and approve long-range goals. Actively
participate in the formulation and final authorization of
the organisation's long-range direction. Approve or
delegate approval of annual objectives and priorities
established to achieve long-range direction. Approve or
da:yfi i.o approval or annual oblectives and priorities
established to achieve long-sange goals.
2. Formulate and adopt policies "and operating procedures.
3. Select, employ, provide periodic performance appzaisels,
-y --• - .. .....-.-:r, ..:su.isa the
chief executive.
4. Develop financial zesourca• for achieving goals. Tha
organization's financial development strategy must be
formulated and board members must actively participate in
generating Lha neeuarl' funding.
5. Adopt and monitor the organization's operating and
fiscal management procedures.
6. monitor the achievement oL goals and objectives. The
board must keep itself informed and insure flu load o!
evaluaeion, measurement, and performance reporting necessary
to assu^ the achievement o! goals and objectives.
7. Perform its lwa.l r..~w.1Y.i"~i~~ a ;,,,..,; muec act
for the corporation as set forth in the articles of
incorporation and bylaws.
8. Protect the ss'sats of the organization.
9. Form linkages with other community orgsnixations, both
public and private, to meet needs that are greater than
those that can be mat by the organization acting alone.
10. Interpret the organization to the community.
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AOLE OF A BOARD MEMBER
xoy sorenaon, zormer cniez executive officer of the San
Francisco YMCA, in his book Row to be a Board o Committee
Member has the beat explanaL ono the author ty o and
members outside the board meeting puions~
Board members have no legal authority outside of sessions, .
except when it is delegated. They moat be careful not to
aPPear to commit the board to any stand in pzlvate or public
statemenla which the board as a whole eight not approve.
Board numbers should carefully avoid interfering with the
efficient operation of the organisation. Theis intersat,
auggestiona, helpfuines• should be freely given, but in a
manner that does not appeas dictatorial or that does not cut
across staff Linea of authority and responaibiiity.
._
-- -~ vu. iwm~ivu vi inuividual ilOarn memDere t0
supervise etafi.
The beat rul• is that board members have authority only sa
members of the board ea a whole, and never as individuals.
They can, however, auks calls on people as requested, secure
needed information, report criticisms heard in the community
and their source,. attend organisation events, and help with
specific programs. '
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ASSESS YOUR E^Aiu^.
(Board IeEderahip checklist and worksh~
ACTIVITY S
YE$ AO FOA IONS
1. Hoard operate under a clear and ( ( ! ( ~'~
end up-to-data sat of bylaws with which all
members are familiar. '
2. Board has an elected Executive
Committee which reports fully to the
Doard on all actions taken.
3. Board ha^ standing coasnittees whicA
,meat regularly and report back.
4. 80s of board members att.~r ~aci.,,y,
5. Every board member serves on at least
one committee.
6. Board has diversity of experience, skills,
ethnic, racial, male-temnl• and age groups.
7. Nominating Committee uses established
criteria to recruit board me.~cbera
based on the obj actives of the
organization.
8. Newly elected board members are fully
oriented to what is expected.
9. Board includes in each meeting soma
educational or interpretation time.
ID. Board members era eUcted !or a specific
term.
33. Board has completed both long range
and short range planning.
12.,BOnrd meats at least 9 times yearly.
13. eoerd receives their agenda in advsnce.
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a1. Staff participates in committee and board i 1 ( ) x
aaetings ae appropriate.
***********************
CORRECTION
CORRECTION
***********************
f;
ASSESS YOUR BOARD
(Board leadership checklist and workshsatl
ACTIVITY
1. Hoard operates under a clear and
and up-to-dsts set of bylaws with which all
members are familiar.
2. Hoard has an elected Executive
Comoittee which reports fully to the
board on all actions taken.
3. Hoard has standing cosmittssa which
meet regularly and report back.
4. 801 of bosrd member attend meeting.
5. Every board member serves on at least
one committee.
6. Board has diversity of experience, skills,
ethnic, racial, male female and age groups.
7. Nominating Committee uses established
csicecis u+ aw~uii Vu~w m..,1i:::
based on the objectives of the
organization.
B. Newly elected board memDezs are fully
oriented to what is expected.
9. Board includes in each meeting some
sdueatlonal or interpretation Lima.
30. 9oard members era elected for a specific
term.
il. Hoard has completed bosh long range
and short range planning.
11. ,Board maces ac least 9 tima• yaatly.
13. Boesd receives their agenda in advance.
1~. Btaf! participates in committee end board
msetinq^ as appropriaG.
