HomeMy WebLinkAbout89/01/09 * * Amir TO AGENDA
RANCHO CUCAMONGA COMMUNITY FOUNDATION
Magic Lamp Restaurant
8189 Foothill Blvd.
Rancho Cucamonga, California 91730
Adjourned Meeting - January 9, 1989 - 3:00 p.m.
A. GAIL TO CORDER
1. Rall Call: Dutton , McNay , Beyersdorf , Mannerino ,
Barton
B. PRESENTATIONS
1. Oath of Office to Board nxmber - Tiina Ross.
C. OQNS NT CA112iDAR
1. Approval of Minutes - December 20, 1988.
2. Treasurer's Report - Period ending December 31, 1988.
D. FULIIDATICK BUSINESS
1. Selection of Board Members - Consideration of appointment to fill the
vacancy on the Board of Directors.
2. Election of Officers - Annual election of officers.
3. Approval of Policy - Fund Acceptance Criteria.
4. Art Competition - Recommendation for Foundation's sponsorship of the art
ccupetition.
5. Advisory Council Report - Update on the Advisory Council activities.
6. Grants and Donations - Consideration of requests for grants and donations.
7. Consultant Is Report - Update from John Rowett pertaining to Foundation
business.
9320 Base Line Road 0 P. O. Box 807 • Rancho Cucamonga, California 91730 • (714)989-1851
Camunity Foundation Agenda
January 9, 1989
Page 2
E. BOARD SER BUSINESS
This is the time for Foundation Board members to report on additional business
pertaining to the Foundation. No public testimony and no Board discussion or
action can occur on these items.
F. IDEW F7'CAnOff OF ITEMS PCR NElr PREMU
This is the time for the Foundation members to identify the items they wish to
discuss at the next meeting. These items will not be discussed at this meeting,
only identified for the next meeting.
G. QIPIIRICMICN S FIM TM PLIC
This is the time and place for the general public to address the Rancho
Cucamonga Ccummity Foundation Members. State law prohibits the Foundation
Members from addressing any issue not previously included on the Agenda. The
Foundation may receive testimony and set the matter for a subsequent meeting.
Cc mnents are to be limited to five minutes per individual.
H. ADJOURNMENT
I, Eva Merritt, Assistant Secretary of the Rancho Cucamonga Ccemunity
Foundation, hereby certify that a true, accurate copy of the foregoing agenda
was posted on January 4, 1989, seventy-two (72) hours prior to the meeting per
A.B. 2674 at 9320-C Base Line Road, Rancho Cucamonga, California.
AC,SNIIA
RANCHO CUCAMONGA COMMUNITY FOUNDATION
Magic Lamp Restaurant
8189 Foothill Blvd.
Rancho Cucamonga, California 91730
Adjourned Meeting - January 9, 1989 - 3:00 p.m.
A. CALL TO ORDER
1. Roll Call: Dutton , McNay , Beyersdorf , Mannerino ,
Barton
B. PRESENTATIONS
No items submitted.
C. CONSENT CALENDAR
1. Approval of Minutes - December 20, 1988.
2. Treasurer's Report - Period ending December 31, 1988.
D. FOUNDATION BUSINESS
1. Selection of Board Members - Consideration of appointment to fill the
vacancy on the Board of Directors.
2. Election of Officers - Annual election of officers.
3. Approval of Policy - Fund Acceptance Criteria.
4. Art Competition - Recommendation for Foundation's sponsorship of the art
competition.
5. Advisory Council Report - Update on the Advisory Council activities.
6. Grants and Donations - Consideration of requests for grants and donations.
7. Consultant' s Report - Update from John Rowett pertaining to Foundation
business.
9320 Base Line Road 0 P. O. Box 807 & Rancho Cucamonga, California 91730 * (714)989-1851
Community Foundation Agenda
January 9, 1989
Page 2
B. BOARD MEMBER BUSINESS
This is the time for Foundation Board members to report on additional business
pertaining to the Foundation. No public testimony and no Board discussion or
action can occur on these items.
F. IDENTIFICATION OF ITEMS FOR NEXT MEETING
This is the time for the Foundation members to identify the items they wish to
discuss at the next meeting. These items will not be discussed at this meeting,
only identified for the next meeting.
G. COMMICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the Rancho
Cucamonga Community Foundation Members. State law prohibits the Foundation
Members from addressing any issue not previously included on the Agenda. The
Foundation may receive testimony and set the matter for a subsequent meeting.
Comments are to be limited to five minutes per individual.
H. ADJOURNMENT
I, Eva Merritt, Assistant Secretary of the Rancho Cucamonga Community
Foundation, hereby certify that a true, accurate copy of the foregoing agenda
was posted on January 4, 1989, seventy-two (72) hours prior to the meeting per
A.B. 2674 at 9320-C Base Line Road, Rancho Cucamonga, California.
December 20, 1988
CITY OF RANCHO CUCAMONGA
Rancho Cucamonga Community Foundation
Regular Meeting
A. CALL TO ORDER
A regular meeting of the Rancho Cucamonga Community Foundation met on Tuesday,
December 20, 1988, at the Lion's Park Community Center, Forum, 9161 Base Line
Road, Rancho Cucamonga, California. The meeting was called to order at 7:30
p.m. by Chair Jeanne Barton.
Present were Board members: Bob Dutton, Betty McNay, Guy Beyersdorf, John
Mannerino, and Jeanne Barton, Chair.
Also present were: Staff representatives, Susan Mickey and Assistant Secretary,
Eva Merritt; Foundation Consultant, John Rowett.
B. PRESENTATIONS
No items submitted.
C. CONSENT CALENDAR
Cl. Approval of Minutes - October 18, 1988 and November 28, 1988.
C2. Treasurer's Report - Period ending October 31, 1988 and November 30, 1988.
C3. Approval of Policy - Fund Acceptance Criteria and Grant Agreement.
MOTION: Moved by Dutton, seconded by Mannerino to approve the minutes of
October 18, 1988 and November 28, 1988 and the Treasurer's Reports of October
31, 1988 and November 30, 1988. Motion carried unanimously 5-0.
MOTION: Moved by Mannerino, seconded by Dutton to approve the Grant Agreement.
Motion carried unanimously 5-0.
ACTION: Board members directed staff to return the Fund Acceptance Criteria
back to the Policy Committee as they felt it was incomplete.
Chair Barton mentioned that the Foundation was in receipt of a $150,000 grant
from Ralph and Goldie Lewis for the San Antonio Community Hospital Foundation.
ACTION: Board members accepted the grant and directed staff to contactthe San
Antonio Community Hospital Foundation prior to the mechanics of this donation.
Chair Barton was to contact Ralph and Goldie Lewis.
Community Foundation Minutes
December 20, 1988
Page 2
D. FOUNDATION BUSINESS
D1. Selection of Board Member - Consideration of appointment to fill the
vacancies on the Board of Directors.
MOTION: Moved by Mannerino, seconded by Beyersdorf to recommend Tiina Ross to
fill the vacancies on the Board of Directors. Motion carried unanimously 5-0.
ACTION: Staff to obtain residential address of Bill Courtney.
D2. Amendment of Bylaws - Consideration of amending the Bylaws regarding what
constitutes a quorum, and changing the day the annual election is held on.
Staff report presented by Susan Mickey, Staff Assistant.
Ms. Mickey referred to the changes in the Bylaws in Article V, Section 11, and
Article VI, Section 2 shown as follows:
ARTICLE V
SECTION 11 . Quorum. A majority of the total number of voting
Directors akai-i who are presently holding office shall constitute a
quorum for the transaction of business at every meeting. Every act or
decision done or made by a majority of the Directors present at a
meeting at which a quorum is present shall be regarded as the act of
the Board of Directors.
ARTICLE VI
SECTION 2. Election. The Board of Directors shall elect all officers
of this corporation for terms of one (1) year, or until their
successors are elected and qualified. The annual election shall be
held on the third Mendap Tuesday in January. All officers shall be
drawn from the Board membership.
MOTION: Moved by Mannerino, seconded by Dutton to amend the Bylaws as stated
above. Motion carried unanimously 5-0.
D3. Friends of the Library - Discussion regarding the disposition of the
donation made to the Friends of the Library.
Discussion followed in which the Board members stated that the letter in which
they received from the Barton' s read that the donation was to be for books.
The Friends of the Library stated that their need was for resource materials as
these items would stay within the City, as the books are the property of the
County of San Bernardino and they do not necessarily stay in one Library.
Community Foundation Minutes
December 20, 1988
Page 3
The Board members suggested that they resubmit another letter clearly stating
what their need is for the Rancho Cucamonga Library.
Chair Barton called a recess at 8:25 p.m. Meeting reconvened at 8:30 p.m.
*******
D4. YMCA Donations - Discussion of letter received from the YMCA regarding
donations.
Board member Dutton stated that he was in receipt of a donation of $150,000 for
the YMCA Building Development Fund from Ralph and Goldie Lewis.
ACTION: Board members directed staff to send a thank you letter to Ralph and
Goldie Lewis on behalf of the Foundation.
* * * *
D5. Directors Liability Insurance - Update on status of Director' s Liability
applications. Staff report presented by Susan Mickey, Staff Assistant.
Ms. Mickey stated that both, companies- refused to give a quote because of Prop.
103. Another company stated that they would give a quote, and would have it
ready in two weeks.
Board members suggested that the Foundation sign up with the Clover Insurance
(with underwriter Averbeck Company), as too much time has pasted on this item.
MOTION: Moved by Mannerino, seconded by Dutton to accept the Clover Insurance
premium. Motion carried unanimously 5-0.
* * * *
D6. Advisory Council Report - Update on the Advisory Council activities. Staff
report presented by Susan Mickey, Staff Assistant.
Ms. Mickey gave updates on the following:
* Policy Committee - working on Art in Public Places and have submitted
to planning for approval.
* Fundraising Committee - working on the Mayor's Charity Ball.
Board members considered the changing the name of the Charity Ball and agreed
that it should reflect the Foundation' s efforts.
MOTION: Moved by Beyersdorf, seconded by Dutton to change the name of the Ball
from the Mayor' s Charity Ball to the Rancho Cucamonga Community Foundation
Benefit Ball. Motion carried unanimously 5-0.
Community Foundation Minutes
December 20, 1988
Page 4
ACTION: Board members requested that the Fundraising Committee submit a budget
for the Charity Ball and that from this point forward staff include the action
minutes of the Committees in the Foundation' s Agenda packet.
* Community Relations Committee - working on the Foundation' s brochure.
They had received a bid, but felt it came in too high. They are
checking with other companies to obtain other bids.
* Program Committee - working on scholarships for Visual and Performing
Arts which are to be presented at the RCCF Benefit Ball
* Spring Arts Festival - working on the art exhibit and the run.
D7. Consultant's Report - Update from John Rowett pertaining to Foundation
business.
Mr. Rowett suggested that the Board members set-up a workshop meeting date as
soon as possible.
ACTION: Mr. Rowett submitted his report. Report was received and filed.
E. BOARD MEMBER BUSINESS
No items submitted.
F. IDENTIFICATION OF ITEMS FOR NEXT MEETING
1. Approval of minutes
2. Approval of Treasurer's Report.
3. Selections of Board members.
4. Election of Officers.
5. Approval of the Fund Acceptance Criteria.
6. Foundation' s sponsorship of Art Competition.
7. Advisory Council Report.
8. Considerations of request for Grants and Donations.
9. Consultants Report.
* * * * * *
G. COMMUNICATIONS FROM THE PUBLIC
No items submitted.
* * * * * *
Community Foundation Minutes
December 20, 1988
Page 5
H. ADJOURNMENT
The meeting was adjourned to a specially scheduled meeting on Monday, January 9,
1989, at 3:00 p.m. , and the workshop is to follow. Both meetings are to be held
at the Magic Lamp Restaurant, 8189 Foothill Blvd. , Rancho Cucamonga, California.
MOTION: Moved by Dutton, seconded by Mannerino to adjourn the meeting. Motion
carried unanimously 5-0. The meeting adjourned at 9:20 p.m.
