HomeMy WebLinkAbout2009/04/07 Item 9
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CREATING
A SUSTAINABLE
CHULA VISTA NATURE CENTER
Serving, Preserving... Naturally!
PRELIMINARY REpORT OF THE MAYOR'S TASK FORCE
APRIL 7, 2009
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I. Executive Summary
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II. Introduction
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III. Case for Change
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A. Diminished Financial Support from the City of Chula Vista
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B. Task Force Mission and Methodology
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C. Task Force Committees
1. Governance and Operating Agreement
2. Operations: program assessment
3. Legal and Human Resources considerations
4. Fundraising and Business Development
5. Marketing
6. Financial Restructuring: future alternatives
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IV. Preliminary Recommendations
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A. The formation of a public-private partnership to operate the Chula Vista Nature
, Center (CVNC);
B. Broad access to the CVNC for the general public;
C. Joint funding future operations of the CVNC in meaningful ways;
D.Utilities and services;
E. A transition fund;
F. Reasonable efforts by the City for future capital funding;
G. Employee status, compensation, benefits and retirement;
H. Independent, self-perpetuating Board of Directors of the non-profit as a multi-
member organization; ,
I. The City's role and authority;
J. Parking and access;
K. A transition period to ensure a smooth transfer of management and operations; and
L. Tasks for the transition team;
V. Conclusion
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The City ofChula Vista owns the Nature Center facility and has licensing and easement
access through the Department of U.S. Fish & Wildlife. The Chula Vista Nature Center has
been funded for the majority of its operational costs by the City of Chula Vista for several
years. The national economic downturn has impacted local government decisions regarding
the services that can be offered during challenging economic times.
The Mayor's Task Force for the Nature Center, through active work by six committees,
studied the Nature Center's current financial structure and its operations in order to prepare a
Sustainability Plan under diminished City funding. The Task Force was asked to recommend
a strategic action plan that will protect the Nature Center as an asset, comply with legal
contracts and agreements, and explore opportunities for future operations. The goal is to
create a sustainability plan that will provide a fiscally sustainable model--one that has the
financial staying power to operate and maintain the City's valuable asset.
An operational review was conducted. This included peer review by representatives of
zoological organizations and entertainment-focused entities, organizational structure,
staffing, and accountability issues.
Legal and human resources concerns were outlined. A comparison was made of a
scenario in which all employees were employed by a non-profit versus all employees
employed by the City of Chula Vista, and another of a scenario in which existing employees
remain City employees and new employees are hired as non-profit employees, with and
without City-provided pump crew.
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The Nature Center has no outstanding fiscal liabilities other than debt service for the loan
to make recent facility improvements and some grant restrictions. Marketing and fundraising
plans were drafted.
. It is anticipated that the City seeks a meaningful role in efforts to maintain the City's
asset and keep the Nature Center open to the public. An as-yet~undefined public-private
partnership between the City of Chula Vista and a 501 (c)3 organization seems to have the
greatest promise in achieving the goal of sustain ability. This is a timely opportunity to
consider a sustainability plan that, if ultimately approved by the CVCC, transitions to
operation by a non--profit entity through a negotiated operating agreement with the City.
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IN;fROD.tJCTioN
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The Chula Vista Nature Center, uniquely located on 3.3 acres of history-rich Gunpowder
Point and the Sweetwater Marsh National Wildlife Refuge, provides many significant
recreational, scenic and educational opportunities to Chula Vista residents and to visitors to
the South Bay. The Nature Center is a world-class zoological institution with hands-on
exhibits and live animal displays which detail the importance of natural resources and their
delicate ecosystem balance.
The Nature Center has provided the public with a quality nature center/living museum
experience while promoting coastal resource conservation and environmental stewardship
through education since 1987. The Center is accredited by the American Association of
Museums, and is an internationally recognized exhibit of plants and animals native to San
Diego Bay and marsh/wetland habitats. Over the past three years alone, the Nature Center
has welcomed almost 60,000 visitors and 400 school field trips annually who experience up-
close and personal visits with endangered species such as green sea turtles, shorebirds,
hawks, sharks, stingrays, and jellyfish.
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In cooperation with various partners, the Chula Vista Nature Center is committed to
educating the public on the importance of coastal resource conservation through field trips,
guided walks, classes, tours, and special projects. The Center provides tours for students of
all ages from schools in the San Diego/Baja California region. Nature Center docents
annually guide over 15,000 students from diverse ethnic, cultural, and economic backgrounds
around the Center and grounds, helping students learn about watershed ecology, wetlands,
habitat preservation and environmental conservation, thereby helping them develop a strong
sense of environmental stewardship at an early age. The Chula Vista Elementary School
District's full-time Science Resource Teacher works closely with Nature Center staff to
provide 5,000 students with environmental education programs that are integrated into the
science and social studies curricula.
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Milestones
1987 -The Chula Vista Nature Center opened on July 4th, funded by Chula Vista
redevelopment. Coastal Conservancy funded the exhibits.
1988 - The Center won an Orchid Award for building design.
1989 - 300 acres was designated as Sweetwater Marsh National Wildlife Refuge.
1990 - A greenhouse was constructed using a Coastal Conservancy grant of $50,000 and
soon, endangered marsh plants sprouted seedlings.
1990 - A burrowing owl aviary and avian support building were constructed, allowing
visitors to see and hear birds which are normally hidden from view, and curators to monitor
birds, eggs, and their young.
1994 -Interpretive Trails were opened on Gunpowder Point.
1998 - The Butterfly and Hummingbird Garden was constructed. The Clapper Rail Aviary
was completed and the first pair of endangered clapper rails was welcomed.
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2000 - Raptor enclosures, a shark and ray experience, and eagle mesa were constructed.
2003 - The San Diego October fires wiped out native wild Rainbow/Steelhead Trout in the
Laguna Mountains. The Nature Center includes their only known remaining population of
this endangered species. Efforts are underway to breed the captive adults and release the
young into native waters.
2004 - The one hundredth light-footed clapper rail was released, capturing the attention of
the international zoo and conservation community. Prior to 2001, no facility in the world had
successfully bred these endangered birds. Nature Center staff, in partnership with Sea World
San Diego's Bird Department, augmented the wild population by almost 20% in just four
years.
2004-2005 - Plans were drawn up to renovate the main building exhibits and retail area.
2005 - A state-of-the-art Green Sea Turtle exhibit was installed, underwritten by a $30,000
grant from the San Diego Women's Foundation.
2006 - A million dollar capital campaign involving local businesses, international
corporations, individual philanthropists, and foundations was launched to completely and
successfully renovate the Nature Center in time for its 20th Anniversary.
2007,2008 -Worldwide Monitoring Day hosted students from throughout the region to
connect with their environment and with one another.
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History
1987 - The Nature Center, prior to opening, was turned over to the non-profit Bayfront 1"'"\
Conservancy Trust, in anticipation of funds to support the Center from a special tax )
assessment district on 100 acres of land to be developed east of the Sweetwater Marsh.
1992 - The California Coastal Commission approved Local Coastal Plans for bay:front
development. However, hotels, restaurants, tennis courts, and visitor-serving businesses were
not constructed, leaving the funding source of a special tax assessment district completely
dry.
1997 - Staff and volunteers formed The Environmental Legacy Fund (ELF) for Nature
Center fundraising. The Bayfront Conservancy Trust reorganized into the Chula Vista
Nature Center Board of Trustees and the ELF was eventually renamed the Friends of the
Chula Vista Nature Center.
2002 - The Nature Center became an official department of the City of Chula Vista, which
began to provide the majority ofthe Center's annual budget.
2007 -08 - City of Chula Vista's General Fund budget of $156 million was cut by $26
million.
2008-09 - The City's budget will be cut by $4 million this year and by $16 million more next
year. An economic downturn, along with diminished local revenue means that the City can
fund only core municipal services.
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The Nature Center is a million dollar annual operation with $750,000 supported through
the City and $250,000 raised through private donations, ticket sales, memberships and gift
shop sales.
Diminished Financial Support from the Citv of Chula Vista
With a history of 75% of its annual budget coming from the City of Chula Vista, the
Nature Center has been subject to recent City budget cuts. As important as the Nature Center
is to education and preservation, it is not the core municipal service that public safety and
public works provide, and cannot draw from the City's depleted reserves. The depressed
economy is impacting the Nature Center's funding.
A funding source not tied to the City's General Fund is needed to assure the ongoing
function of this inspiring facility.
One long-term plan is to establish an endowment of $20 million that will spin off interest
annually to support Nature Center operations. An endowment will ensure financial security
for the Nature Center and the ongoing maintenance ofthis local treasure.
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The short-term plan is to fundraise for the immediate operational needs of the
organization for the fiscal year beginning July 1,2009.