SUGGESTIONS
TES NO POR SNPROVESfEa'.
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CONRNFNTAL HULTH MANNGFMEM SYSTEMS, INC.
1E26 NORiN B1RiIXJ Pte'[
ANAHEIM, CALIFORNIA 92600
714/5358161
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CONFINFNTAL HFAIiM MANAGEMENT SV6TFMS, INC.
August 16, 1987
RANCHO CUCAMONGA FOUNDATION
P. O. Box 807
Rancho Cucamorga, CA 91730
~aaa worm n~no~ vioce MARVN HERSCNBERG
n~wne~m colnomio amoe ~. ~. ., e'..
n~e~ sss~e~ei
Attention: Mark Lorimer
Dear Foundation Members:
I wish to express the thanks of Continental Health Management
Systems, Inc. (OHMS) for your assistance in establishing a name
and a Board of Directors for the new hcspital in Rancho
Cucamonga. As we discussed, the establishment of a hospital in
Rancho Cucamonga will be one step toward improving the quality
of life for the citizens of the City, and you can feel proud of
your role in making the dream of the City and its citizens come
true.
In order to assist you in your task, and to help you brief Board
members of their role I have enclosed the following items:
1. A copy of the site plan and elevations as submitted to the
City.
2. A copy of a rendering of the hospital and medical office
complex.
3. Pictures of the OHMS outpatient Diagnostic Treatment Canter
(Brea).
4. A description of the services tentatively planned for the
hospital complex.
S. An outline of the responsibilities and obligations of a
Hoard membez.
Page Two
August 18, 1981
Mark Lormer
RANCHO CUCAMONGA FOUNDATION
1, and other member of CNMS, wiil be available to meet with you, and prospective
Board members, to answer any questions regarding the project or the role of the
Board member in more detail.
Once again i LnanK you for your interest and support.
Sincerely,
i
arvin Hers chberg
Director, Project Developrrent
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PROPOSED PLRNS FOR RAN CNO CUCAMONGA HOSPITAL
The hospital complex approved by the City of Ran chc Cucamonga will be located
;~ me pegvn~ C::caaorga ~°.U;ifiv;; ~a~K on a iv acre parcel at the intersect fon
of Spruce Avenue and Red Oak Street, The project is designed in four distinct
phases with the initial phase consisting of a three story medical office
building which will also house a full service Outpatient Diagnostic and
Treatment Center including but not limited to the following service:
1. Outpatient Surgery
2. X-Ray, including Cf Scanning
3. Full Service Laboratory
4. Home Health Servfces
5. Durable Medical Equipment
6. Cardio-Oiagnost is Center
7. GI Laboratory
8. Physical Therapy/Rehabilitation Services
9. Pharmaceutical Services
Also included in the office building will be space far physicians and dentists
as welt as administrative components of the hospital.
The second building will house a forty-nine (49) bed hospital containing (41)
private rooms plus (4) semi-private rooms, operating rooms and an emergency
room. In addition, the hospital will include the necessary support services
far x-ray laboratory, dietary, etc.
The final plans for the hospital are befog developed for submission to the City
and State for their approvai. These will be reviewed with Board members after
Board is formed.
MHD64
RESPONSIBiL IT IES AND OBLIGATIONS Of A HOSPITAL BOARD MEMBER
The major responsibilities of a Hospital Board of Directors and each of its
members are to ensure:
1. The community is provided services to improve their quality
of 1 ife.
2. The services are provided a* rcu,,,uaoie cost.
3. The services are designed to meet the needs of the community.
4. The hospital is operated in a fisca'. ly sound manner to remd in
viable.
In order to meet these obligations, the Board is granted the authority to do the
following:
1. Review physicians credentials, including education and
oerformance level, and grant or deny staff appointments
and privileges to each physician on a pe ri odfc basis.
2. To review and approve the goals and ob iect ive s. inrlnninn ramie
or services, designed to meet to community need.
3. To review and approve hospital budgets, including cost of
providing services and charges to the comnun ity for these
services.
Generally speaking the Board will consist of approximately 15 people who
represent the conmun ity which the hospital serves. The members of the Board
will provide a broad representation including business le atler s, common icy
leaders and physicians.
The Board will meet monthly and will also establish various committees as needed
such as: Financial Committee, Quality Review Committee, etc. These committees
will meet quarter l,v but can meet ogre frequently it in dicateC.
Soon after the formation of the Board, a formal retreat will be held to provide
an indepth educational program designed for Board members will be held. Thfs
will enable each board member to learn mare about the legal, moral and ethical
responsibilities and protections for the Board.
MHD63