Respectfully submitted,
Eva Merritt
Assistant Secretary
Approved:
ANION EUr
RANCHO CUCAMONGA COMMUNITY FOUNDATION
932FASURER'S IUM40FE
Period ceding - December 31, 1988
BegiTwLing Cash Ralanc e
General Fund $ 24,382.78
Friends of the Library - Donation 10,000.00
from Jim & Jeanne Barton
Jack McNay Memorial Fund 6,092.77
Tcytal Regir>nir>g Cash Balance $ 40,475.55
EHIKX TS
Interest Earned - Checking 168.92
Miscellanous - Sale of crystal boxes 170.00
from 1988 Mayor's Ball
Y.M.C.A. - Donation from 150,000.00
Ralph & Goldie Lewis
San Antonia Hosptital - Donation 150,000.00
from Ralph & Goldie Lewis
Total Deposits $300,338.92
EXPENSES
Price-Rowett - Consulting Services 500.00
Graphic Impressions 1,484.00
Donation to Y.M.C.A. 150,000.00
Donation to San Antonio Comm. Hosp. 150,000.00
Clover Insurance 2,827.50
Welding Industry - Helium Tank Rental 38.92
Total Egxmses $304,850.42
ENDING CASH BAIL
General $ 19,779.34
Friends of the Library - Donation 10,000.00
from Jim & Jeanne Barton
Jack McNay Memorial Fund 6,184.71
Total Fading Cash RalamP $ 35,964.05
Res y submitted,
:'
1WVMNPJbUR--F, TRFASURER-SECRETARY
Account Balance as of 10-31-88 $ 13,791.55
ti:Agency Investment Fund $ 25,000.00
9320 Base Line Road • P. O. Box 807 • Rancho Cucamonga, California 91730 • (714)989-1851
RANCHO CUCAMONGA COMMUNITY FOUNDATION
TREASURER'S REPORT
PERIOD ENDING , 1988
OecC Pc
Beginning .Cash Balance - General Fund $35T914,94 3 `r , `
Beginning Cash Balance - Jack McNay Mem. Fund1
Total Beginning Cash Balance S
DEPOSITS - General
Int est earned - checking ► ��.4 i�-
( Total Deposits .3c>c 3 g c1 2
EXPENSES - General
PR Seminars 500.00
16.yr �i6
"'f" c
Tlie__Country,_.Gent lemen f �
---f ret---S-tef fe] 3 3
Welding Ind. lg.46 33 sr� 't Z
City--of—R £ttc�a -34.98 -
Total Expenses 886.51 - 1 C) 'q' �0 `� Z
Ending Cash Balance - General 34 ,382,-7& `/
Ending Cash Balance - Jack McNay Mem. Fund 6;092-.47 ;
Total Ending Cash Balance 9�y o5
Respectfully submitted,
GUY BEYERSDORF, TREASURER-SECRETARY
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AMENDMEUr
RANCHO CUCAMONGA COMMUNITY FOUNDATION
'S Its
Period Fading - December 31, 1988
Beginning Cash Balance
General Rand $ 24,382.78
Friends of the Library - Donation 10,000.00
from Jim & Jeanne Barton
Jack McNay Memorial Fund 6,092.77
Total Beginning Cash Ha]anoe $ 40,475.55
DEPOSTTS
Interest Earned - Checking 168.92
Miscellanous - Sale of crystal boxes 170.00
from 1988 Mayor's Ball
Y.M.C.A. - Donation from 150,000.00
Ralph & Goldie Lewis
San Antonia Hosptital - Donation 150,000.00
from Ralph & Goldie Lewis
Total Deposits $300,338.92
EXPENSES
Price-R,owett - Consulting Services 500.00
Graphic Ingressions 1,484.00
Donation to Y.M.C.A. 150,000.00
Donation to San Antonio Comm. Hosp. 150,000.00
Clover Insurance 2,827.50
Welding Industry - Helium Tank Rental 38.92
Total Eq3erw3es. $304,850.42
ENDING CASH BALANCE
General $ 19,779.34
Friends of the Library - Donation 10,000.00
from Jim & Jeanne Barton
Jack McNay Memorial Fund 6,184.71
Total Ending Cash Bala*Y'P $ 35,964.05
Res y submitted,
r'
TREASURER-SEX3ZE,TARY
Account Balance as of 10-31-88 $ 13,791.55
1 Agency Investment Fund $ 25,000.00
9320 Base line Road 0 P. O. Box 807 • Rancho Cucamonga, California 91730 • (714)989-1851
— CITY OF RANCHO CUCAMONGA c 'CA 0
STAFF REPORT
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1977
DATE: December 28, 1988
TO: Rancho Cucamonga Community Foundation Board of Directors
FROM: Susan Mickey, Administrative Aide
SUBJECT: Art Competition
Recommendation:
Staff recommends that the Board of Directors sponsor the Art Competition which
will be held to place a piece of art work at the new Civic Center site.
Background:
The Rancho Cucamonga Community Foundation has been asked by the City of Rancho
Cucamonga to sponsor an Art Competition to promote the new Civic Center. The
City's role, along with help from Ginger Eaton of Chaffey College, will be to
organize the competition by creating the "Call to Entries", soliciting judges,
and arranging the details of the competition itself ie. publicity, brochures and
formulating competition criteria. Technical assistance will be provided by the
Arts Foundation of San Bernardino by way of helping to select judges.
The Foundation' s role in the competition will be to solicit donors (benefactors,
patrons) for the Competition. It has been suggested that a prize of no less
than $25,000 be awarded to the winner of the Competition. With an allowance of
$2,500 for judges fees and $2,500 for advertising and publicity, this would
result in a total of no less than $30,000. (Please see the attached copy of the
budget) . The Foundation might want to approach one or two major sponsors
initially as their names will be on public display in the new Civic Center and
would be considered an excellent method of public relations. The Foundation is
being asked to host one or two receptions during the course of the Competition.
Please see the attached
The committee is hoping to attract well- known, professional artists who will be
able to capture the essence of Rancho Cucamonga. It is necessary to select
judges who are not only well-respected in the field of art, but are familiar
with the Rancho Cucamonga area. The goal is to gain attention for the City of
Rancho Cucamonga and to promote cultural awareness within the City. The Art
Competition would act as a springboard for the proposed Art in Public Places
Policy.
ART COMPETITION SCHEDULE
FEBRUARY ------ Kick-Off Press Conference
MARCH --------- Call to Entries mailed and available
JUNE ---------- Deadline for receipt of Entries
JULY/AUGUST --- Public Showing for all proposal entries - slide show
AUGUST -------- Proposal judging/Reception (3-5 stipends awarded for artists
to produce models of their work)
OCT/NOV ------- Receive models 2 weeks prior to Final Judging
OCT/NOV ------- Final Judging - Select winner of Commission - Awarding of
Contract - Reception to be hosted by RCCF
FEB 1990 ------ Completion/installation of artwork 1-2 weeks prior to the
unveiling
FEB 1990 ------ Charity Ball at the Civic Center with RCCF approval-
unveiling ceremony
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: December 27, 1988
TO: Rancho Cucamonga Foundation and Advisory Council Members
FROM: Susan Mickey, Administrative Aide,,�11�-
SUBJECT: Foundation and Advisory Council Committee Meetings
Attached are copies of notes from all December Advisory Council committee
meetings.
Below is a schedule for January meetings. Please feel free to attend any of the
meetings.
Wednesday, January 4, 1989 - Mayor's Ball - Jeanne Barton's - 11 :00 a.m.
Wednesday, January 4, 1989 - Advisory Council - Jeanne Barton' s - noon
Monday, January 9, 1989 - Board of Directors - Magic Lamp - 3 p.m.
Monday, January 9, 1989 - Board Workshop - Magic Lamp - 4 p.m.
Wednesday, January 11, 1989 - Facilities - Arthur Young - noon
Friday, January 13, 1989 - Community Relations - Chamber of Commerce - noon
Tuesday, January 17, 1989 - Program - Chamber of Commerce - noon
Tuesday, January 17 , 1989 - Policy - John Mannerino' s - 5 :30 p.m.
Thursday, January 19, 1989 - Fundraising - Wm. Lyon Co. noon
Friday, January 20, 1989 - Spring Arts Committee - Chamber of Commerce - noon
cc. Jack Lam
Duane Baker
Joe Schultz
Kathy Sorenson
Notes - Program Committee - December 13, 1988
Members Present:
Janet Nix - Chair
Tiina Ross
Grace Jones
Sharon Baer
Guy Beyersdorf - Board Member
Betty McNay - Board Member
John Rowett - Consultant
Kathy Sorenson - Staff
Susan Mickey - Staff
Discussion of scholarships to be awarded at the Mayor's Charity Ball began the
meeting. Janet Nix stated she was still in the process of working out the
details, but would have it ready for the next meeting.
The Spring Arts Festival was also discussed. Kathy Sorenson, a representative
from Community Services, stated that their department was having their annual
"Air Day" at Beryl Park on April 15, 1988. It was hoped that that activity, the
Tony Melendez concert and the Foundation Arts Festival could all be worked in
together, thereby maximizing the audience. The run could be held from 8 -10
a.m. , while Air Day would begin at 10 a.m. This would avoid potential audience
conflicts. Sharon Baer was given the name of Rob Logan as the man who is
working with the City on their run in June.
The need for doing some planning for future programming was discussed. One idea
mentioned was a Christmas program at Gardiner Spring Auditorium involving High
School bands, choral groups, etc. A Music in Education program was also
discussed . Tiina Ross was to speak with a representative of the Foothill
Philharmonic about appearing at the next program meeting. The organization is
involved with the Music Center in Los Angeles.
Once the application has been received from the Friends of the Wignall , the
Program Committee has recommended that it be sent on to the Advisory Council .
There was some discussion regarding whether the mission of the Foundation is
strictly to promote the arts or whether human services should also be addressed.
Guy Beyersdorf, speaking for himself, stated that to enhance the "quality of
life" should be the criteria. It was felt that the Board needed to address this
issue in its workshop and then communicate its decision to members of the
Advisory Council .
The art auction was discussed and it was felt that it would be better to have it
in March so that it did not conflict with Mayor' s Ball plans. Mr. Beyersdorf
stated that he felt more money could be made in an auction rather than selling
outright. A Saturday afternoon was suggested. Mr. Beyersdorf is to continue
researching this with regard to storage facilities, etc.
The next meeting will be held on Tuesday, January 17, 1988 at the Chamber of
Commerce at noon.
Notes - Facilities Committee - December 14, 1988
Members present:
Bill Courtney - Chair
Drew Handley
Susan Mickey - Staff
Discussion centered on reports on those theater facilities impacting Rancho
Cucamonga. Alta Loma High School , as did all of the school facilities, was felt
to have limited scheduling due to school use. Technical problems such as the
lighting still need to be resolved. The physical condition of the auditorium is
still in need of repair and restoration. Due to the lack of air conditioning,
audience comfort was questionable for a considerable time of the year. The
location of the auditorium was considered to be good. However, in a sold-out
performance, parking might be a problem.
Gardiner Spring is both technically and aesthetically complete. Mr. Handley felt
that smaller productions might be lost due to the size of the auditorium, but
felt any type of performance might be held there. Parking was the major problem
to be solved in that on-street parking is generally all that is available.
The Fontana Performing Arts Center, because of the size of the stage, would be
limited to choral groups, lecturers and small performing groups . Audience
comfort was not a consideration as the theater was well-appointed. Parking was
not a problem for consideration. Technically, the theater was not on a par with
Gardiner Spring, but was suitable for small productions.
Chaffey College theater and Upland High School theater will be considered at the
next meeting.
The next meeting will be Wednesday, January 11, 1989, at the Arthur Young Co.
Notes - Fundraising Committee - December 15, 1988
Members Present:
Sharon Baer - Chair
Grace Jones
Drew Handley
Hal Overton
Guy Beyersdorf - Board Member
Jeanne Barton - Board Member
John Rowett - Consultant
Susan Mickey - Staff
The first item of discussion were the timed objectives. It was suggested that
Guy Beyersdorf organize a "deferred gifts" committee composed of himself, John
Mannerino, Bill Courtney and Betty McNay. He felt that a group comprised of
those individuals would be able to create and implement a plan. He hoped to
have this in place some time in January.
Staff was to develop a timeline for the Mayor' s Ball and submit it to Hal
Overton for the Advisory Council ' s next meeting.
The Spring Arts Festival Committee is due to meet on Wednesday, December 21,
1988, and Staff will prepare a timeline for this event after the meeting.
At this point, all of the objectives of this committee are on track. Sponsors
are being approached with requests to contribute to the Foundation and its
specific programs.
The next meeting of the Fundraising Committee will be Thursday, January 19, 1989
at the William Lyon Co. at noon.