The following table illustrates actual funding from 2006-07 and 2007-08, and an
estimated budget for 2008-09. Cuts were made in operations. Admission fees were
increased.
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Nature Center Expenditures and Revenues 06-07 to 08-09
Expenditures
08-09
06-07 (actual) 07-08 (actual) (budQet before cuts)
Personnel $ 817,838 $ 872,348 $ 730,846
Supplies & Services $ 105,688 $ 76,689 $ 93,400
Other $ 56,769 $ 45,187 $ 61,000
Utilities $ 57,875 $ 51,833 $ 60,451
Grant costs $ 6,671 $ 2,315 $ 3,500
Gift Shop $ 47,611 $ 30,627 $ 38,480
Total $ 1,092,451 $ 1,078,999 $ 987,677
Revenues
08-09
06-07 (actual) 07-08 (actual) (estimated)
Gift Shop Sales $ 76,269 $ 68,246 $ 81,700
Building Lease $ 3,507 $ 4,323 $ 5,150
Seminar Fees $ 7,610 $ 6,252 $ 5,150
Admission Fees $ 141,538 $ 133,475 $ 140,000
Donations (exceeded '08) $ 54,774 $ 45,729 $ 56,100
Grants $ 30,265 $ 50,010 $ 30,000
Total $ 313,964 $ 308,035 $ 318,100
Overating costs $ 778,487 $ 770,964 $ 669,577
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Task Force Mission and Methodology
In December 2008, Mayor Cox commissioned a Nature Center Task Force to examine the
current status of the Chula Vista Nature Center as a City Department and to recommend a
strategic action plan that will protect the Nature Center as an asset; comply with legal
contracts and agreements, and explore opportunities for future operations. The goal is to
create a sustainability plan that will provide a fiscally sustainable model--one that has the
financial staying power to operate and maintain the City's valuable asset. A viable
sustainability plan will enslire the following: 1) that the Nature Center remains open with the
help of staff and volunteers, 2) has a solid financial outlook, and 3) has a strategy for
increasing paying visitors and donations. The Sustainability Plan includes components in
governance, operations (including peer review by individuals from similar facilities), legal
services/human resources services, fundraising and marketing, and financial restructuring.
Three formal Task Force meetings were held on January 16, February 18 and March 25,
2009. The following Task Force members joined Mayor Cox and Councilmember Pamela
Bensoussan:
Leah Browder, Deputy City Manager
Buck Martin, Director, CVNC
Charles Gailband, CVNC staff
Kerry Laube, CVNC staff
Ben Vallejos, CVNC staff
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Denny Stone, Economic Development
Officer
Jennifer Quijano, Mayor's staff
Andy Yuen, US Fish & Wildlife
Ken Weimer, President, Friends of the
CVNC
Brian Bennett, Friends ofthe CVNC
Dr. Brian Joseph, Friends of the CVNC
Dr. Larry Wergeland, Friends of the
CVNC
Susan Fuller, Chair, CVNC Board of
Trustees
Dan Biggs, President, SCEDC
Ken Baumgartner, SCEDC member
Bill Tunstall, SCEDC member
Cindy Gompper-Graves, SCEDC
Executive Director
Renee Harrell, President, RHC
Cecil Dunagan, Vistage
Richard Kiy, International Community Foundation, offered his assistance, as did Doug
Myers and Mike Mace from the San Diego Zoo, whose staff visited the Nature Center several
times and will soon relay several recommendations. Ken Baumgartner and Dan Biggs
headed up research regarding financial restructuring, Dr. Brian Joseph looked at governance
and current operations, Buck Martin discussed human resources and legal issues with City
staff, Denny Stone and Renee Herrell drafted marketing and fundraising plans, and CVNC
advocates Susan Fuller, Ken Weimer, and Larry Wergeland investigated the Nature Center's
currently defined and possibly redefined roles.
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Contacts were made to the offices of Congressman Bob Filner, and Senators Boxer and
Feinstein, and to corporate and individual donors. Port Commissioner Michael Najera and
City Manager Jim Sandoval talked with members of the San Diego Unified Port District
about the need for financial support. Information was mailed to the San Diego Economic
Development Council, the South County Economic Development Council, and the Chula
Vista Chamber of Commerce. Imperial Beach Councilmember Patricia McCoy assisted with
contacting wildlife advocacy groups.
The Task Force analyzed a wide range of issues affecting strategic, operational and
financial planning for the CVNC, including marketing, fundraising, and human resources and
legal issues. The findings and preliminary recommendations from the Task Force are set
forth in the pages that follow.
Task Force Committees
Six committees met from January to March in preparation for monthly meetings of the
entire Task Force. Committee assignments were Governance and Operating Agreement;
Operations: program assessment; Legal and Human Resources considerations; Fundraising
and Business Development; Marketing; and Financial Restructuring: future alternatives.
Their work was invaluable.
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Governance and Operating Agreement:
Susan Fuller, Dr. Brian Joseph, Dr. Larry Wergeland and Ken Weimer
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Committee members held a series of meetings in which agreements between cities and
non-profits for the operation of zoos and aquariums were reviewed and considered. Bylaws
of non-profits operating zoos and aquariums under operating agreements with city
governments were reviewed and considered.
A useful document was "Building a Premier Zoo for Houston: the Mayor's Task Force."
This document, dated August 2001, concluded that the Houston Zoo could grow and better
serve Houstonians through operation by the Houston Zoological Society under an operating
agreement with the City of Houston. The purpose of the Houston document was to let the
Zoo grow through increased fundraising associated with operation as a non-profit.
Two quotes from "Building a Premier Zoo" summarize where we are today:
o "We believe that many legitimate demands for public resources and the necessary
diverse priorities of govemment will continue to prohibit the City from independently
addressing the Zoo's funding needs," and,
8 "Discussions with members of Houston's philanthropic community suggest that in
order to secure significant private-sector funding, more private-sector control over
Zoo decision-making is required."
Recommendations from "Building a Premier Zoo" included the following:
. joint funding of future operations by the City of Houston and its non-profit;
. the establishment of a transition fund to ensure a successful transfer of operations;
o reasonable efforts by the City to assist with future capital funding;
o employment considerations;
II governance by an independent Board who would direct Zoo management, operations,
control the budget, admissions prices, access progran1s, and physical plant;
II adequate parking and access assured by the City of Houston.
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Examination of relevant operating agreements between zoos, aquariums and non-profits
suggest consideration, negotiation, definition and inclusion of the following aspects of
operation in an operating agreement should the City Council determine that Nature Center
operations should shift to a 501(c)3 non-profit organization:
. Operation and management- a definition of the Mission of the Nature Center and its
management
· Relationship with and inspection by the City- appointment of City liaison with the
non-profit
· Admission- empowers the Society to regulate the cost of admission and retain
revenues
· Facility property- defines facilities as the property ofthe City
· Living property- assigns ownership and responsibility for the living collection and its
management to the non-profit
o Capital improvements- defines if City will provide or match capital dollars
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· City representation on the non-profit Board- defines level of representation (10% or
so) on the 501(c)3 Board
. Duration term of Agreement
· Care and maintenance- defines responsibility for facilities and living collection
· Utilities- defines responsibility for installing or upgrading utilities and payment of
utility fees
.. Emplciyees- defines responsibility for hiring and managing employees, defines who
employees work for
. Insurance- defines responsibility
. Indemnification
· Gifts and endowment- obligates the non-profit to seek gifts, cash, property, bequests
and endowment
o Rules and regulations- obligates following Association of Zoos and Aquariums rules
· Separation of functions-devote non-profit's assets and resources and City funds
solely and exclusively to the purposes described in this agreement
.. Nondiscrimination
· Appropriations and grants offunds to the non-profit for Nature Center operations-
describes City funding
o Concessions- grants the right to manage concessions to the non-profit
. Notice
· Independent contractor- defines that the non-profit and operators are independent
contractors \vith exclusive control and direction of equipment and personnel
.. No third party beneficiary
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Operations: Program Assessment
Brian Joseph, DVM
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Introduction
A daylong program and operation assessment (Assessment) was conducted at the Chula
Vista Nature Center on February 17, 2009. The Assessment Team (Team) included the
following members:
· Jim Antrim, former Zoological Vice President, Sea World California;
· Brian Joseph, DVM, Living Exhibits Inc., Escondido, California;
· Chris Spaulding, Curator, Sea Life Center, Carlsbad, California; and
· Elizabeth Thomsen, Director of Education, San Diego Wild Animal Park, Escondido,
California.
The Team shares over 110 years of experience in publicly operated, non-profit and for-
profit zoological institutions. Team members individually participated previously in over 25
accreditation inspections on behalf of the Association of Zoos and Aquariums (AZA), the
Alliance of Marine Mammal Parks and Aquariums, and as paid inspection consultants.