Notes - Community Relations - December 9, 1988
Members Present:
Tiina Ross
Maggie Stamm
Betty McNay - Board Member
Jeanne Barton - Board Member
Susan Mickey - Staff
The first topic of discussion was the brochure. Jeanne Barton said that she
would like to have Communico provide the committee with a couple of examples of
the logo before making a decision. Maggie Stamm was to speak with Communico
about this. Printing of the brochure was another topic of discussion. Maggie
Stamm will speak with Jim Anderson of Chaffey College about doing the printing.
It was felt that 4 color was preferable to 2 color.
Maggie Stamm and Jeanne Barton were to contact other public relations firms
about them handling a "total PR package" for the Foundation. It was felt that a
better deal could be made. It was also suggested that the committee negotiate
with Communico for a better price.
The next meeting was scheduled for January 13, 1989 at noon at the Chamber of
Commerce.
Notes - Policy Committee - December 20, 1988
Members Present:
Maggie Stamm
John Mannerino - Board Member
Guy Beyersdorf - Board Member
Jeanne Barton - Board Member
Bob Dutton - Board Member
John Rowett - Consultant
Susan Mickey - Staff
Members met briefly to discuss adopting a fee policy similar to that of the San
Diego Foundation. Staff was asked to check with other Foundations regarding
their fee policies and to report at the next meeting. It was felt that some
type of fee policy should be adopted regarding the use of the Foundation to
channel funds in order to make it worthwhile for the Foundation.
Staff was asked to contact the SACH Foundation regarding the donation made by
Ralph Lewis to San Antonio Hospital through the Rancho Cucamonga Community
Foundation. A photo session was set up with Chairpeople from both Foundations,
a representative from the Hospital , and Ralph Lewis.
The next meeting is scheduled for 5 :30 p.m. on January 17, 1989 at the office of
John Mannerino.
RCCF BENEFIT BALL BUDGET
BUDGET ACTUAL
DINNER - FILET MIGNON @ $24/PERSON $ 6,600
HORS D'OEUVRES - $7/PERSON 1 ,855
WINE - GAMAY BEAUJOLAIS @ $11/BOTTLE
25 BOTTLES
WENTE CHARDONNAY @ $13.50/BOTTLE
50 BOTTLES 825
BAND - THE SENTIMENTALISTS 500
GIFTS - CARAFES @ $6 EACH 1,650
SPONSOR'S AWARD @ $60 EACH 600
INVITATIONS 1,484
ENTERTAINMENT - STRING QUARTET, SINGER 500
MISCELLANEOUS 750
$ 14,764
Notes - Spring Arts Festival - December 21, 1988
Members Present:
Sharon Baer
Laura Mix
Ginger Eaton
John Rowett - Consultant
Susan Mickey
Sharon Baer began the meeting with a quote on event insurance for the Festival .
The quote came in at $1,000. Since this seemed quite high, it was suggested she
check into other companies. Ms. Baer stated that plans for the run are on
target and that she would check with the man who is helping the City organize
its' run. The run is to take place on Saturday, April 15 , 1989 from 8 a.m. to
10 a.m.
Jules Majiar and the Ambassadors will handle the kick-off dinner Friday evening,
April 14, 1989. The time and place are yet to be determined. The dinner will
act as more of a "friend-raiser" than a "fund-raiser".
Ginger Eaton is handling the art show. Laura Mix offered to work with her on
this. A building of approximately 4 - 7,000 square feet is necessary if all of
the art is to be displayed together. If a location cannot be found, it was
suggested that art be displayed in various businesses throughout the City. This
might be a way for some sponsorship and promotion from the business community.
A string quartet or some musical group to perform at the Art Exhibit was
considered a necessary component for the Festival . It was suggested that Bill
Perkiss coordinate this effort. Staff was to contact Mr. Perkiss.
Mr. Rowett had developed a tentative timeline for the event. It is as follows :
January 18, 1989 - A complete plan is to be ready for each element of the
Festival
February 13, 1989 - Final budget prepared and submitted along with plans to the
agenda.
February 17, 1989 - All print material and publicity is coordinated and ready
March 8, 1989 - All programs complete and talent secured
March 13, 1989 - Final event plan
March 29, 1989 - Final committee meeting
The next committee meeting is scheduled for January 20, 1989 at noon at the
Chamber of Commerce.
BYLAWS OF
THE RANCHO CUCAMONGA COMMUNITY FOUNDATION
ART I CLE I
Name
The name of this corporation shall be the Rancho Cucamonga Community Foundation.
ARTICLE II
Principal Office
The principal office of this corporation for transaction of business is located
in the City of Rancho Cucamonga and the County of San Bernardino, California, at
9320 Base Line Road, Rancho Cucamonga, California 91701 . The Board of
Directors has full power and authority to change the principal office of this
corporation from one location to another in the City of Rancho Cucamonga,
California.
ARTICLE III
Purpose
The purposes of the Rancho Cucamonga Community Foundation are to lessen the
burdens of government and to promote and support the cultural, recreational, and
human services needs of the City of Rancho Cucamonga.
ARTICLE IV
Membership
This corporation shall have no members other than the persons constituting its
Board of Directors. The Board of Directors shall, under any statute or rule of
law, be the members of this corporation and shall have all the rights and powers
members would otherwise have.
ARTICLE V
Board of Directors
SECTION 1. Number of Directors. The Board of Directors shall consist of seven
(7) voting members.
SECTION 2. Power of Directors. Subject to the provision of the California
Nonprofit Corporation Law and any limitations in the Articles of Incorporation
and these Bylaws, the business and affairs of this corporation shall be managed,
and all corporate powers shall be exercised by or under the direction of the
Board of Directors.
The Board of Directors may delegate the performance of any duties or the
exercise of any powers to such officers or agents as may from time to time by
resolution be designated.
SECTION 3. Selection and term of Office. The Board of Directors shall be
comprised of seven (7) members elected by a majority vote of the full City
Council. Each Board Member shall serve for a term of four (4) years; except for
the first seven (7) members elected to the Board of Directors, of which four (4)
members shall serve terms of four (4) years each and three (3) members shall
serve terms of two (2) years each. Terms of office for the first seven (7)
members shall be determined by a random draw.
SECTION 4. Vacancies. A vacancy in any Director position because of removal,
death, resignation, expiration of term or otherwise, shall be filled by a three-
fifths (3/5) vote of the Rancho Cucamonga City Council. Any person selected to
fill a vacancy on the Board of Directors shall hold office for the unexpired
term of his or her predecessor in office, subject to the power of removal
contained herein.
SECTION 5. Voting. Each member of the Board of Directors shall have one vote.
There shall be no proxy voting permitted for the transaction of any of the
business of this corporation.
SECTION 6. Annual Meeting. There shall be an annual meeting of the Board of
Directors on the third Tuesday in January each year.
SECTION 7. Meetings. Meetings of the Board of Directors for any purpose or
purposes shall be called at any time by the Chairperson. The Chairperson shall
be required to call a meeting upon the joint request of any member of the Board.
All meetings of the Board of Directors shall be governed by Robert's Rules of
Order, including such revisions thereof as may from time to time be published,
except insofar as such rules are inconsistent with these Bylaws, with the
Articles of Incorporation, or with applicable law.
SECTION g. Place of Meetings. Meetings of the Board of Directors shall be held
at any place within this State which has been designated from time to time by
resolution of the Board or by written consent of all members of the Board. In
the absence of such designation, meetings shall be held at the Ranch Cucamonga
City Hall.
SECTION 9. Notice of Meetings.
(a) Written notice of every regular meeting shall be given to each Director at
least seven (7) days before each meeting. Notice may be delivered personally or
by mail to the last known address of the addressee and, if mailed, is complete
upon mailing. Written notice of any meeting shall also be given pursuant to
this subsection to any person who requests such notice in writing.
(b) An agenda listing the matters to be considered at each meeting shall be
given to each Director, and to any person so requesting, at least seven (7) days
before the meeting.
(c) Notwithstanding anything in the section to the contrary, the Chairperson
may call an emergency meeting of the Board without giving the normal notice if
such a meeting is necessary to discuss any unforeseen emergency condition. An
Bylaws of the Community Foundation
Page 3
emergency condition for the purpose of this subsection is any condition that, if
not addressed by the Board promptly, may result in a detriment to this
corporation or to the City of Rancho Cucamonga. Notice of any emergency meeting
may be delivered personally, telephoned or mailed, and shall be received at
least twenty-four (24) hours before the time of such meeting.
SECTION 10. Open Meetings. All meetings of the Board shall be open and public,
and all persons shall be permitted to attend any meeting of the Board, provided,
however, that the Board may hold closed sessions during any meeting to consider
those matters that may lawfully be considered in such sessions under Chapter 9
of Part 1 of Division 2 to Title 5 of the Government Code, commencing with
Section 54950.
SECTION 11. Quorum. A majority of the total number of voting Directors who are
presently holding office shall constitute a quorum for the transaction of
business at every meeting. Every act or decision done or made by a majority of
the Directors present at a meeting at which a quorum is present shall be
regarded as the act of the Board of Directors.
SECTION 12. Removal of Directors. Directors of this corporation may be removed
at any time without cause by the vote of four (4) Directors, subject to the
approval by a three-fifths (3/5) vote of the City Council. This section is not
subject to amendment, change or alteration in any of its clauses or provisions
without the consent of the Rancho Cucamonga City Council.
SECTION 13. Compensation. The Directors of the corporation shall be allowed
and paid their actual and necessary expenses incurred in attending the meetings
of the Board and such other amounts as may be fixed from time to time by the
vote of a majority of the Board.
ARTICLE VI
Officers
SECTION 1. Officers. The officers of this corporation shall be a Chairperson,
Vice Chairperson, and Secretary-Treasurer.
SECTION 2. Election. The Board of Directors shall elect all officers of this
corporation for terms of one (1) year, or until their successors are elected and
qualified. The annual election shall be held on the third Tuesday in January.
All officers shall be drawn from the Board membership.
SECTION 3. Chairperson. Subject to the control of the Board of Directors, the
Chairperson shall preside at all meetings of the Board, and shall have such
other powers and duties as may be prescribed from time to time by the Board of
Directors. The Chairperson shall have a vote on all matters.
Bylaws of the Community Foundation
Page 4
SECTION 4. Vice Chairperson. In the absence of disability of the Chairperson,
the Vice Chairperson shall perform all the duties of the Chairperson. The Vice
Chairperson shall have such other powers and perform such other duties as may be
prescribed from time to time by the Board of Directors.
SECTION 5. Secretary-Treasurer. The Secretary-Treasurer shall assist the
Chairperson in the preparation of the agenda' s for the meetings, shall keep a
full and complete record of the proceedings of all meetings of the Board of
Directors, shall keep the seal of this corporation and affix the same to such
papers and instruments as may be required in the regular course of business,
shall provide such notices as may be necessary and proper, shall supervise the
keeping of the books of this corporation and shall discharge such other duties
as pertain to the office or as prescribed by the Board of Directors. The
Secretary-Treasurer shall be the chief financial officer of this corporation
and, if so required by the Board of Directors, shall give a bond for the
faithful discharge of his or her duties in such sum and with such surety as the
Board of Directors shall deem appropriate. The Secretary-Treasurer shall submit
an annual report to the Board on or about the first Monday in October of each
year. In case of the absence or disability of the Secretary-Treasurer, or his
her refusal or neglect to act, such notices may be provided by the Chairperson,
or by the Vice Chairperson or by any person thereunto authorized by the
Chairperson or by the Vice Chairperson, or by the Board of Directors.
ARTICLE V I I
Defense and Indemnification
This corporation shall defend any Director who is a party or is threatened to be
made a party to any proceeding, other than an action by or in the right of the
corporation, by reason of the fact that such Director is or was an agent of this
corporation, and will indemnify any such Director against expenses, judgments,
fines, settlements and any other amounts actually and reasonably incurred in
connection with such proceeding if such Director acted in good faith and in a
manner such Director reasonably believed to be in the best interest of this
corporation and, in the case of a criminal proceeding, if such Director had no
reasonable cause to believe the conduct was unlawful.
ARTICLE VIII
Conflict of Interest
No member of the Board of Directors shall be financially interested in any
contract or other transaction entered into by the Board of Directors, and any
contract or transaction entered into in violation of this is void. No Director
may utilize information obtained by reason of Board membership for personal
gain, and the Board of Directors may recover any such gain realized.
Bylaws of the Community Foundation
Page 5
ARTICLE IX
Amendment of Bylaws
These Bylaws may be amended at any regular meeting of the Board of Directors by
a majority vote of the total voting membership of the Board of Directors,
providing that the amendment has been submitted in writing at the previous
regular meeting.
Revised - Council meeting 2/4/87, 12/20/88
SEMINARS
5241 S. Ohio Street - Yorba Linda, CA 92686 - (714) 869-2965 - (714) 777-2035
RANCHO CUCAMONGA COMMUNITY FOUNDATION
CONSULTANT'S REPORT FOR DECEMBER.i98
1 .Meetingss Your consultant participated in,and provided information
and guidance for, the following meetings related to the Foundation:
December 13, 12 :00- 2 s 00 p.m. - Program Committee meeting-7
at Chamber of Commerce
December 15, 11 : 00-12s00 p.m. - Benefit Ball Committee at
Wm. Lyons Company
December 15, 12 : 00- 2: 00 p.m. - Fundraising Committee at
Wm. Lyons Company
December 20, 5s30- 6 : 30 p.m. - Policy Committee at John
Mannerino' s office
December 20, 7 :30- 9:30 p.m. - Foundation Board meeting
at Lion' s Park Comm.Ctr.
December 21 , 12 :00- 2 : 00 p.m. - Spring Arts Festival meet-
ing at Chamber of Commerce
2.Deferred Gifts Program: Attached to this report is copy which was
prepared for inclusion in the RCCF information brochure. It is
suggested that this same copy,with some minor alterations, be used
in local publications in the form of an advertisement (perhaps we
could promote some free space). This would further alert people to
these unique giving opportunities.
3.Workshop: Your consultant has prepared materials and an agenda for
the January 9th Board Workshop to be held at the Magic Lamp restaur-
ant. The 4 to 10 p.m. workshop will be preceded by a 3 p.m. Founda-
tion Board meeting.
All Board members are urged to attend this important meeting since
we will attempt to clarify .the RCCF mission and goals and establish
a work plan and budget for the 1989 calender year.
4.Recommendationss Additional members are needed for all the working
committees of the Foundation,especia lly the Benefit Ball and the
Spring Arts Festival committees. The Fundraising Committee also
needs to be expanded to at least three times its cuurrent number.
Board members are encouraged to assist in recruiting additional
volunteers as rapidly as possible.
copy for insert page in RCCF information folder
(see sample for type sizes )
LOOKING FOR. . . .
* GUARANTEED ANNUAL INCOME
A guaranteed amount every month for life!
* WORRY-FREE ASSET MANAGEMENT
No management worries, no management fees.
* TAX SAVINGS
Substantial income tax deduction-now and in
future years.
Reduction in estate taxes. Avoidance of capital
gains taxes.
* A WAY TO PERPETUATE VALUABLE
CULTURAL PROGRAMS IN THE FUTURE
If so, then talk to us aboutia
,RCCF Unitrust
.RCCF Annuity Trust
.RCCF Pooled Income Fund
-RCCF Retained Life Estate in a Personal Residence
These programs may be funded with cash,securities,real estate
or other types of property. For information without obligation
regarding these programs or giving through Wills,
Write or call
Rancho Cucamonga Community Foundation
P.O. Box 807,Rancho Cucamonga,CA 91730
(714) 989-1851
NMING organization's
you read an interview with your
WMEN 'feelint starts with a organization's chairman of the board in
g of secu- which he says if he ever goes to another
Yom■' rity.That's when you know you're in chicken banquet and has to sit squeezed
trouble. To have a successful meeting,of at a table with nine other human sar-
GO course. it's required that there be a sense dines,he's going to stuff the white table-
of panic right up to the last minute. So, cloths and blue napkins down the throat
Z8
WR&%. be forewarned,the first sign that things of whomever is responsible.
will go wrong is that nothing is going Immediately,you do two things. You
wrong. vow never to read the morning paper ever
GOWM& again.and you phone the banquet hall
COUNTDOWN—ONE MONTH. and tell them to hold it! You rush back to
The brochures have just been the banquet hall and faceface with
is
GO WNW" mailed. Not one single error in the copy a hotel manager who is talking
faster
and the design has the look of an award than the announcer in a Federal Express
Eben when vou'Ye winner. Even the photograph of your key- commercial. When she takes a breath
note speaker is slick and professional. you push the newspaper article in her
prepared for it, the Early responses are already beginning to face. She fumes.snorts,and eats the
come in. You relax at your desk,open the newspaper.
117m st still happens. morning paper,and there,on page A-4 is You find another banquet hall. Un-
that same slick photo of your keynote fortunately,there are only two facilities
B1' JOHN DAVID SIDLEI- speaker under the headline"Area Man available.One is 500 seats short of what
Indicted for Corporate Insider you need,and the other has 8,000 seats
Profiteering." too many and will be closing up a rodeo
You recal I your brochures faster than the night before your event. You opt for
Tylenol.and scramble to replace the the post-rodeo and hope to hide the odor
crook. But,even the mediocre speakers with lemon-scented centerpieces.
have been booked. So,you settle for a
humorous juggling act. Vito Vasselli, COUNTDOWN—ONE WEEK.
who specializes in juggling home-grown They're calling you a genius. First.
vegetables. Vito,and now the avant garde idea of the
rodeo hall.The chairman of the board
COUNTDOWN—TWO AND A HALF calls you personally,and the snob society
WEEKS. column mentions you by name. You take
After Vito makes an appearance on it all with a modest shrug. Everything is
the Tonight Show and even makes Johnny on track,again. You arrive early at the
Carson laugh out loud,the responses be- office.cancel your subscription to the
gin to pick up. You're complimented for morning paper,and relax with a cup of
your daring foresightedness with Vito, coffee while you listen to the morning
and hardly anybody remembers your ear- news on the radio. In between a report
lier snafu with the crook. (The story has about the growing extinction of Demo-
even become old news and you read,bur- crats and a humorous story about an Ohio
ied among the grocery ads.that the guy chicken farmer whose entire flock
has copped a plea for a suspended crossed the road,you hear a report about
sentence.) a sprinkler system gone awry during a
You're busy now making final ar- local rodeo.Optimistically,you think it
rangements with the banquet room. must be a different local rodeo.
Everything is in order.The menu is ap- It's not.
proved. Chicken,of course.The decor is However,the facility manager as-
okayed. White tablecloths with blue nap- sures you that"most"of the mess will
kins.of course. And seating will be at be cleaned up in time.The worse that
round tables that seat eight comfortably. could happen,he informs you, is that a
or 10,provided nobody moves their lost horse or stray bull could walk out on
arms. You seat 10.of course. stage during your program. You make a
Satisfied with the arrangements,you note to tell your speakers to prepare ap-
go back to the office.open up the morn- propriate ad libs.
ing paper,and. in the snob society col-
June 1988 L4BC C0ALtifC'1%'1CAT10,V WORLD
COUNTDOWN—THE DAY OF THE EVENT.
You arrive early—haying just picked
up your car from the repair shop inhere
you had the radio removed. The tables
are being set.the stage looks good. and
sou introduce yourself to the maitre'd. 0
All you get from him is "Hula. Me Z�
Ilamo. Manuel. Como se llama usted''"
You answer.
Unable to communicate in a com-
mon language.you are frustrated in at-
tempting to make Manuel understand ii is , tR
not neeessars to use Tabasco sauce in the
appetizer.soup. salad.entree and des-
sert. He gets steamed and curses you out
,A ith the onh words you hale understood
from his mouth since he opened it. Then t
he pulls his entire crew out s`ith him.
leasing you with several hundred empty
tables and two hours to till them with a
S16.9; lunch.
You deploy your staff to the nearby
bank of pay phones and call esers
Chinese restaurant within a t%%o-mile ra-
dius that delivers. In the kitchen.esen_ - O e
one has an assignment in the task of •moo 0
opening thousands of tiny vwhite bores
and spreading the Oriental contents onto
1.800 extremely breakable plates. You.
yourself.pull a muscle(an important
one.toot lifting a 30 pound bag of a
eggrolls. i �� • O
The participants begin to arrive.
Your staff quickly washes and handles the
registration desks. The smell of soy
sauce permeates the lobby and you are f
applauded foryour nose) way of Ah0 irtg
the appetites of the guests and covering
the rodeo odor all at the same time. You
take it with another modest shrug.and "I thought YOU stat out the invitations!"
then rush back to the kitchen to face the
issue of distributing 1.800 luncheons
with only one volunteer—the rodeo POST MORTEM—THE DAY AFTER THE board who asks hos+ come the name
clown who was left behind because a EVENT. tag an his suit lapel won't eome oIt '
bronco kicked him in the head and he The evaluations are all spectacular. 1tl'hat's on it." he asks. "Super_lue
thinks he's Chef Boyardec. Everyone loved the lunch,the service.the For a moment. sou panie. and
Suddenly.you remember seeing a speakers.and the entertainment. Vito then you ansyser. "Of course " you
restaurant in the area when you drove bystayed afterward to autograph vegeta- say. "To save money on name ta_ s%c
You call and make the owner an offer he hies. Even the stray bull that wandered on hasc permanently affixed them. Ju,t
can't refuse to let you hire his Naitresses stage got a laugh when the rodcoclown ssearthat same suit
for the lunch hour.This last muse is later (aka Chef Boyardee)scurried him off to our nc\i John David Sidley Is
applauded as your piece de resistance' with a checkered tablecloth. meeIine." a communication as-
Imagine.country western topless wait- i So. you arrive late at the office the He ealls you a soeiate with United
resses'OI'course.you take it all with a next day. You renew your suhscriptian to sheer genius. lou My In Cleveland.
modest shrug...and collapse. the morning paper,and call to have your take it with a mod- Ohio and also a tree-
car radio re-installed. Then...you get a est shrug. i" lance comedy writer.
phone call Irons the chairman of the
1ABC 'U 1L11(:\'1(:-I770\' WORLD/Iurr J')S '
RCCF
BOARD WORKSHOP
January 9, 1989
AGENDA
I. - WORKSHOP GOALS
A. Clarify Organization
B. Re-state Mission and Goals
C. Examine Current Policies
D. Develop Activity Plan for 1989
II. - ORGANIZATION AND RESPONSIBILITIES
A. Board of Directors
B. Advisory Council
C. Work Committees/Task Forces
III. - MISSION AND GOALS
A. Original Statement - 1987
B. Re-statement and/or Changes
IV. - POLICIES
A. Qualifications for Receiving Support
B. Foundation Generated Programs
C. Cooperative Events/Programs With Other Groups~ '.`
D. Gift Acceptance Procedure and Policy
E. Grant Application Procedure, Policy and Monitoring
F. Art In Public Places
� a,d�.G. Other Policies Needed
V. - ACTIVITY PLAN FOR 1989
A. Programs
B. Fundraising
C. Other
VI. - WORKSHOP SUMMARY
ORGANIZATION CHART
FOUNDATION BOARD
STAFF (Policy - Plans - Action) ADVISORY COUNCIL
Service to Board (Fundraising - Liaison)
and Committees
SUB-COMMITTEES AND TASK FORCES
+ _J
PROGRAM FACILITIES COMMUNITY RELATIONS POLICY FUNDRAISING BENEFIT BALL SPRING ARTS
(Plan (Study and (Plan, Reoan[end, (Plan, (Plan, Reoat 19rd, (Plan, Reoumeid FESTIVAL
Reaammd Reoam nd) Inplenent) reoamwd) Inplemno Implement) (Plan, Reaun end
and Inplwmt)
Iirplen-ent)
RANCHO CUCAMONGA COMMUNITY FOUNDATION
MISSION
The mission of the Rancho Cucamonga Community Founon through inter-
,ua�tiono w-i-t#1- ommunity, is to develop a plan for meeting the`-e ural
c4ty; to identify existing resources directed to those needs; to
encourage and. assist other groups within the city or region that are
addressing various areas of need; to involve the total community in meeting
the identified needs; and to direct and/or coordinate fundraising and "friend-
raising" efforts in support of facilities or programs designed to meet those
needs.
LONG-RANGE GOALS
1. To educate the total community on the place of cultural programs in our
individual and community lives.
2. To provide facilities for carrying out cultural and self-development
activities.
3. To sponsor programs that enhance the cultural life of the community
and to assist other groups in their efforts.