The Assessment process included advance analysis of Chula Vista Nature Center
(CVNC) programs and operations data and information. Reviewed materials included
budgets, organizational structure, position descriptions, job duties, programs and volunteer
program operation. On-site Assessment activities included a guided site tour, individual staff
interviews and inspection of facilities.
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The Team considered the following questions in order to provide input to financial
modeling that will be useful in developing a successful sustainability plan:
1. Is the quality of programming , animal care, exhibits, conservation and educational
efforts consistent with the zoological community and appropriate for an organization
of the CVNC's size and budget?
2. Are staffing levels appropriate for the sizelbudget of the organization and the
diversity of its programming?
3. Is staff compensation appropriate?
4. Are there areas of programming that can be expanded to increase revenue?
5. Are there areas in which cost cutting can occur?
6. Are the organizational structure and individual work responsibilities appropriate?
7. Do employees' job descriptions accurately reflect their duties?
8. Is the present distribution of positions appropriate for the organization?
9. How does the CVNC compare to other zoological institutions in the region on a cost
per visitor basis?
Achievements
The Team commended the CVNC for several achievements:
1. A highly dedicated, hard working staff works with passion for the institution and for
its mission;
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2. Staff stepped up efforts to maintain the operation of the CVNC in the presence of
decreased resources and executive leadership;
3. Staff operate at a level of effort that cannot be maintained and should not be expected
on a long term basis;
4. The facility is in generally good repair and is attractive;
5. Excellent examples of cooperation with City personnel, most notably with the City
pump maintenance crew and the City electrical crew allows the institution to operate
at a high level of quality;
6. Exhibits are of high quality and more regionally relevant than most animal exhibits
within southern California; and
7. Interpretation in English and Spanish is unique among zoological facilities in
southern California and well serves the constituent population.
Concerns
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1. An onsite, autonomous, executive director with sole responsibility for the
management of day-to-day and long range activities is necessary to adequately
advocate the mission, organization and employees in a focused manner, rather than
performing these activities remotely as a small part of a large, diverse, and
demanding position. Technical, professional managerial, fundraising, consistent
communication, problem solving experience and working cooperatively in a political
environment are needed. This position is mandated for American Museum
Association and Association of Zoos and Aquariums accreditation;
2. Revenue generation can be addressed by developing a business plan that increases
educational programming and revenue generation. The majority of educational
programs within zoological institutions are required to generate sufficient revenue to
be self-sustaining or nearly self-sustaining. This is fiscally responsible and also
allows increased facility use and increased educational contributions to the supporting
community. An unused classroom provides the opportunity to expand on-site
educational and wildlife outreach programming. While the finite space occupied by I
the CVNC within a federal refuge precludes substantial capital investment in new
facilities that might result in increased visitor numbers and revenue, there is
tremendous opportunity to expand into the community through wildlife outreach
programmmg;
3. Isolation from the educational interpretive community can be remedied with input
from local educational partners. Development of better connections can lead to
expanded program diversity, use of shared resources and increased resources;
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4. Facility and equipment repairs should be defined and costs and funding should be
identified. These include a PVC discharge line through which the muck from salt
water reservoirs can be discharged and an appropriate waste water pump powerful
enough to pump the muck out of saltwater reservoirs. An air compressor should be
replaced. The shorebird exhibit requires rebuilding, including an impervious liner as
the unprotected bank continually crumbles into the pool. Its pump and lines require
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significant maintenance. The entry gate mechanism needs repair or replacement. The 0
road to the CVNC requires resurfacing. Shark and ray touch pool handrails require ' )
maintenance. Many graphics that are just over 2 years old require replacement. The
sump pump on the lower, outside visitor level requires replacement as the area floods
during periods of rain. Entry floor screens in front of the two automatic doors to the
CVNC require replacement. The exterior stucco needs repair.
5. Facility improvements are needed in the areas of stabilized quality of incoming water,
parking, security, and a planned gateway that results in a sense of arrival;
6. A marketing program that includes hiring a marketing consultant, pro bono
marketing, and marketing dollars consistent with the norms of a zoological
community can help capture market share and membership in a manner consistent
with norms of zoological community and integrate costs into the business plan. The
present operating structure, as a part of a civic entity, precludes dedicating adequate
marketing to attract guests.
The 2009 CVNC marketing budget is $2,000. This represents less than 1% of the
total operating budget. Typical zoological institution marketing budgets range from 8
% ($76,800 in this case) to 28 % ($268,800 in this case) since it is recognized that
there is a direct relationship between marketing and attendance. It is desirable to
capture market share commensurate with the population located within 50 miles of
the CVNC. Membership, although growing slowly, is lower than what is commonly 1""\, _
accepted. As a comparison, one out of every four households in San Diego County is , )
a member of the Zoological Society of San Diego.
7. If the City Council decides that a shift in operations from the City to a non-profit is
desired, then -
B Organizational structure of non-profit operations will require redefinition. More
typical of zoological institutions is a structure characterized by an executive
director, an administrative assistant and two supervisors who report to the
executive director. A guest experience supervisor would supervise two positions:
a volunteer/educational specialist and a retail/guest experience specialist. An
animal collection/operations supervisor would supervise an aquarist, a keeper
responsible for non-fish segment of the collection, a maintenance worker, a
custodial worker and a life support worker in the event that the City does not
provide pump crew services;
B Communication between CVNC and other City employees will need to be
redefined;
· Protocols and programmatic manuals will require review and development, with
attention to risk liability. These can be helpful in training staff and volunteers and
to prevent "drift" from acceptable practices;
· Staffing plans will need to be reviewed. Staffing levels must provide for
redundancy in the event of employee illness, vacation or unexpected absence in
order to provide consistent care of the animal collection and physical plant. n, .
Workloads must be balanced. Staffing levels must be sufficiently adequate to , )
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maintain grounds and facilities. Staffing plans will need to be negotiated as a part
of the operating and funding agreements with a non-profit 501(c)3 organization;
and
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Employee status/compensation will need to be reviewed. Current wages and
benefits for personnel appear higher than similar positions in zoological
institutions today. One resolution that accompanies conversion of operation from
civic to non-profit is for existing employees to remain employees ofthe City
throughout their service, retaining wages and benefits while new employees are
hired by the non-profit at a different rate of compensation. The City could
. continue to fund the City employees at their current level of compensation or,
fund the differential between what City employees are paid and what employees
of the non-profit are paid. Or, City employees could transfer to vacant City
positions or become non-profit employees at different rates of compensation.
Employee compensation and employee status would need to be negotiated with
non-profit operator as a part of operating agreement and funding agreement.
Opportunities and Recommendations
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1. This is a timely opportunity to develop a sustainability plan that maintains the City's
asset and transitions to operation by a non-profit entity through a negotiated operating
agreement with the City. A new operating model, most likely operation by a non- .
profit, can reduce funding ri.sk associated with civic operation. The facility size is too
small to operate on a for-profit basis and will require a level of continued City
funding.
2. Pursue additional federal operating funding through the existing relationship with
Fish and Wildlife Service. The CVNC provides some of the best wetland
interpretation the Team is aware of and is located within a federal Wildlife Refuge.
Only 5% of California's original wetlands when the Spanish explorers came to
California exist today, making the CVNC an even greater asset to the population of
the United States at large. The Nature Center is one of the few venues located on
federal land that provides interpretation concerning the conservation of California
wetlands. It provides one of very few opportunities to impress young visitors
regarding the need to conserve wetlands.
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3. Operation as a non-profit business must include the development and implementation
of a non-profit business plan bas~d upon increased revenue generation, e.g.,
adjustments in admissions and membership fees and expansion of educational
. programming that will increase revenue streams. Successful zoological institutions
operate as businesses and focus on revenue generation and high quality programming.
There is substantial opportunity to increase revenue streams from attendance,
member"ship; programming, development and after hours, corporate and other group'
events (e.g., Scouting). Entry into the CVNC requires modification to capture
revenue from visitors that ride on the bus, so that visitors actually pay admission fees
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upon entering the main entrance rather than first visiting outdoor exhibits and
neglecting to pay admission.
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4. Attempt to reduce utility costs through completing sewer lines and installing
increased photovoltaic cells. .
Increased Revenue Opportunities
· Admission Fees
Typically, non-profit operations generate one third of their annual operating budgets
through revenue generation other than fundraising. The CVNC's existing sources of current
revenue generation other than fundraising are admission fees ($140,000), rentals/leases
($5,150), membership fees (included under donations) and seminars/classes ($5,150). The
Team believes that each has room for increased revenue, but recognizes existing limitations
that make revenue increases challenging.
· Potential for Increased Admission Dollars
Table 1 lists admission prices for various categories of discretionary activities within San
Diego County. A comparison of Chula Vista Nature Center admission prices for each
category suggests that present admission prices are significantly lower than should be borne
by the local market.