4. To coordinate efforts of community groups in programming, scheduling,
and funding of programs to ensure maximum effectiveness and to
eliminate duplication.
5. To manage some programs in the cultural or humanities fields, espe-
cially those with community-wide appeal, high visibility, and the
potential for extensive cultivation of supporters and prospects.
INTERMEDIATE OBJECTI VES
1. To complete a needs assessment survey and catalogue of resources.
2. To prioritize needs and formulate the funding "case" for each project.
3. To develop an overall timetable (10 years) for the accomplishment of st&,&A'c-
goals.
To determine funding sources and amounts to be obtained from various
sources.
5. To plan and schedule various cultivation events, and define the primary
purpose of each event.
6. To begin building leadership structure and identifying volunteers.
7. To secure operational funding for the Foundation and its programs.
S. To complete prospect identification and evaluation.
,,t-`9, To complete detailed fundraising plans for each project or phase of
6 ctivity.
10. To implement a corporate and foundation solicitation program, a major
gifts program, a deferred gifts program, and, at some later date, a
community-wide general support program.
RCCF
PROGRAM AND ACTIVITIES FOR 1989
JAN.
FEB. Benefit Ball
MAR.
APR. Spring Arts Festival
MAY
JUN. Special Mailing - Deferred Gifts
C
JUL. (fiVl /T�� 111 Jl� F<. ��'"l(SYS �b�J,'Y C4�+'l CIA
AUG. School Arts Program Begins
SEP. General Fundraising Campaign (Direct Mail and Telemarketing)
OCT. Special Mailing - Deferred Gifts *�'�'
L
NOV. Foundation-sponsored Event-or-Performance
DEC.
RANCHO CUCAMONGA COMMUNITY FOUNDATION
1988-89 Work Program
During the 1988-89 Fiscal Year, the Rancho Cucamonga Community Foundation will
particpate in and support the following programs and activities. This work plan
is not all inclusive of the Foundation's activities for the fiscal year, as
additional programs may be sponsored as well .
Support the Inland Empire Symphony 1988-89 West End Series
The Foundation will provide financial support to the Inland Empire Symphony
(IES) and assist in the development of the symphony association and guild. The
Symphony will provide five concert series performances at the Chaffey High
School Gardiner Spring Auditorium during the 1988-89 season.
Budget Impact: Expenditure - $ 30,000/Revenue - None
Support the IES Music-in Education Series
The Inland Empire Symphony will present their Music-in-Education Program in the
elementary schools of Rancho Cucamonga. This program is geared to students in
the fourth grade and encompasses visual and audio learning experiences. The IES
presents various performances throughout the year and introduces the students to
a wide-range of music. This program is contingent on participation by the school
districts and schools and their ability to match funds with the Foundation and
the Symphony.
Budget Impact: Expenditure - $ 7,000/Revenue - None
Recommend an Art in Public Places Policy
The Board of Directors might direct the Advisory Council to examine an Art in
Public Places Policy for Rancho Cucamonga.
Budget Impact: None
Provide for Foundation news in the City's Grapevine/Resource
Beginning in September, 1988, the Foundation will begin to promote itself
through the quarterly publication of the Grapevine and the monthly edition of
the Chamber of Commerce Resource. The Grapevine is distributed to all residents
in Rancho Cucamonga and woou d--be an outstanding information tool for the
Foundation.
Budget Impact: None
Rancho Cucamonga Community Foundation
1988-89 Work Program
Page 2
Create a Foundation Annual Brochure
An annual brochure describing the Foundation's goals and accomplishments will
serve not only as an informational tool , but also as a method of raising funds
for the Foundation. This type of brochure will help to inform residents and the
business community of what the Foundation is, what it has done and what it hopes
to accomplish. Approximately 25,000 copies of the brochure will be distributed
throughout the year.
Budget Impact: Expenditure - $ 5,000/Revenue - Unknown
Support the Alta Loma High School Restoration
It is estimated that approximately $100,000 must be raised in order to properly
restore the auditorium. The restoration committee has requested the
Foundation's assistance with fund-raising, since the Board of Directors has
experience with such programs. The Foundation may wish to underwrite the cost
of providing consultant services (John Rowett) to the restoration committee in
order to assist in fundraising activities. These services will be provided for
six months at a cost of $500 per month.
Budget Impact: Expenditure - $ 3,000/Revenue - None
Participate in YMCA Maior Capital Drive
The Foundation will act as a receiver for donations designated for the YMCA and
will then disperse the funds to the YMCA upon request, thereby allowing the
Foundation to play a role in a major community-wide project.
Budget Impact: None
Sponsor an afternoon Founder's Day Festival
As a highlight to the annual Founder's Day Parade (November 5, 1988) , the
Foundation will sponsor a festival at Red Hill Community Park featuring concerts
by the High School Bands, an art exhibition and performances by local groups.
This type of program promotes high visibility for the Foundation.
Budget Impact: Expenditure - $ 3,000/Revenue - None
Sponsor the Mayor's Charity Ball
The Mayor has requested that the Foundation sponsor the annual Mayor's Charity
Ball . The Ball will be held on February 4, 1989 at the Red Hill Country Club.
All proceeds will benefit the Foundation.
Budget Impact: Expenditure - $ 25,000/Revenue - $ 50,000
Rancho Cucamonga Community Foundation
1988-89 Work Program
Page 3
Sponsor Rancho Cucamonga's Oral History Program
Through the Jack McNay Memorial Fund, the Foundation will sponsor the oral
history program initiated by Betty McNay. This program might evolve into a
videotape or book of the folklore of Rancho Cucamonga.
Budget Impact: Expenditure - $ 6,000/Revenue - None
Rancho Cucamonga Community Foundation Arts Festival
The Foundation will sponsor a community-wide Arts Festival in the Spring of 1989
featuring bands from the local high schools, performances and exhibitions by
local art groups (PARC, Associated Artists) and possibly a performance by the
Inland Empire Symphony.
Budget Impact: Expenditure - $ 9,000/Revenue - None
Support Performing Artists of Rancho Cucamonga
Performing Artists of Rancho Cucamonga (PARC) and an additional group of
performing arts players (R.C. Players) have requested financial assistance from
the Foundation to support a portion of three theater productions throughout the
year. The Foundation may wish to encourage cooperation among the two
organizations and provide to the participants a minimal grant to offset a
portion of the production operating costs. The proposal submitted by the RC
Players indicates that the cost of the theater performances could conceivably be
self supporting (ticket sales versus operating costs) since the organization is
non-profit. PARC has also requested funds to help enhance its summer Concerts
in the Park series (Thursday evenings at Red Hill Community Park). By merging
these two groups and providing a minimal grant for the park concerts series and
three theater performances, the Foundation would greatly encourage theater arts
in the community.
Budget Impact: Expenditure - $ 4,000/Revenue - None
Contingency Programs/Activities
The Foundation may wish to participate in and/or sponsor additional programs and
activities during the 1988-89 fiscal year. These programs would be contingent
on budget limitations and Board approval . Consideration could be given to
Friends of the Library, Associated Artists, or any other organizations which
encourage those activities of interest to the Foundation and/or the community.
Budget Impact: Contingent on Resources
Rancho Cucamonga Community Foundation
1988-89 FISCAL YEAR BUDGET
(Recommended Budget 6/13/88)
1987-88 1988-89
REVENUES Actual to date Reco=ended
Friends of the Foundation Solicitation Campaign $ 21,921.00 $ 25,000.00
Business/Corporate Solicitation Campaign -0- 30,000.00
Resident Solicitation Campaign -0- 15,000.00
Mayor's Charity Ball 48,275.00 50,000.00
Deferred Gifts Program -0- 10,000.00
Grants -0- 5,000.00
TOTAL REVENUES $ 70,196.00 $135,000.00
EXPENDITURES
Salary and Benefits -0- -0-
Operations $ 906.78 $ 11,200.00
Insurance ($ 2,000)
Office Supplies ($ 100)
Publications ($ 100)
Printing - Annual Brochure/Misc. ($ 6,000
Postage ($ 2,500)
Meetings ($ 500)
Contract Services $ 5,150.00 $ 6,000.00
Miscellaneous fundraising and grant writing
services approved by Board of Directors
Fundraising $ 27,198.69 $ 35,000.00
Mayor's Charity Ball ($25,000)
Other ($10,000)
Programs $ 2,850.00 $ 59,000.00
Inland Empire Symphony (IES) ($30,000)
Concert Series
IES Education Series ($ 7,000)
Founders' Day Arts Festival ($ 3,000
Foundation Spring Arts Festival ($ 9,000)
Oral History Program ($ 6,000)
Performing Arts of Rancho Cucamonga($ 4,000)
(PARC)
TOTAL EXPENDITURES $ 36,105.47 $111,200.00
RESERVES
Carryover from previous year $ 35,000.00
Reserve from 1988-89 Budget 23,800.00
TOTAL RESERVES $ 58,800.00
— CITY OF RANCHO CUCAMONGA �`CA,W
STAFF REPORT
e
o !I�
1977
• DATE: November 15, 1988
T0: Rancho Cucamonga Community Foundation Board of Directors
FROM: Susan Mickey, Administrative Aide Li-�'U--
SUBJECT: Grant Agreement
RBCOMWNDATION:
The Policy Committee and Advisory Council recommend that the Board of Directors
adopt the attached Grant Agreement.
BACKGROUND/ANALYSIS:
At the direction of the Rancho Cucamonga Community Foundation Board of
Directors, the policy committee and staff have drafted the attached agreement
regarding the awarding of grants by the Foundation. Incorporated into this
agreement is a "name use" policy which gives the Foundation control over how
its' name is used by another organization. It is felt that such an agreement
will help to protect the Foundation and its' name when contracting with other
organizations.
SM:sm
attachment
cc. Lauren Wasserman
Duane Baker
RANCHO COCAMMGA COM MTT FOUNDATION
GRANT AGZKZN Pt
The grant to your organization from the Rancho Cucamonga Community Foundation is
for the explicit purpose(s) described below and is subject to your acceptance of
the following conditions. To acknowledge this agreement, to accept the grant,
and to be eligible to receive the funds when needed, please return a signed copy
of this agreement to the Communtity Foundation office, 9320 Base Line Road,
Suite C, Rancho Cucamonga, CA 91701.
Grant Purpose
The grant received will be used for the explicit purpose(s) of:
Grant Provision
All grants are made in accordance with current applicable laws and pursuant to
the Internal Revenue Code, as amended, and the regulations issued thereunder.
In consideration of making of a proposed grant in the aggregate sum of
by the Rancho Cucamonga Community Foundation ( the
"Foundation") to (the "grantee"),
and as an inducement to the consummation of such grant, the grantee agrees:
1. Announcements of the grant award are to be made by the grantee, unless
otherwise indicated by the Foundation. Grantee must review the text of any
announcements and plans for publicity with the Foundation for this grant.
All publicity must be approved by the Foundation prior to publication. All
subsequent public announcements, news features, publications or
information concerning the grant or its affiliated program will indicate
the Foundation's participation in the program funding. A copy of any
published accounts mentioning the project or the Foundation shall be sent
to the Foundation at 9320 Base Line Road, Suite C, Rancho Cucamonga, CA
91701.
2. This grant is to be used only for the purpose described in the grant
proposal/letter and in accordance with the approved budget. This agreement
is subject to modification only with the Foundation's prior written
approval.
The grantee shall return to the Foundation any unexpended funds, as
follows:
* At the end of the grant period, or
* If the Foundation determines that the grantee has not performed in
accordance with this agreement and approved program budget, or
* If the grantee loses exemption from the Federal income taxes under
Section 501 (C)(3) of the Internal Revenue Code.
3. No funds provided by the Foundation may be used for any political campaign,
or to support attempts to influence legislation by any governmental body
other than through making available the results of non-partisan analysis,
study and research.
4. The grantee is responsible for expenditure of funds and for maintaining
adequate supporting records. Grantee agrees to submit a written report to
the Foundation indicating the manner in which the funds have been expended
and relative to the progress and/or relative to the progress which has been
made in accomplishing the purpose of the grant.
5. Grantee agrees to indicate the grant separately on its books of account,
charge expenditures made in furtherance of grant purposes against the
grant, and keep records adequate to enable the use of the grant funds to be
checked readily.
6. Grantee agrees to make, if so required, its books and records available for
inspection by officers or other representatives of the Foundation, at
reasonable times and upon reasonable advance notice.
7. Grantee agrees to inform the Foundation immediately of any alterations in
its structure or activities which may adversely affect its status as an
organization exempt from the income tax under Secion 501 (C)(3) of the
Internal Revenue Code.
8. Grantee agrees to submit a final report, required within 60 days after the
end of the grant period, indicating a complete financial statement, showing
all funds received and expended for the programs covered by the grant, and
a narrative report on the project and its significance. Such financial and
narrative reports should indicate actual expenditures and accomplishments
as compared with the budget and objectives included in the orginal grant
proposal submitted to the Foundation.
It is understood that the aforesaid grant has been approved by the Board of
Directors of the Foundation and that the funds thereunder will be paid
contingent upon receipt of a properly executed copy of this agreement.
Unless othervise stipulated in writing, this grant is made with the
understanding that the Foundation has no obligation to provide other or
additional support to the grantee.
Date
Authorized Grantee Representative
Signature
Print Name and Title
CRITERIA FOR ACCEPTANCE OF FUNDS FOR OTHER ORGANIZATIONS
The below criteria are to be considerations, among others , in determining the
Foundation's relationship when other organizations request the Foundation to
collect contributions on its behalf.
1. The requesting organization must be headquartered in Rancho
Cucamonga and no less than fifty percent (50%) of its Board
membership must be residents of Rancho Cucamonga.
2. The requesting organization must complete an application
provided by the Foundation requesting the Foundation' s
assistance in receiving contributions designated for the
requesting organization.
3. The requesting organization shall present a formal proposal to
the Foundation Board of Directors at a regularly scheduled
board meeting for consideration and approval/denial .
4. Whether or not the requesting organization has a non-profit tax
exempt status designated by the Internal Revenue Service or
the California State Tax Franchise Board.
5. Upon authorizing the Foundation to collect funds on behalf of
the requesting organization, the Board of Directors shall
consider the status of the organization and its ability to
receive contributions and provide tax-exemption if necessary.
The Board of Directors shall first determine that assistance
from the Foundation is warranted and that the funds collected
shall be used by the organization to benefit the community.
6. Prior to any assistance being provided, the requesting organ-
ization shall complete an official statement provided by the
Foundation indicating these collection purposes and holding the
the Foundation harmless from liability incurred due to the
collection of funds on behalf of the requesting organization.
7. Foundation staff shall provide fund collection reports to the
Board of Directors no less than on a quarterly basis.
±J7VRAJNC3W
CUCAMONGA COMMUNITY FOUNDATION
UQMST FOR TUB RANCHO Coc&ll " COHE ITT FOOm►TIOI TO s all COltRnunoNS
OI sMUta OF 02WR OR�IIZA=IOIS
Name of Requesting Orgsnisatioa
Street Address
City Zip Code
Contact Person (Title)
Phone Number(s)
Organisation requests collection of contributions effective
and ending
Purpose of Contributions
Please explain how/when the Foaadation is to release contributions
PROVISIONS
1. Announcements of the agreement are to be made by the contributor, unless
otherwise indicated by the Foundation. The contributor must review the
text of any announcements and /or plans for publicity with the Foundation
for this agreement. All publicity suet be approved by the Sancho Cucamonga
Community Foundation prior to publication. A copy of any published
accounts mentioning the project or the Foundation shall be sent to the
Foundation at 9320 Baseline Road, Suite C, Sancho Cucamonga, Ca. 91701.
2. This agreement is to be used only for the purpose described above. This
agreement is subject to modification only with the Foundation's prior
9320 ew LAw Rod• F.O. On W7 a RWdW C80=09AM CWOrmis 91730 • (714)OW1831
written approval.
3. No funds received by the Foundation may be used for any political campaign,
or to support attempts to influence legislation by any governmental body
other than through making available the results of non-partisan analysis,
study and research.
4. The organization agrees to make, if so required, its books and records
available for inspection by officers or other representatives of the
Foundation, at reasonable times and upon reasonable advance notice.
5. The organization agrees to inform the Foundation immediately of any
alterations in its structure or activities which may adversely affect its
status as an organization exempt from the income tax under Section 501 (C)
(3) of the Internal Revenue Code.
6. The organization shall hold the Foundation harmless from liability incurred
due to the collection of funds on behalf of the requesting organization.
7. The Foundation, at its discretion, may charge an administrative fee for
handling funds.
It is understood that the aforesaid agreement has been approved by the Board of
Directors of the Foundation and that the funds thereunder will be received upon
receipt of a properly executed copy of this agreement.
Unless otherwise stipulated in writing, this grant is made with the
understanding that the Foundation has no obligation to provide other or
additional support to the contributor.
Date
Authorized Signature - Contributing Organization
Print Name and Title
..... .. .... ...
ART IN PUBLIC PLACES POLICY
I. INTRODUCTION
The goal of Rancho Cucamonga's Art in Public Places Policy is to provide
the community with a wide range of artwork of varying style, themes and
media, all of the highest quality.
This policy describes the requirements, criteria, and procedures of Rancho
Cucamonga's Art in Public Places Policy. It gives information on what is
acceptable and how to receive further clarification. It is the City' s
intent to work closely with developers and artists to assure efficient
implementation and end products of which the entire community will be
proud.
II. POLICY REQUIREMENTS
All new projects within the Haven Avenue overlay of the Industrial Specific
Plan and the Foothill Specific Plan are required to have installed artwork
accessible by the general public, or pay an in lieu fee when the project
has a building valuation above $500,000.
The amount identified as the minimum allocation for the acquisition of
artwork is based upon the total building(s) valuation, as computed using
the latest Building Valuation Data as set forth by the International
Conference of Building Officials (ICBG).
A building valuation of up to $500,000 requires no artwork or in lieu fees.
A building valuation of $500,001 and over must install artwork, or pay an
in lieu fee, with an assessed value equal or greater to 1% of the building
valuation. This amount may be credited against beautification fees
assessed against the project.
In lieu fees are used to install public art objects on sites throughout the
City for the general enjoyment of the residents.
Value Verification
A developer shall have his/her minimum allocation calculated and verified
by City Planning Division Staff. Other financial arrangements are
negotiated between the developer and the artist, and must be verified in a
legal agreement. Copies of the executed contracts between the developer
and the artist(s) shall be submitted to the City as part of the application
information.
Page 2
If the value of a proposed art piece is not easily verified by past work
records, comparable work, etc. , the City may choose to have the artist' s
proposal and/or other completed works appraised by a qualified art
appraiser agreed upon by the City.
III. PROCESSING APPLICATIONS
Rancho Cucamonga's Art in Public Places Policy has an application process
that involves the City, the developer, and the artist. The process begins
when a developer submits a Development Proposal to the City's Planning
Division for review. The Planning staff evaluates the development and
advises the developer of the art allocation amount for that project.
Planning staff then informs each developer of the art requirements and
gives the developer a copy of the Art in Public Places manual and
checklist.
A development project cannot be occupied until such time as the necessary
artwork is in place. The Art in Public Places Advisory Committee may
recommend that a developer be permitted to submit a bond for the allocation
amount, thus allowing for occupancy. This will only be permitted when it.
has been determined that the art piece has been unavoidably delayed. The
bond is returned once the art piece has been installed and the developer
informs the Committee of such action.
When the developer has selected an artist, the completed materials
specified by the Art in Public Places checklist shall be submitted to the
Planning Division.
Included in the application should be details as to the specific techniques
used to integrate the art piece with the overall project design, and
maintenance factors required to insure its permanence.
Process Steps
1. When the developer submits materials for plan review, they will be
told about the Art in Public Places Policy by the Planning Division
staff and they will be told of the allocation amount, and they will be
given the Art in Public Places Policy manual and application.
2. When the developer receives a letter with notification of project
approval by the Planning Commission, City Council or City staff, they
will be asked to schedule a meeting with City staff to clarify
guidelines and answer questions.
3. The developer calls and makes an appointment with Planning Division
staff for a preliminary review.
Art in Public Places Policy
Page 3
4. Developer completes the application and encloses the following:
A. Plans showing exact location of artwork.
B. Sample model, drawings or photos of the artwork.
C. Material samples and finishes (if appropriate).
D. Artist's resume (artist's record of group and solo exhibitions,
art training, art education, private and public collections,
critiques or articles).
E. Final building valuation as determined by ICBO guidelines.
F. Artist/Developer contract.
G. Slides and/or photos of artist's past work which demonstrates
like works to proposal, accompanied by the price for what these
works were sold. Verification of past selling prices of like
work should also be included.
H. Maintenance provisions (if applicable).
S. If everything is in order after staff's preliminary review, the
developer will be notified of the date and time of the Art in Public
Places Advisory Committee meeting to review the art piece.
6. The developer will receive a letter with the Committee's decision
within ten (10) days of their meeting. The approved artwork must be
installed at the property before occupancy of the building will be
allowed.
7. If the proposed art sculpture is approved, the developer will notify
the Planning Division of the date and time when the piece will be
installed.
8. If the proposed artwork is not approved, the developer has the
following options:
A. Accept the Committee's recommendations and make the requested
modifications to the proposed plan.
B. Select a different artist to create a new design.
C. Provide the City with the in lieu fee in place of the art piece.
D. Appeal the Committee's decision to the Planning Commission (see
below).
Art in Public Places Policy
Page 4
IV. APPEAL PROCESS
1. The developer must file a written request for an appeal with the
Planning Commission within ten (10) days of the notification of the
Art in Public Places Advisory Committee's decision. Upon filing of an
appeal, the hearing date on said appeal shall be set by the City
Planner and the applicant notified.
2. The Planning Commission shall receive the original application,
records, written reports and appeal request disclosing in what respect
the application and facts offered in support thereof met or failed to
meet the requirements of the Art in Public Places Policy.
3. The Commission may affirm, reverse, or modify, in whole or in part,
any appealed decision, determination or requirement but, before
granting any appealed petition, the Commission shall indicate where
the artwork involved meets or does not meet the requirements set
forth.
4. The Planning Commission's action may be appealed to the City Council
in accordance with City code.
V. ART IN PUBLIC PLACES ADVISORY COMMITTEE
Once the developer has selected an artist, an application form must be
prepared, along with noted supplemental information, and supplied to the
Planning Division. Within thirty (30) days of submitting the application,
the Art in Public Places Advisory Committee will review the application.
This Committee is a review panel which insures that all Council established
criteria have been met. They review the application and examine the
proposal balance within the program, verification of value, public
response, proper lighting, public accessibility, installation methods,
proportion, composition, the artist' s art training and exhibition record.
The Committee consists of:
1. A Planning Commissioner as appointed by the Planning Commission
Chairman.
2. A member of the Rancho Cucamonga Community Foundation Board of
Directors or someone selected by the Board.
3. An artist as selected by the City Council.
4. Two art professionals as selected by the City Council.
Art in Public Places Policy
Page 5
NOTE: An art professional is considered to be an art consultant,
artist, art dealer, gallery owner or professional, art
historian or educator, museum curator or professional, or
any other qualified person as determined by the City
Council.
i
SAN DIEGO COMMUNITY FOUNDATION
FEE POLICY
SDCF has two types of fee charges based on whether the fund is a (1) permanent
asset of the Foundation or (2) money that merely "passes through" the
Foundation. Fees are debited semi-annually.
1 . ENDOWMENT FUNDS: These funds are permanent assets of the Foundation and
generally only the income is distributed. The annual fee is 1/2 of 1%
based on the principal balance as of December 31 and June 30.
A. DESIGNATED ENDOWMENT FUNDS are established by a single donor or by
an agency. Contributions may be made to the fund by others . Net
annual earnings are distributed to a beneficiary institution.
B. FIELD OF INTEREST ENDOWMENT FUNDS are established by an individual
or an organization and are open to contributions by others. Net
annual earnings will be distributed by SDCF for programs and
activities outlined in the agreement.
C. ADVISED ENDOWMENT FUNDS are established by donors who wish to
participate in the distribution decision by making recommendations
to the SDCF Board of Governors. Additions may be made to the
funds as dictated by the donor. Only net annual earnings are
distributed.
2. NON-PERMANENT AND PASS-THROUGH FUNDS: These funds are only temporarily a
part of the Foundation. These funds may be given to the Foundation for
redistribution when certain conditions are met. Or, as a convenience to
donors, the Foundation may agree to receive securities, sell them and
distribute the net poroceeds to beneficiaries designated at the time of
the gift. They may be given by individuals, organizations or corporations.