Table 1
Comparison of Admission Prices for Discretionary Activities in San Diego County
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Organization Senior Adult Student Juniors Children Children
Chula Vista Nature Center $5.00 (55+) $6.00 $5.00 S4.00 $3.00 (4-11) Free
(18 w/id) (12-17) (>4)
San Diego New Children's S10.00 S10.00 S10.00 SIO.OO $10.00
Museum
Fleet Space Theater $8.75 $10.00 $8.75 (3-12)
Fleet Space Theater + Imax SI1.75 S14.50 SI1.75
(3-12)
Ultrastar CV 10 Theater $7.50 $10.50 S10.50 $7.50
Regal Cinema $7.50 $10.50 $10.50 $7.50
Birch Aquarium $9.00 S11.00 S8.00 S7.50 S7.50 (3-11) Free> 3
(60 +) (12-17)
Del Mar Fair $7.00 $13.00 $7.00 (6--12)
(62 +)
Natural History Museum SI1.00 $13.00 S8.00 w/id S8.00 S7.00
USS Midway Museum S13.00 (62) S17.00 S9.00 S9.00 (6-11)
(12.17)
Sea Life Center $15.95 S18.95 , SI1.95 $11.95
(60 +)
Knott's Soak City S19.99 S30.00 S19.99
(<48")
San Diego Zoo $35.00 S35.00 $35.00 $26.00
(12+) (3-1 I)
Legoland S53.00 . S63.00 $53.00
(60 +) (13-59) (3-12)
San Diego Wild Animal $35.00 $35.00 $35.00 S26.00
Park (plus $19.00 parking) (12 +) (3-11 )
Sea World S65.00 S65.00 S65.00 $65.00 S55.00 (3-9)
~
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Nature Center admissions prices are low. Increases in admissions prices suggested in
Table 2 can generate significant revenue to assist in supporting operating costs (Table 3)
without considering increases in admission numbers.
Table 3 suggests that if attendance by category remains the same in 2009 and the
suggested increases in admission costs are implemented, $176,413 additional dollars in
revenue would result. If one assumes that paid admission numbers in 2009 will increase by
15% as a result of additional marketing, an additional $45,563 would result in a total of
$221,975 additional operating dollars or $387,113 total operating dollars results wi11likely be
one third of the Nature Center's operating budget without considering other increases in
revenue.
Admission
Cate ory
Current
Sug ested
$5.00
$7.50
$6.00
$10.50
Table 3
Comparison of Admission Revenue Excluding Members using 2008 Admissions:
Total from implementing suggested admission rates
plus 15 % increase in paid admissions: $387,113
-
Increase Revenue
2008 Paid Current Suggested from 15% from 15 %
Category Age Total Total Increased Increased Increase in
Admissions Rate Rate Admission Admissions Paid
Price Admissions
Adults 18- 15,164 $6.00 $90,984 $10.50 $159,222 568,238 2275 $23,888
54 (44%)
Seniors 55 5013 $5.00 $25,065 $7.50 $37,598 $12,532 752 $5640
+ (15 %)
Student 18 2254 $5.00 $11,270 $7.50 $16,905 $5,635 338 $2,535
w/id (7 %)
Juniors 12- 1816 $4.00 $ 7 ,264 $7.50 $13,620 $13,620 272 $2,040
17 (5 %)
Child 6- 10,185 $3.00 $30,555 $7.50 $76,388 $76,388 1528 $11,460
11 (30%)
Total 34,432 $165,138 $341,550 $176,413 5165 $45,563
Numbers of paid admissions are lower than should be expected for reasons that include a
lack of marketing and a lack of a sense of arrival.
.
Most zoological institutions invest from 7 to 28 % of total operating dollars in
marketing. The CVNC spent less than 1 % of the total operating budget in 2008 on
marketing. Increasing marketing dollars to 10 % of the total operating budget and
investing in a marketing consultant wi11like1y result in increased admissions revenue.
The increased numbers of paid admissions since the public was made aware of the
difficult financial status of the CVNC support the argument that public awareness of
the CVNC is too low.
8
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.
Unless potential visitors know where they are going, the CVNC is difficult to find. In
effect, you don't know that you have arrived unless you know where the CVNC is
located.
()
· Rentals/Leases
Exploring the potential for additional revenue from facility rentals and leases will require
time and effort, and additional staffing costs. Today's total budgeted revenue from facility
rentals and leases is $5150. It is unlikely that additional dollars from rentals/leases can match
additional dollars gained by increases in paid attendance and admission fees.
m Education Program Potential
The majority of zoological institutions generate substantial revenue from the operation of
educational programs. Under the CVNC's arrangement with the Chula Vista Elementary
School District, the District supplies a teacher and the Nature Center provides a classroom.
Approximately 6,000 students are admitted without charge. In addition, approximately
15,000 students from outside the ChuJa Vista Elementary School District attend the Nature
Center each year. Some students are charged admission or admission costs are sponsored by
the San Diego Unified Port District. Additional programming during and subsequent to the
Assessment are needed. Efforts to expand programming can be rapidly advanced through the
participation of local informal educators such as Beth Thomsen from the San Diego Wild
Animal Park.
Most schools are accustomed to paying reduced admissions fees, such as two to four r='\. _
dollars per student, to participate in self-guided visits. Materials can be quickly generated . )
and the admissions fees offset printing and material development. Each child, at a now break
even point, is likely to spend two to five dollars in the Nature Center gift store. Chaperones
at a ratio of up to one chaperone per ten students are generally admitted at no charge. A
quick look at the math shows the following:
Two buses per day x five days per week x 30 students per bus x 32 weeks per
year x $3 per student = $9,600 per year. This effort requires no effort other
than directing students into the CVNC.
Programming can be augmented as a guided, scheduled program by charging an
additional $2 per student. This generates an additional $6,336 in revenue. Guided tours can
be conducted by docents.
Expansion of scouting also holds revenue promise. A badge program is in place for Boy
Scouts. Girl Scouts should be afforded the same opportunity. Scouting programs can be
expanded for Scouts to earn conservation badges. Scout sleepovers resulting in earning a
badge can be offered on weekends. Cost to participants would be on a per participant fee,
booking up to 30 scouts per session, charging an additional fee over the price of admission
for Scouts and admitting Scout leaders at no charge. Participants can sleep in the gallery
around the aquaria and exhibits and in classrooms. Purchase of sleeping pads will be
necessary due to hard gallery floors. Participant costs could include a dinner catered by a
~
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~
local restaurant that might discount on food costs, a night time snack and continental
breakfast. Ifprograms reached 75 % capacity, $1900 would be grossed for each event.
The CVNC operates within a limited perimeter that will ultimately limit admissions
expansion. However, wildlife outreach programming throughout San Diego County holds
great promise for expansion, although it requires additional staffing and volunteer support
that the current CVNC staff does not have to manage this program. Although transportation
funding is often limited to bring students to facilities, other funds can bring programming
into the schools. A single, one hour, animal ambassador program can bring in $150. With
additional staffing and volunteers, programs could be scheduled into schools, hospitals,
nursing care centers and other venues.
Existing craft programs are of high quality, but are limited in capacity and do not cover
costs. Family programming can be expanded, with volunteers continuing to operate these
classes. Charges should include time, effort and associated indirect costs. A minimum of
$15 should be charged for each adult/child pair. Class size should be limited to 20 people
(10 groups of two family members) and class offerings can be offered on an alternating basis
each month. People who look for high quality family activities close to home would be
likely to book two-hour programs solidly.
~
~
Increases in education programming revenue will require hiring part time educators at a
rate of at least $12.50 per hour for weekend work. The addition of'three part time educators
will cover previously mentioned programming. Hiring these educators will be tied to a
return on investment that covers all costs and generates additional operating revenue.
Local businesses can sponsor a school group or a classroom, donate bus money or
sponsor outreach programs. Soliciting these donations will help cultivate donors and expand
program access.
" Development
Assuming the typical non-profit operated model in which one third of operating funds are
generated through development activities, significant investment of development resources
are necessary. Existing personnel do not have the time to participate in development
activities of the scope necessary to support the CVNC. Hiring an executive director to serve
full time for the institution is needed to accomplish development goals of this magnitude. A
part time development consultant engaged to develop a fundraising plan can identify
prospects and participate in development activities. Development is an extended process in
which potential donors must first be "sold" on the mission and on sustainable and responsible
operation of the institution. The second step is to obtain their limited financial participation
and to demonstrate responsible investment of those resources. The third step is "the ask".
This is a process that takes years, not weeks. The success of cold calls is minimal.
The budget target for 2008 CVNC donations was $56,100, which included $21,552 in
membership fees. This is inadequate to provide the budget necessary to operate the Nature
Center. In addition to the economy, factors that held down donations in 2008 were the lack
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of a development plan, a full time executive director and a development consultant. All three n
are required ifthe Nature Center is to be sustainable. '. )
The emergency donor solicitation since December 2008 has been effective. These
include grants that can help in transitional funding until a sustainability plan can be
developed, funded and implemented.
The membership program can be expanded through increases in member numbers and
through increased membership fees. Table 4 suggests that Nature Center membership is
significantly underpriced. This can result in perceived decreased value. This is also tied to
the underpriced admission costs. Typically, guests make a decision to purchase membership
based on thinking that they will visit the organization at least twice a year. At the very least,
membership fees should be increased to a level even with those ofthe Birch Aquarium, ifnot
higher.
On!anization Adult single Adult dual Family Student (12-17) Child (3-11)
Chula Vista Nature Center $25.00 $35.00 $65.00 $25.00 $25.00
Reuben Fleet Space Theater $52.00 $79.00
San Diego Natural History Museum $55.00 $70.00
USS Midway S50.00 $50.00 $75.00
Birch Aquarium $55.00 $68.00 $75.00
San Diego Zoo $71.00 $89.00 $28.00 $25.00
San Diego Wild Animal Park $71.00 $89.00 $28.00 $25.00
Knott's Soak City $79.99 $79.99 (> 48") $50.00 (<48")
Sea World $99.00 $99.00 $99.00
Legoland $] 19.00 $99.00 $99.00
Table 4
Membership Fees
n
· Operating Cost ver Visitor of Regional Zoological Institutions
Table 5 suggests that the operating cost per visitor for the CVNC lies in the mid-range of
regional zoological facilities. Given its budget, it operates in a significantly efficient manner.
Table 5 does not assess visitor stay time, visitor per capita expenditures or funding sources.
Jpera mg os s 0 a 1 omla 00 oglca aCl 1 les
Operating Annual Operating
Organization Location Budget Visits Cost
_~er Visitor
, Santa Ana Zoo Santa Ana $2,039,191 268,878 $7.58
Cabrillo Aquarium San Pedro $2,613,400 301,633 $8.66
Sacramento Zoo Sacramento $4,691,000 538,000 $8.72
Birch Aquarium San Diego $4,400,000 406,344 $10.83
Aquarium of the Bay San Francisco $6,700,000 600,000 $11.17
Santa Barbara Zoo Santa Barbara $5,822,000 478,917 $12.16
Los Angeles Zoo Los Angeles $19,319,276 1,577,839 $12.24
Oakland Zoo Oakland $7,460,000 550,000 $13.56
~'if'il~~li&:.~Jl;tIDf~~W1!ffi ~!!i!l~\~lSt'ii; ~2a?i;r6}7!~ 6St"O'OU ~-T-
l _.,. -._...__. lr~.gQ
o
Table 5
l' C t fC J'fI . Z 1
IF '1'1'
()
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~
~
Operating Annual Operating
Organization Location Cost
Budget Visits per Visitor
Fresno's Chaffee Zoo Fresno $6,813,519 398,820 $17.08
Living Desert Palm Desert $8,044,831 354,425 $22.70
Aquarium of the Pacific Long Beach $29,300,000 1,398,000 $20.96
San Diego Wild Animal Park Escondido $50,000,000 1,503,993 $33.24
San Diego Zoo San Diego $200,000,000 3,307,000 $60.48
* American Zoo and Aquariums Association Directory, 2009.
.. Staffing Models
Staffing models were produced by the Team, considering governance and development of
an operating agreement, and were reviewed by Jacque Holden, Director of Human Resources
for the Turtle Bay Exploration Park, Redding, CA in an effort to look at the organization
from a human resources expert familiar with museum structures and compensation within
California museums.
Staffing models ramp up staffing to a level consistent with American Association of
Museums (AAM) and Association of Zoos and Aquariums (AZA) minimum standards for
accreditation. These models include:
II Hiring an executive director;
II Restructuring the existing administrative secretary position to an administrative
assistantlbookkeeper/account clerk position;
II Restructuring one program manager position to an animal care/operations supervisor;
.. Restructuring one program manager position to a guest experience/education
supervIsor;
.. Restructuring one program manager position to a guest experience/retail specialist;
II Restructuring the senior office specialist to a volunteer/education specialist;
II Converting the 0.75 FTE aquarist to a 1.0 FTE aquarist;
.. Converting the 0.75 FTE veterinary technician position to a 1.0 FTE keeper position;
II Hiring a life support worker ifthe City elects to not continue to provide pump
service; and
.. Continue maintenance work and groundskeeper/custodial worker positions as
currently structured.
II . Comparison of Three Basic Organization Staffing Costs (part-time positions not
included in staffing costs)
.. Employees employed by a non-profit versus employees employed by the City of
Chula Vista: potential difference in costs -- $212,400 to $394, 400. Estimated
staffing costs for operations by a non-profit entity were $598,800 - $780,800.
~..
VI{jfI
D Existing employees remain City employees and new employees are hired as non-
profit employees: potential fulltime staffing ranges from $852,777 to $911,777.
This model assumes the City ofChula Vista no longer provides pump crew
services requiring the non-profit to hire a life support worker.
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Preliminary Task Force Report
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· Existing employees remain City employees and new employees are hired as non-
profit employees: potential fulltime staffing ranges from $804,277 - $853,277.
This model assumes the City of Chula Vista provides pump crew services. This
assumption does not require the non-profit to hire a life support worker.
· Part time employees
Part time assistance can provide adequate animal husbandry and animal facility
operation. Additional resources are necessary to meet AAM and AZA staffing requirements.
The addition of part time employees, including unpaid interns, can maximize revenue
generation potential. For example, an additional part time clerk can increase revenue
generation from the bookstore. The hiring of these positions is based upon arguments that
the hiring will generate more revenue than the positions cost. It is estimated that a part-time
aquarist, keeper and clerk, and two part-time teachers will add costs of at least $10 - $15 per
hour per employee.
Creating A Sustainable Chula Vista Nature Center
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()
C)
tj
Legal and Human Resources Considerations
Buck Martin, with assistance from the City Attorney's and Human Resources offices.
-
At the request ofthe Recreation and Nature Center Director, the City Attorney's office
reviewed the terms and conditions of grants/contracts awarded to the Chula Vista Nature
Center, and gathered information on the City's obligation related to early termination (e.g.
ceasing to perform the contract obligations prior to the termination date identified in the
contract documents) if such termination were necessary due to the City of Chula Vista's
financial circumstances.
The City Attorney's office reviewed six grants, two issued by the State Coastal
Conservancy (SCe) and four by State of California Department of Parks and Recreation
(DPR). All contracts executed with the DPR provide that the only remedy for such early
termination is "specific performance," meaning that the City could be forced by a court to
continue to perform contract obligation.
. Provisions in the remaining contracts require immediate repayment of grant funds.
However, an exception to this requirement permits the grant recipient to request a waiver of
this requirement from the "Executive Director." The City Attorney opined, "Such waiver
would most likely require a statement of extenuating circumstances, which extreme financial
hardship due to the current market conditions could meet."
4>>
A table showing contracts and dollar amounts awarded to the Nature Center is included
below:
p
Name of ContractlDonor Year Contract Term of Grant Contract
was awarded Termination Date
State Coastal Conservancy 1995 $400,000 2018
State Coastal Conservancy 2006 $350,000 2027
State of California 1999 $216,700 2019
Dept. of Parks & Recreation
State of California 2001 $45,330 2011
Dept. of Parks & Recreation
State of California 2001 $147,750 2021
Dept. of Parks & Recreation
State of California 2002 $298,000 2022
Dept. of Parks & Recreation
-
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Fundraising and Business Development
Renee Herrell, RCH Consulting
f)
Fundraising Plan Process
Renee Herrell, Fundraising Consultant to the Friends of the Chula Vista Nature Center,
implemented a 45-day effort to build a fundraising plan for the Chula Vista Nature Center,
directed towards these organizational objectives:
· Identify methods to increase fundraising
. Identify prospective funders, donors and partners
. Cultivate, solicit and steward donors
. Develop and execute year round fundraising plan
The first step's discovery stage includes interviews and surveys, and the results and
recommendations from the surveys. The second step assesses current fundraising resources
and creates a plan that outlines initiatives step-by-step including implementation tools.
First step: Conduct Surveys, Analyze results, Make Recommendations
A 3D-day interview process of Board of Trustees members, staff, Friends of the Nature
Center, volunteers, docents, donors, community members and City officials was completed.
The Nature Center provided 76 names of people to be interviewed. Fifty-three surveys were
completed, including 21 face-to-face interviews, five phone interviews and 27 email surveys. i~
These are the survey recommendations:
1. Hire a Fundraising staff member;
2. Hire a Director staff member who is solely dedicated to the Nature Center;
3. Hire Marketing Firm and/or Marketing staff member to create and implement a
marketing plan to help increase visibility of Nature Center, resulting in more
admissions and potentially more donations; .