The annual fee for these funds is 2% of deposits. As of July 1 , any carry
forward unspent balance not received in the last sixty days will pay an
additional 2%.
A. ADVISED FUNDS are established by an individual or organization who
retains the privilege of recommending distributions from time to
time. Principal as well as earnings may be utilized in grants and
additional gifts are encouraged to replenish the fund.
3. LIFE INCOME FUND: These funds incur no Foundation administrative charge
curing the term of the life interest(s) . The bank administrative charge
of 1% per year is paid from the principal of the fund as defined on the
trust agreement . Upon the expiration of the life interest(s) , the funds
become an endowment in SDCF and charges applicable at that time to other
endowments shall apply.
NOTE: Notwithstanding the above, the minimum charge made against each type of
fund shall be $100 annually.
Any out of pocket expenditure by SDCF from a donation will be charged
against the earnings of that donation, in addition to charges set forth
above .
Funds accepted and deposited in the last two months of the fiscal year
will not pay a fee for that year.
Appi:oved 9/29/88
ADVISORY COUNCIL SUBCO)WTTEES
Program Committee Policy Committee
Guy Beyersdorf - Board Member Jeanne Barton - Board Member
Mike Flaherty Guy Beyersdorf - Board Member
Betty McNay - Board Member John Mannerino - Board Member
John Mannerino - Board Member Maggie Stamm
Sharon Baer Tom Gafney
Sue Sundell
Don Hardy Fundraising Committee
Becky Hardy
Grace Jones Bob Dutton - Board Member
Art Shepard Betty McNay - Board Member
Tiina Ross - Board Member Grace Jones
Bill Purkiss Hal Overton
Janet Nix Sharon Baer
Laura Mix Jim Bailey
Facilities Committee
Bob Dutton - Board Member Development Committee
Bill Courtney
Bill Perkas Jeanne Barton - Board Member
Art Shepard Bill Courtney
Community Relations Committee
Betty McNay - Board Member
Jim Bailey
Maggie Stamm
Hal Overton
Tiina Ross - Board Member
Janet Nix
Cheryl Karns
bob Mack
Dorothy Hoffberg
Laura Mix
RANCHO CUCAHONGA COMMUNITY FOUNDATION COMMITTEES
MIISSION STATEMENTS
Policy Committee
"The Policy Committee of the Rancho Cucamonga Community Foundation will meet as
needed to establish, revise and review policy as it applies to the programs and
activities of the Foundation. Policy will be developed in the best interest of
the Foundation and to be fair and equitable towards those organizations and/or
individuals with which they will be doing business."
Fundraising Committee
"To assist in developing fundraising programs which will be presented through
the Advisory Council to the Board of Directors of the Rancho Cucamonga Community
Foundation for their approval."
Facilities Committee
"To determine the number and type of facilities needed to support the arts and
cultural activities in Rancho Cucamonga."
Community Relations Committee
"The mission of the Community Relations Committee of the Rancho Cucamonga
Community Foundation is to communicate to and share with the people of the City
of Rancho Cucamonga the programs and activities of the Foundation; to target
specific markets when projects warrant; to communicate outside Rancho Cucamonga
the activities of the Foundation; and, to assist in the establishment of
creditability for the newly formed organization."
Program Committee
"The Program Committee shall develop for recommendation to the Advisory Council,
cultural activities and programs to be supported by the Foundation."
THE
RESPONSIBILITIES
OF A
NONPROFIT
ORGANIZATION'S
VOLUNTEER
BOARD
For the most part, nonprofit organizations
depend on volunteers to govern them. These
volunteers donate their time and talents for a
variety of reasons. Some are interested in an
organization's programs; others believe that such
a position can bring them respect and prestige.
But probably the most common motivations are
a sense of civic duty and the satisfaction that
comes from "doing a good deed."
Whatever the motivation,joining a nonprofit
organization's board of directors should not be
done without investigating what such a
commitment will entail. Prospective board
members should thoroughly understand the
role, function, and responsibilities of a nonprofit
governing body.
I
. I
i
1
I
j The Board As A Fundraising Body
Personal wealth and prestigious names traditionally have been
among the most important criteria nonprofit organizations have
used in selecting volunteer board members. Board members with
well-known names lend credibility to the cause and help convince
donors that the specific organization they are supporting is not
self-serving or -fly-by-night."
In addition, it has long been an expected part of a board
member's role that he or she make a significant contribution to
the organization he or she is serving. The theory behind this
principle is that a generous contribution by a board member
indicates a true interest and belief in the organization's purpose.
Board members mac also be asked to raise funds for the
organization from their business and personal contacts. In fact,
man,,, philanthropic organizations seek board members not
because of their own ability to give, but because of their ability to
induce others to do so.
A Word of Advice: Check It Out!
Before agreeing to serve on a nonprofit's board, take a good. hard
look at the organization to ensure that it is worthy of your efforts.
The first step in this process is to ask the organization for infor-
mation about its overall purpose, current programs, finances.
(including both audit and budget), governing structure, and fund-
raising efforts. Ask for articles of incorporation, bylaws, and
information about any past or present legal problems the
organization has encountered.
3
� Key questions to consider include the following:
Pru��riru� Devrif�lnui awl ozerralllnurjmlt.
• Is the cause one in which you believe?
• What specificalh• does the program entail?
• Do the programs appear to be consistent with the overall purpose?
• Can you visit a program site to see first-hand hou, it is nun?
• Are the programs an effective wat to accomplish the organization's
goats?
Finanlial Iru/nrmation:
• How much is being spent on program services as opposed to fund-
raising and administration?
• Is the organization in a stable position financialh? Does it haze an
adequate fund balance?
• Does the organization prepare an annual budget? A tine budget
discussed and approved b'y the board?
• Is financial information made available to the public? 11-not, ahs?
(,ozrr�tin r Borwd 10/') lm attor7 imml
• What does the organization expect of its board members?
• Who else is on the board?
• What safeguards are in place to prevent conflicts of interest beticeen
board members and the charity?
Solirihltloo
• Do sou agree with the approaches used in fiundraising?
• Are you comfortable with the tone of the solicitations?
• Do the solicitations provide accurate information about the
organization's programs?
Legal Prwecdio�,":
• Is the organization a defendant or a plaintiff in an_t current
lawsuits or actions?
• What is the history and nature of past legal activih?
• Does the organization provide indemnification in.nuance for board
members?
Who has the AnsN.ers?
If you have questions that are not answered by the written
materials, ask the executive staff of the organization or members
( of the existing board.
4
r - Current board members can shed light on the real responsibilities
of board membership. These people can tell you about their level
of involvement, how many hours of their time such service takes,
how tasks are assigned, and who wields the power.
Keep in mind, however, that current board members may be
influenced by the desire to "land" a new member and may gloss
over problems. If you sense this might be the case, the advice of
those who have served on the organization's board in the past can
be extremely helpful to you. Former board members can be more
frank about problems such as lack of governing structure or an
uncooperative chief executive officer. On the other hand, favor-
able remarks from past board members are a good indication that
your membership on that board can be a positive experience.
Board members and executives of other organizations in the sarne
field can provide information as to how the organization and the
board with which you are getting involved are perceived by their
peers. Be alert to comments about i�eaknesses and ask the
organization itself about any problems. Do keep in mind that
these organizations are competing for the same donor's dollar.
and take this potential bias into consideration when weighing
their comments.
Another good source of information is the registration agency in
the states in which it solicits contributions. Normally, the state
where the organization is located or registration agency is part of
the attorney general's office. State files, which are open for public
inspection, generally contain information about the organization's
history, current finances, and legal actions. If there has been legal
action, explore it as fully as possible. Learn what steps were taken
to remedy the situation and discover the final outcome.
Another suggestion is to check with independent monitoring
organizations to find out whether the nonprofit whose board you
are interested in joining meets voluntary standards set up to
encourage ethical practices among charities. Does the nonprofit
provide full information to these organizations on request.- If
not, whv% If it does not meet one or several standards, ask the
organization's existing board members additional questions. tion-
compliance with basic, voluntary standards that are recognized
and respected by the philanthropic sector can sometimes be a sign
i� that something is amiss in the management of the organization.
I
Is Time On Your Side?
"Can I afford to give the time it takes to be an effective board
member," is a ked' question for you to consider. In addition to
attending board meetings. you should expect to spend time
preparing for those meetings, serving on subcommittees, appear-
ing at fundraising events, and contacting potential donors. .
survey of 244 business executives on nonprofit boards revealed
9317( considered "a -Willingness to give time the second most
important qualification for board membership. tollowing "a
general interest in the organization's purpose.'
Evaluate your other commitments and figure ou «
t how you ill
find time for serving on a board of directors. It is not fair to the
organization for you to agree to serve when cou know -)u do not
have enough time to do a good job. YOU should also be war` of
lending your name and reputation to an organization %ou-don't
have time to monitor.
What Does The Board Do?
Inherent in virtually ani nonprofit board nienTbership toda\ are
two main functions. The first involves reviewing and approi\ing
the organization's programs and budget. The second pertains to
t of the organization's progress in
evaluation and assessmen
meeting its goals. Cnderiving these functions is the board's 4
fiduciary or stewardship responsibility for the organization's
finances and its respons'bility for setting policies for the overall
operation of the charity.
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r. Programs
In a nonprofit organization. the board must first develop a
statement of purpose, then establish long- and short-term goals
related to that purpose. Established organizations should review
their statements of purpose periodically and change them
{ when necessary.
For instance, the board of an animal welfare organization might
decide its general purpose is "to save animals from extinction."
Once the purpose or overall goal is agreed upon, the board must
decide how to go about accomplishing it. Should the organization
conduct research into the reasons animals are becoming extinct
and pass the results along to conservationists? Should it make the
public aware of the problem and ask them to lobby Congress for
changes in the laws? Should it phvsicalh intervene and prevent
hunters from killing certain animals?
Armed with its statement of purpose and a list of reasonable.
measureable goals, the board must then select staff officers to
oversee these programs. Working closely with the staff, the board
periodically reviews program goals and sets new goals as the
old ones are attained. The board plays the leading role in the
processes, as it bears the primary responsibility for the organiza-
tion's operations.
_a board that does not develop, communicate and provide the
tools to work toward its established program goals is ineffective in
its most basic purpose.
Budget
The budget is the financial plan of the organization. The budget
translates the program and management goals of the organization
into dollars-and-cents projections. It is the most tangible manifes-
tation of the board's program plans. It must be developed in a
clear manner to provide understandable directions for appropria-
tion of funds at all levels. The board should approve the organi-
zation's financial plans. but should delegate to the staff the
authority to administer the finances on a day-to-day basis. By
doing so, implementation of the budget becomes much smoother
and the chance of making arbitrary decisions diminishes.
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In developing the budget, the board should first cnsider the
programs it wants to support and then decide on foundraising
strategies that will generate the necessary income. The previous
year's financial statements are a good starting point for most
organizations. New organizations or organizations starting new
programs will have to rely on estimates.
In addition to providing an oyeryiew of the organization's plans.
the budget should be specific enough to be used as an accurate
measure of the organization's progress throughout the year. The
board and staff of the organization must both be committed to the
budget to make it work.
Financial Management and Evaluation
The board should periodically review the organization's plan and
budgets to determine how well the organinzation is performing.
The best way to do this is to require periodic financial and
program reports from the staff. Such reports can show com-
parisons between budgeted and actual income and expenses.
progress on the establishment of new programs. numbers of
people served by existing programs, progress on the goals
outlined in the beginning of the year. and/or staff performance.
These reports should be prepared at regular intervals, preferably
monthly or quarterly, so the board has time to change direction to
correct any problems that might arise.
:Major decisions, including those involving the fundraising
activities, should not be made without board approval. The board
should be aware of the results of all fundraising methods. not
only in terms of financial return, but also how the fundraising
campaigns are being conducted and how the public perceive, the
appeals. If the board is actively involved in overseeing fund-
raising efforts, it can spot ineffective approaches and introduce
the proper changes. Although normalh� the staff is responsible for
the research and development of the fundraising proposals
themselves, it is the board that has final responsibility for the text
of the appeals.
Every aspect of the organization's operations should be evaluated.
In fact, the board should even scrutinize its own performance
from time to time. This scrutiny should include a look at the way
new members are selected, the way responsibilities are divided
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_ J among various board members Ii.e.. Is one person doing, all the
cork% Would it committee s%ste►n help=). the way decisions are
made. acid conformit% with the bylaws.