4. Create a fundraising plan to be implemented by fundraising staff;
5. Provide training for Friends of the Nature Center on fundraising;
6. Form a volunteer fundraising committee to specifically work with Fundraising
staff member; and
7. The Chula Vista Nature Center will benefit better in fundraising ifthe
organization comes under the management of a 501(c)3
Second step: Assemble Fundraising Plan and Tools
An analysis of the Nature Center's current fundraising operations identified opportunities
to increase fundraising in current initiatives and additional sources of fundraising. A
Fundraising Plan outlines efforts to raise funds to support annual operations.
The Fundraising Plan identifies these fundraising efforts:
· Non-profit 501(c)3 organization such as the Friends of the Nature Center,
~
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~
.. Individual Donors,
.. Private Foundations,
.. Corporations,
.. Events,
.. Membership,
.. Technology, and
.. Fundraiser Staff Member.
These categories are described in the narrative portion below.
Current Fundraisillg Efforts
II Current Income
Each year, the Nature Centerreceives funds from the following sources: $750,000 from
the City, $140,000 from admissions, $81,700 from the gift shop, $6,000 from seminars and
classes, $9,000 from rentals, $45,000 from the Port District, $34,548 in donations and
$21,552 in memberships.
In FY 2008/09, the Nature Center also received $56,100 in grants through the Friends of
the Nature Center, revenue from facility rental ($5,150), and seminar and class fees ($5,150).
Additionally, the Friends of the Nature Center raised donations from annual events, end
ofthe year appeals, annual donations, grants and in miscellaneous donation.
@
II Events
In recent years, the Nature Center hosted annual fundraising events. In 2007, a special
event was held to establish an endowment fund with the San Diego Foundation to
.commemorate the Nature Center's 20th anniversary. Several donors committed in advance
for the "Raise the Paddle", helping raise $200,000. In 2008, this event raised $15,000. This
event was structured differently. Each person was encouraged to bring a friend to the event
who would pmiicipate in the auction and "Raise the Paddie". It has not been determined
what type of event will be hosted this year in addition to the Sunset Safari which was held on
March 28,2009.
" Past Grants
The Nature Center has received grants to help support special programs, equipment or
other needs from the Walton Family Foundation, the Hattie Ettinger, Orca, Rokenbok, and
Price Family Funds at the San Diego Foundation, the San Diego Women's Foundation, The
Heller Foundation of San Diego, Sea World Busch Gardens Foundation, Duke Energy
Foundation, Ayres Advisors, formerly ACI Sunbow, Environmental License Plate Fund,
Nassco, Adhor Farms, the California Coastal Commission, the State ofCalifomia Clean
Water, Clean Air Act, and County of San Diego through Supervisor Greg Cox.
B
~
II Membership
There are 680 active members total. In 2007, 347 new and renewal membership
transactions generated $ 18,158 in revenue. In 2008, 421 memberships transacted generated
$21,552 in revenue. The annual membership fee is $65 for Member Plus (2 adults, 5
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Preliminary Task Force Report
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children), $25 for single Senior/Student/Volunteer, $35 for dual Senior/Student/Volunteer,
$35 for single member. The gift shop staff solicits memberships when people are at the
Nature Center. The admission receipt is valid towards the purchase of a membership if
redeemed within 30 days (as printed at the bottom of each receipt). Memberships are also
solicited during outreach programs.
()
Membership brochures or coupons for a dollar amount off a membership are provided at
event booths. Renewal notices are mailed to members during the month before their
membership expires. For those who do not respond and renew, reminder letters are sent out
the following month. To encourage memberships, a recent partnership with other museums
and zoological societies offers free tickets to these institutions when a Chula Vista Nature
Center membership is purchased. This is an opportunity to cross promote both organizations
and offer an incentive to buy a Nature Center membership.
· Annual Fundraising
Higher levels of membership are available through the annual giving program including:
Friend ($250), Associate ($500), Partner ($1,000), Director's Circle ($2,500), Sponsor
($5,000), and Patron ($10,000). This could be supplemented by end-of-year solicitations.
· Recent Fundraising Efforts
To-date, over $582,000 has been committed to the Nature Center since December 4,
2008. Of these funds, $116,057 has been received to date. A donation of $1 00,000 was
received from the Stephen and Mary Birch Foundation. Two gifts of$125,000 each restrict
access until a sustainability plan is written. In December, the Friends of the Chula Vista
Nature Center hosted the Sea of Support at Bayside Park. This community fair with an
auction, booths, and food raised approximately $25,000 towards the total amount above.
Although this is an overwhelming amount of funds raised in a short period of time, it is not
sustainable. The Sunset Safari held on March 28,2009, raised $3300 for the Nature Center.
()
Need
With the deficit in City funding and the additional need for staff and resources, a greater
contribution from grants and donations will be required. Since the Nature Center has not
been responsible to fundraise because 75% of funding in the past has come from the City, a
major transformation is needed in order to raise these funds each year.
Fundraising Efforts
An analysis of the Nature Center's current fundraising operations identified opportunities
to increase and add fundraising sources. A Fundraising Plan Overview outlines efforts to
raise funds to support annual operations. Fundraising initiatives have been identified in the
following categories: Friends of the Nature Center, Individual Donors, Private Foundations,
Corporations, Events, Membership, Technology, and Fundraiser Staff Member. These
categories are described in the following sections. Additionally, over 50 pages of tools
support each category and corresponding fundraising efforts.
(j
Creating A Sustainable Chula Vista Nature Center
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@,
_;OJ',"
.."',
· Friends of the Nature Center
#1. Engage Friends members to help withfundraising
It is the responsibility of the governing body of a non-profit organization to provide adequate
resources for the activities of the organization through direct financial contributions and a
commitment to fundraise. The Friends ofthe Nature Center are a passionate group who want
to help with fundraising. They welcome learning the savvy tools to be effective. By
providing fundraising training, the Friends will learn key strategies to implement and help
raise funds.
#2. Recruit additional Friends members with a.fJluence and influence
A Fundraising Committee should be formed to work in partnership with a Fundraising
staff member to execute the fundraising efforts outlined in the Fundraising Plan. It should
include Board members and community members who wish to assist with fundraising.
#3. Gain 100% giving by all Friends Board members
There must be 100% Board participation in donations in order to assist with grants and
community image. An organization cannot expect the community to donate to an
organization where the organization's top leadership has not financially committed first. At
an upcoming Board meeting, the Friends should discuss setting a minimum contribution and
total group donations goal.
t{;!)
~
m Membership
#1. Develop and implement membership drive
To increase memberships, the Nature Center could host a membership drive during the
summer months when there is high attendance at the Nature Center. During this month long
drive, a multi-faceted approach for increased memberships can include the following: gift
shop emphasis on membership that includes volunteer training; dedicated staff time to
membership; a phoneathon to call upon current and lapsed members to renew; incentives to
buy a membership; an evening open house at the Nature Center one night with a ticket price
for attendee admission to the event and a one-year membership; an environmental film or
lecturer; blog and Twitter to further online memberships.
A brainstorming meeting of staff and volunteers should be held one month prior to
prepare for the membership drive to discuss membership goals that include financial revenue,
better connecting members to the Nature Center, membership benefits, recruiting volunteers
to be part of the membership drive, define who the members are, and who to target as new
members. A few months after the membership drive, a membership survey can identify how
members are served and how to serve them better.
#2. Develop partnerships with similar institutions to cross promote membership
Continue efforts to cross-promote the Nature Center with other local museums and
, zoological societies, reaching out to develop ticket exchange partnerships.
~
~
#3. Promote admissions through student study trips
The Nature Center has opportunities to reach out to parents of over 1,000 students who
come through the Nature Center each month. Sending home information to inform parents
Creating A Sustainable Chula Vista Nature Center
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Preliminary Task Force Report
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about their children's activities during the day with a coupon for a free child's admission
with a full price adult admission can increase parent attendance later.
()
#4. Reach out to local community service groups
In community outreach, individual memberships can be promoted when speaking at local
service organizations. Active service group support has come from the Chula Vista Rotary
Foundation ($2,000), Chula Vista Women's Club ($400), Inner Wheel Club ofChula Vista
($250), Kiwanis Club of Bonita ($300), and San Diego Fly Fishers ($500).
#5. Increase membership renewal rates
A simple way to track membership renewal rate must be developed to find out the
success rate of current efforts. To increase the renewal rate, additional efforts can be
implemented through mail and email. Success in membership retention rates from year to
year should be measured.
.. Individual Annual Donors
#1. Host quarterly events to engage annual donors
A membership program serves as a pipeline tool for identifying new annual donors and
building stronger relationships with them. With levels ranging from $65 to $10,000, it offers
donors a level that is right for them. To keep annual donors engaged and active at the Nature
Center, quarterly events for members only ($250 and higher) can focus on different areas of
the Nature Center including sneak peeks at new exhibits or special guest lecturers, either
during the lunch hour or after work hours.
Cj
" Individual Major Donors
#1. Identify potential major donors
Individual major donors are key to any large fundraising project. A major gift is defined
by the organization and can range between $1,000 and $1,000,000. A moves management
worksheet can list potential donors and track the cultivation, solicitation and stewardship of
each major donor. The moves management worksheet lists the potential donor, the donor's
relationship manager and his/her history of giving or relationship with organization. The
worksheet lists "moves" or clearly defined actions designed to "move" a potential donor
towards making a donation.
#2. Cultivate potential major donors
An effective way to identify and cultivate potential major donors is by exposing them to
the Nature Center in a comfortable setting. Board member and current donor connections
can be used to host receptions in their homes, with time to socialize before a simple and
effective presentation is given. The reception offers an opportunity for the attendees to
network.
#3 Engage Friends members to help solicitpotential major donors
Training for the Friends should be provided on how to cultivate potential donors.
.. Private Foundations
#1. Assemble list of private foundations
()
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~
A list of private foundations and corporations who support organizations like the Nature
Center were identified through the suggestions given during the interviews, foundations in
the Nature Conservancy annual report and through the San Diego Foundation grant database.
Sufficient grant research has been conducted to determine that grants are available for
funding programs at the Nature Center.
#2. Create grant proposal boiler plate
A grant proposal boilerplate has been created to submit to the private foundations researched.
The boilerplate includes specific program descriptions and program budgets as well as
personal stories about how the Nature Center has positively impacted the animals, the
students that visit and volunteer docents.
" Corporations
#1. Identify unique partnership with local corporations
The economy has had a substantial effect on corporate giving to non-profits. In order to
gain the support of corporations, identifying unique partnerships with local corporations can
raise the visibility of the Nature Center. A good example of this type of partnership is the
one with Allied Waste who sent out information about the Nature Center in their March
billing cycle.
e
#2. Gain lo((al support
Local companies can financially support the Nature Center. Research has narrowed an
extensive list of companies who might realistically fund the Nature Center.
#3. Gain matching contributions from individual donors' employers
Many employers encourage their employees to financially support nonprofits by offering
dollar for dollar match on donations made by their employees.
" Events
#1. Host annual event
This year, we hope to raise more money by using a sponsorship packet, an effective
"Raise the Paddle" and live/silent auction.
#2. Participate in Beneficiary Events
The Nature Center has received funds as a designated beneficiary organization of
fundraising events hosted by a third party. This year's beneficiary events are tentatively the
5K Run at the Olympic Training Center, a Bike Path Celebration near the Saltworks and a
Kayak Event hosted by the Chula Vista Yacht Club that can raise several thousand dollars.
The most effective way to become a beneficiary is through personal connections and media
exposure.
.. Technology
#1. Develop contentfor fundraising page for CVNC's own website
The Nature Center can benefit from a website that includes detailed information about the
organization. A fundraising page explaining the different ways that a potential donor can
Creating A Sustainable Chula Vista Nature Center
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Preliminary Task Force Report
April 7, 2009
financially support the Nature Center should be included. Lists should be updated quarterly
to encourage online giving.
()
#2. Identify online giving tool
The current online giving tool must be user friendly--simple and straight forward. Online
giving can be incorporated into strategies for increasing annual donations.
#3. Identify new donor database
The donor database must have the necessary information and tools to effectively manage
donor information, and help staff develop strategy for cultivation, solicitation, and
stewardship of donors.
II Hire a Fundraiser
#1. Identify funding to underwrite position
The Nature Center should invest in the first year salary for a Fundraiser or find a
generous donor to underwrite the first year's salary. This position will be responsible to raise
his/her salary as well as the needed funds each year after.
#2. Define job description and responsibilities
With the need to raise significant additional funds, it is critical that a fundraising staff
member be hired to be responsible for raising the annual budget of the Nature Center,
including annual fund, membership, major gifts, events and working with the Fundraising
Committee and Friends of the Nature Center.
f)
Support Tools
Over 50 pages oftools support each category and its corresponding fundraising
initiatives:
1. Fundraising Plan and Narrative
2. Financials
a. Current Revenue Breakdown
b. Friends Current Fundraising Breakdown
c. Fundraising Amount Breakdown Models 1, 2 & 3
3. Friends ofthe Nature Center
a. Friends Responsibilities
b. Friends Role in Fundraising Training
c. Staff and Friends Roles
d. Fundraising Committee Description and Responsibilities
e. Fundraising Committee List of Potential Members
4. Membership
a. Phone-athon Overview
b. Membership Discussion
c. Membership Survey
5. Individual Donors
a. Moves Management Worksheet
Cj
Creating A Sustainable Chula Vista Nature Center
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April 7 f 2009
e
b. Step-by-Step to Confirming a Major Donor
c. Reception Timeline
d. Friends Major Donor Training
6. Grants
a. Private Foundation Grant Research List
b. Grant Proposal Boilerplate
7. Corporations
a. Corporate Research List
b. Corporate Partnerships List
c. Corporations Matching Contributions List
8. Events
a. Pros and Cons of Fund raising Events
b. Fundraising Event Outline
c. Corporate Sponsorships
d. 14-step Auction Bid Forms
e. Raise the Paddle
f. Beneficiary Event Policies
g. Beneficiary Event List
9. Technology
a. Fundraising Content for Website
b. Online Giving Tools
c. Donor Databases
10. Fundraiser Job Description
11. Fundraising Plan Implementation Timeline and Solicitation Calendar
12. Survey Results and Recommendations
~
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Creating A Sustainable Chula Vista Nature Center
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Preliminary Task Force Report
April 7, 2009
Marketing:
Denny Stone
r;
/
As the Chula Vista Nature Center (CVNC) moves away from dependence on City
funding, it will be necessary to create a market-based set of strategies and tactics for reaching
new or expanded audiences and increasing revenues. The following recommendations, while
not comprehensive, identify several of the steps.
Create an updated, clear and compelling definition of the CVNC's mission and objectives.
As a City-funded department, the CVNC was not required to compete completely in the
marketplace for customers. This special status created an organization whose role and desired
outcomes might need to be clarified based on a more traditional, market-sensitive
VisionlMissionlObjectives exercise. The CVNC should and must continue to be driven by its
overarching education and preservation roles and build on over 20 years of success, while
also integrating the need for objectives related to financial independence from the City.
IdentifY the potential volumes and revenues in specific target markets, potentialZv at least in
three separate areas: Philanthropic/Grant, Education Market, Mass Market.
Finite revenue opportunities exist in different target markets. Limitations may be either
externally or internally driven. Examples include capacity limitations in the CVNC facilities,
typical driving distances, local or regional philanthropic capacity, and eligibility ()
requirements for grants.
Evaluate and refine products and services offered based on market opportunity.
Re-define the scale and scope of services offered to compete more effectively for
customers. An understanding of the volumes, price points, competitive set, cost of services,
etc. is critical in assessing what the CVNC offers to the market place.
IdentifY and allocate an adequate annual budget for marketing and promotion.
Based on overall operating budget and the increases in revenues desired, the CVNC
should establish a budget for a focused set of marketing activities.
With this budget identified, the CVNC should solicit proposals and/or recruit resources for
the development and implementation of specific marketing and outreach campaigns.
Recognizing that the tools to reach and develop the different market areas referenced
above may be significantly different, the best solution may involve three separate sets of
focused activities and resources:
m Outside agencies may be best suited for creating and placing targeted advertising for
the mass market.
· Dedicated internal resources or contract consultants may be most effective when (\
dealing with educational organizations or the broader educational market. I )
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Preliminary Task Force Report
April 7, 2009
· A visible, dedicated professional CVNC executive may be the best investment in
creating and implementing a successful development program and implementing a
new, independent image and brand for the CVNC.
As part of this overall process, consideration should be given to an evaluation of the CVNC
name, logo, tagline, etc. to determine if they accurateZv and clearZv communicate the desired
messages to the targeted markets.
~
~
~
Creating A Sustainable Chula Vista Nature Center
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April 7, 2009
Financial Structuring:
Ken Baumgartner and Dan Biggs
Cj
Funding is critical to addressing the basic needs of the CVNC. The historical City
contribution represents approximately 75% of the total funding received by the CVNC. Its
operation is the responsibility ofthe City's Park and Recreation Department and is staffed by
City employees with strong volunteer support. A drop in City revenues became severe in late
2008, leading the City Manager to recommend that City funds could not be allocated to
cover its operating costs. A reduced level of funding by the City is simply not enough to
address adequately the basic needs of the CVNC. Because of an outcry from the community
to save the Nature Center, alternatives are being considered so that either the City of Chula
Vista or a responsible non-profit 501(c)3 can operate the Nature Center on behalf ofthe City.