Everything Accounted For
Anv board of directors must have members who are adept in both
business and financial matters. Without this knowledge a board is
lacking in a crucial area of the management function and simple
cannot fulfill the responsibilities it has to the organization's
donors, nor can it be effective in planning or reviewing
operations.
�ust as the board member of a for-profit corporation has a
responsibility to its stockholders. the member of a nonprofit board
has a responsibility to the contributors. The board is the donor's
agent; it works for the donor to ensure that the donor's contri-
butions are used wisely. Unlike stockholders, donors generally do
not have a say in the way a nonprofit organization is operated, so
then must trust the board to exercise its judgment in a manner
consistent with their expectations. Thus, it is crucial for all board
members to have some understanding of the financial position
and activities of their organization.
The board should pav particular attention to the preparation
of the annual financial statements. If the statements are to be
audited, the board must select a qualified firm or individual to
conduct the audit and be sure that the information required
by the auditors is there. An audit is the only regular outside
evaluation of the organization. As such, it provides vital informa-
tion to potential donors, lends credibility to the organization, and
helps the board gauge progress in relation to last year's financial
statements and the current year's budget. Ideally, the board
should review and approve the final draft of the audit, meet with
the auditors to discuss any problems, and take steps to correct am
deficiencies the auditors discover.
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Committees
responsibilite for these and other functions 01'a
Although final
nonprofit organization rest with the board as a whole, eeere
member does not necessarile have to participate in each decision.
'Many boards create systems in which small committees are
assigned responsibilite for specific areas. This system can be sere
benehcial to boards, especialle large ones, as it eliminates the
through the entire board. When
need to route evere decision
approval by the whole board is requi
vred for all decisions it can
slow progress.
For example. a finance committee whose members possess a
strong financial understanding can be a plus for eirntalle ane
organization. The finance committee might be assigned prunarN
responsibilite for the preparation of the budget and the audit.
Since a committee has te�%er members than the full board it can
meet more frequently, concern itself%%ith more details and make
decisions more efficientle than the full board.
Board and Staff
A board that insists on having a hand in eirtuall% even decision
will impede progress rather that enhance it. The board must
believe In the staff and trust that it will make decisions on a da% to
dae basis consistent �yith the overall purpose of the or,anizatio'n•
It is crucial that board and staff maintain a good vv�orkutg rclat'
ship to produce the results that donors desire.
Personal Liability
The member of the nonprofit organizations board must
remember that he has legal responsibilities to his orgamzatIoll s
.
contributors. board member can in fact be held personallc liable
if his conduct is inconsistent vyith what common lawstates "a
reasonable prudent person" might do in it like situation.
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Some board members simple do not do their jobs. Board members
%N ho do not attend meetings or who do not bother to conduct
adequate research before making decisions are guiltN of what can
be called "nonmanagement." These individuals should be a%%are
that as board members then are legalh responsible for the
organization's actions, regardless of the leNel of their actual
participation. Whatever the reasons for nonmanagement, be
they laciness, ignorance, lack of commitment or lack of time,
the consequences can be serious for both the indi-Vidual and
the organization.
Board members who allow personal interests to interfere with
their duties are guilts of"mismanagement." Mismanagement can
mean "a reckless abandon of care and diligence in performing
one's duties." or it "conHict of interest."
Conflicts of' Interest
Many nonprofit boards are made up of corporate and business
executiNes who control businesses for which the nonprofit organi-
zation might have use. It is not ;incommon for organizations
to face a decision about whether or not to emplo% a boarcl
member's services.
The most important reason for avoiding a conflict of interest
situation is that it is inconsistent with the purposes of phi-
lanthropv. As the American Heritage Dictionary defines it, It
charity is "an institution, organization, or fund established to help
the needy." Nonprofit organizations do not exist to make the
people %%ho run them more financially stable.
Board mewt)ers are expected to make the best use of the funds
donated to their organization, as those who contribute expect as
much as possible to be channeled to the cause for which the gave.
Efficient use of funds should be it high priority. and donor
expectations should be carefully considered. A board member's
services might be a bargain, but the price an organization might
have to pay in terms of below par services or reputation could be
greater than the money saved in the first place.
Even if all intentions are good, where word gets out that all
organization has transacted business with it board member's firm
mans are quick to jump to the conclusion that something is amiss.
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Transactions in which board members are in%ok ed can c reale an
impre.sion of sinister n1OLIN and corer-ups in the mind of the
puhlu. .� good question to ask when considering the use of heard
ni-niber firms is -Would we want the donors to know ,shout this
transaction and would we feel comfortable explaining the situa-
tion to donors."
Ultimately, conflicts of interest can threaten the organiiation"s tax
exempt status. The internal Revenue Code requires that non-
profit organizations be operated for '.public belletit." and that
there be no inurement to the benefit of as individual. -Che
Internal Revenue Service (IRS) can revoke the organization's tax
exempt status if the group is found to have been operiating IM the
personal benefit of am individual. This does not pertain only u,
those instances in which the transaction is detrimental to the
organization. As stated in the IRS' Exempt Organizations
Handbook:
lIxernption mm, be loct even though the pari-�actiorr ultimutFl�
P profitable for the exempt orgcnmt:.ahori . . . thns, the test r, not
Whitiate profit or loss bit whether. cit every stage o/ the hrurse"0-1.
those rontrolhiig the e.venipt organisation guarded its irate-StN (rnd
dealt with related parties at arni's length.
More stringent regulations apple to private foundations since
this is where the IRS perceives the bulk of potential problems
will occur.
A Landmark Case
In 1974, U.S. District Court Judge Gerhard Gessell issued a
ruling in the landmark case Stern v. Luce Webb Haves National
Training School for Deaconnesses and Missionaries. better known
as "the Sibley Hospital case." Parents of several children who had
been patients at the hospital alledged that costs of care were
unnecessarily high because the board of trustees had mismanaged
the hospital's assets and had realized personal enrichment
through depositing the hospital's cash in financial institutions M
which they had significant financial interests.
fudge Gessell concluded that financial advantage had not been
I realized by the board members and that the hospital had incurred
no damage. This decision. however, did not mean that the
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trustees had behaNed admirablv, and the court took the oppor-
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tunny to make that clear to them:
It nmust be rrutde absolutely clear that board arentberslrip carries no
right to preleiential treatment in the placement or hawlGrmg of the
hospitals mvestnmerml.s or bnsirtess account's.
A Judge Gessell did riot stop there. He went on to strictly admonish
the trustees that a board member has breached his fiduciary duty
is he has:
1. Failed to tese diligence in supewvi.mig the actions of those to whom
pnancial or mvestnwiit respon.sibilitt, had been delegated, or
2. Permitted the nonprofit corporatiorm to enter hila n busirmes
trwoactiorn with a busirtecs entitl in which he had o substantial
interest, without di.sclo.mig that interest awl irmlornring the nonprofit
corporation of ant• rea.swis xhY the transaction rrriglrt not be m its best
interest, or
3. Doted for oractivelA participated in a decision to trrnmsact husinmiss
with an emit in ;Aich he had a substarmtial interest, or,
4. Otherwise tailed to perform his duties horrestly, in Bood loan. and
with a reasonable amount of diligence and care.
What made the Sibley Hospital case the landmark it has become is
the simple fact that the trial took place at all. By permitting the
parents to sue the board members for such offenses, the court set
a precedent of trustee liability.
Although the trustees in this case were acquitted of any actual
wrongdoing, the case did confirm that trustees have certain
responsibilities and can be held liable for failing_ to exercise
control over those areas of responsibility.
Conflict of Interest Policies
The responsibility and integrity of board members should be
enough of a safeguard against conflicts of interest as an'
organization might need. Unfortunately. this is not always the
case. Therefore, many boards have concluded that a more
systematic approach to defending against conflicts of interest. one
f that acknowledges the fiduciary duty of a board member and
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implements it into a formal structure, i.e., a "conflict of interest
policy." is necessary.
1-he Model Police
A formal conflict of interest police does much to reassure donors
and protect board members. However, there is no uniform
conflict of interest policy that wOUld entirely satisfy the needs of
all nonprofit organizations. The east range of potential conflicts
and the need for policies that relate to the specific circumsta'tces
of individual organizations are the two main impediment;. 13ut,
there are certain provisions that would seem to ht yirtuall'
every organization.
hhe most important provision for am Conflict of interest polio is
disclosure. The following example illustrates �s, such a proyis►otn
could be worded:
Trustees and adiriiriistration official's shall disclose iri wotirigy to the
board of trustees anti' persort to whoni they are closely related or
organization with which they are affiliated who or -,"bich presently
transacts business with (the orgcitizatioraf or might reasonably be
o in the limine. Each disclosure shall be updated(IIIA
expected to do syearly basts. :�n af�liatiort with tit orgatit_atiort 11,111i11
resubmitted on o
be considered to exist when a trustee or arintinistraliort of/trial or a
member of'his imtrtediate family or close relative is tit officer, director.
trustee, pnrhter, employee or agent of the organtzatiort. or"'"'s lire
percent of the voting stock or controlling interest it, the u1��rtn_rttiun.
or has arty other substantial interest or dealings with the or"mnt_ation.
board's knowledge of every significant transaction relevant to its
organization is crucial in the prevention ne conflict of interest
situations. The board must not at anv time be left ignorant of
situations that are potentially harmful, and the members who are
involved in these situations should not simply take it upon
themselves to decide whether or not their affiliations might be
detrimental to the organization. This is the job of the board as
a whole.
another key practice in the battle against self-dealing is that of
abstention from voting. As Judge Gessell noted, once a board
member has disclosed a potential conflict it is important that he
jrefrain from voting on the issue. Some boards might even go so
i far as to mandate that the member lease the room while
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discussion of the matter is taking place. A nonvoting provision
further protects both the organization and the board member
I from allegations of'intproprien.
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Beyond these two "essentials." boards should be sure these are
f policies requiring competitive bids when awarding contracts for
11 fundraising, printing, office supplies and construction work:
comparative shopping when making investment decisions and
hiring legal counsel: and estblishing external review panels frn-
adyice on grant awards.
.Avoiding An Indemnity Crisis
Even though board members generally carry out their duties as
diligently as possible, cases such as Sibley Hospital have opened
the door for increased legal activity. Consequently, it stew expense
for nonprofits has arisen: litigation. When a board member %v ho
has acted in a prudent manner in the name of the organization is
sued, should he be forced to carry the burden of financing his
own defenses Perhaps it makes sense that the organization he is
serving should pay the bills. Therefore, nonprofits and their
boards should be aware of"indemnification."
Indemnification in the case is the obligation of an organization to
pay for or reimburse the board member for any costs or expenses
of,litigation arising out of board service. This compensation,
however, is only permitted when state laws allow`it and when the
state and/or IRS determine that the indemnified person acted in
good faith and with due care in fulfilling his fiduciary duty.
While organizations should be prepared to pick up the tab. they
might not be able to withstand the financial strains that can
accompany it. Therefore, out of the need of nonprofits to coyer
themselves in these instances has arisen "indemnity insurance."
In simple terms, indemnity insurance finances the legal expenses
incurred when a board member is sued. The insurance company
must be convinced that certain standards of diligence have been
met before the organization can be compensated. Indemnity
insurance, like am• other, is available from commercial companies.
And, if a nonprofit cannot or will not purchase it, it is also
available on an individual basis.
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Though no one likes to think that he would ever get himself
involved in a suit over his conduct as a board member, today it is
more than a remote possibility. For this reason purchasing
indemnity insurance should be strongly considered. Without it, an
individual might be found innocent of anv wrongdoing, but the
ns of a court battle c,{,, be devastating.
financial implicatio
Why All The Fuss?
Don't forget that when you agree to serve on a nonprofit board.
you are accepting stewardship responsibility for the funds donors
have contributed to that organtzauon. Donors are placing their
trust in you, beneficiaries of the organization's services are
depending on vou, and the courts are watching vou. If you are a
person who values the reputation you have built for yourself
through Fears of hard work and ethical business practices. WU
should scrutinize any organization before you lend it %our Hanle
and your time. Even the vaguest of affiliations with an organiza-
tion whose practices are questionable can tarnish your reputation
and that of vour companv. Although the rewards of Voluntary
service are great, it is important to the future of philanthrope that
board members take their responsibilities seriously.
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