Purpose for Financial Restructuring
Realizing that the City has many demands for its limited resources, and given the
necessary priorities of the City that result from demands concerning the health and safety of
its residents, it is unlikely that the City will be able to finance the necessary operations of the
CVNC. Accordingly, the CVNC requires greater reliance on the private sector for future
operational funding. In determining the best course of action to put the Nature Center on
firm financial footing with expectations for growth in operations through expanded
attendance and increases in programs at the Nature Center, the Financial Restructuring
Committee recommends that the Chula Vista Nature Center operatIons be transitioned from a r~
City-operated facility so that its operations are managed by a non-profit entity in a manner
integrated with the City's likely desire to maintain the Nature Center as an asset. This
transition will take at a minimum six months to occur and should begin immediately upon the
start ofthe new fiscal year (July I, 2009) in anticipation of fully operational status being
reached by the non-profit corporation by December 31, 2009. At this time, the non-profit
would assume full responsibility for operations of the Nature Center.
The most significant reasons for recommending that operations be assumed by a non-
profit organization are these:
· Reduced operating costs as changes in staffing compensation occur.
· Increased opportunities for fundraising due to the non-profit status of the operator.
· Renewed outreach and marketing from a non-profit operator.
· Increased flexibility in adapting to market and changing economic conditions as a
non-profit operator.
A streamlined and non-profit management structure will enable the CVNC to improve its
flexibility and responsiveness to critical operational needs of its operations, pursue
effectively a long-term vision, and implement long-lasting solutions.
()
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Preliminary Task Force Report
April 7, 2009
e
Transition to a Non-Profit Operated Facility
Numerous issues should be addressed by a transition to a non-profit operator of the
facility.
· Non-profit management
The City and a SOI(c)3 non-profit organization such as the Friends of the Chula Vista
Nature Center should consider an operations and financing agreement which clearly
stipulates the actions required by the City to satisfy its need for protection of assets and to
ensure that the facility operation meets its expectation of the community benefit of the Nature
Center. The City's investment can be protected by allowing an amount of City-appointed
directors to the Board of the non-profit organization operating the Nature Center.
· Protection of the City's physical plant investment
The City of Chula Vista has invested approximately $8 million in buildings, roads and
other physical plant items. The City needs to be certain that this investment will be
maintained, whether by the City or by the non-profit.
e
· Protection of existing commitments
Existing agreements between the City of Chula Vista and those who provided funding or
grants based upon expectations of certain activities or programs at the Nature Center, such as
private corporations, individuals and governmental organizations such as U.S. Fish and
Wildlife, must be protected.
An operations and funding agreement should clearly state expectations and conditions so
that programs and other activities are maintained or expanded to satisfy the letter and intent
of those commitments. Future CVNC operations should remain committed to ensuring broad
access to the CVNC for all Chula Vistans through the independent administration of need-
based accessibility programs (including selective free admission), as well as education
programs and other offerings.
· S taffin g
The City and the non-profit operator should consider negotiating to convert employees to
employment by the non-profit organization. The Financial Restructuring Committee's
studies of similar organizations show that in today's financial environment, an operator of a
facility of this type cannot be financial sustainable with the requirement of public employee
compensation and benefits. Virtually all the financial models analyzed for sustainable
facilities like the Nature Center are staffed by employees of a non-profit organization.
This will take some months to conclude, but is essential to the financial sustainability of
the Nature Center since employee costs constitute a 'majority of operational costs. Employee
compensation should be based upon standards and norms of the non-profit environment.
This can reduce annual operating costs and increase the attractiveness to major funding
sources who often insist on financial efficiency.
--
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· Reduce the City's Financial Support
By reducing operating costs, financial support from the City of Chula Vista can be
reduced. It is expected that the City would continue to support the Nature Center because of
its on-going benefit to Chula Vista residents and its economic benefit to the City. Of the
approximate $1 million in annual operating costs, the economic benefit of the Nature Center
is estimated to be from $4.5 million to $6 million. This appears as revenue from Nature
Center visitors to businesses within the City as they experience the region.
f)
The annual financial support from the City of Chula Vista can be reduced during the
remainder of the current year and remain below current funding horizons: Cash-flow
projections will show this in greater detail. I
& Expanded Marketing and Fundraising
If approved by the City Council, the non-profit organization must develop detailed plans
for increasing marketing within the region and throughout the country and have them
approved per a negotiated operations and funding agreement by the organization's Board of
Directors, which should contain City-appointed members.
These activities should be undertaken as soon as possible for the non-profit to be in a
position to assume operations by January 1,2010. To provide the necessary programs and to
attract the visitors needed to increase revenue, attendance must be increase significantly.
Current revenue (paid attendance and gift shop) at the Nature Center generates an annual
income of $ 221,700. To become financially sustainable in January 2010, this must be
increased through corporate grants, donations, and added revenues from paid attendance and
the Nature Center gift store.
tj
Interim Operations
It is unrealistic to maintain current hours of operation for the Chula Vista Nature Center
during the transition from City to non-profit organization if the City's contribution on July 1,
2009 is significantly reduced. If the hours of operation are modified to about half ofthe
currently offered hours (e.g., closed to the public from Monday through Thursday, opening
on Friday through the weekend) a modified operational schedule will capture of revenue
attendance during higher visitor periods. Savings in operating costs during this time will
allow for fundraising and restructuring of operations to be accomplished in an orderly
manner. The Nature Center should then return to the normal hours of operation, operated by
the non-profit organization.
Funding
In January 2010, with the City Council's approval, the Nature Center can begin
operations in a new organizational configuration, led by a full-time Executive Director
responsible to the non-profit organization's Board of Directors. The Executive Director will
assure that the operations are kept within the financial parameters of the operating budget and
that the plans for fundraising and marketing are properly executed. During FY 2009-2010, it
f)
Creating A Sustainable Chula Vista Nature Center
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Preliminary Task Force Report
April 7, 2009
e
is anticipated that the City of Chula Vista and the non-profit corporation provide funding at
levels to be determined.
The maintenance of pertinent programs and activities and the determination of new ones
so that the facility continually improves its visitor experience and attracts greater audiences
will depend upon funding. Educational programs will continue to be at the heart of all
activities.
At year five of operations by the non-profit organization, significant programming
changes should assure that the Nature Center is a stable and viable asset for the City of Chula
Vista. An endowment plan with significant funding should be in place. Programs for
expanded educational programming and visitors' wetlands experience should be well-
established and heavily promoted to tourists. Funding from the City of Chula Vista should
be stabilized.
Essential Elements for the Sustainability of the Nature Center
e
The Financial Restructuring Committee believes that it is imperative that the operational
structure of the Nature Center be changed from City-operated to non-profit organization
operated. Doing so will bring the facility in-line with the traditional structure of most
successful aquariums and zoos today. It is becoming more perilous for these kinds of
organizations / facilities to survive without the donation attractiveness of a non-profit
. organization. It is also clear that in order to be sustainable, the organization must reduce
operating costs, including employee costs and benefits; wherever possible.
This Committee recommends that the hours of operation of the Nature Center be
temporarily reduced so that the costs of operation during the transition to a non-profit
organization as operator can be minimized. Costs reduced immediately will allow for a safer
transition for the facility, assuring that this great cultural and economic asset is viable and
ready for a fresh and vibrant restart in 2010.
e
Creating A Sustainable Chula Vista Nature Center
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Preliminary Task Force Report
April 7, 2009
IV.
-
~
A public-private partnership should be formed to operate the CVNC, as follows:
(i) the City would continue to lease the land upon which the Nature Center buildings
stand, hold the license for the easement that allows access to the Nature Center through the
Sweetwater Marsh National Wildlife Refuge, and maintain the facilities that compose the
CVNC; and
(ii) the City and the non-profit would enter into an operating agreement for the
management of future operations of the CVNC. A long-term contractual arrangement will
instill public confidence in the non-profit and in its ability to operate the CVNC.
The operating agreement should specify that future CVNC management should remain
committed to ensuring broad access to the CVNC for the general public through the
independent administration of need-based accessibility programs (including selective free
admission), as well as education programs and other offerings. Encouraging and supporting
diverse visitorship strengthens the community's commitment to the CVNC. The operating
agreement should give the non-profit flexibility to implement and administer programs best
suited over time to providing broad access.
The public and private sectors should jointly fund future operations of the CVNC.
Although the City will not eliminate all financial responsibility for the CVNC, the City will
benefit from the value to the City of having a Nature Center, and from decreased risk and
exposure with respect to the CVNC. The City's contribution to CVNC operations must be 1"""\
meaningful rather than nominal, with a minimum contribution that maintains the asset and )
accepts responsibilities for utilities. Growth in the CVNC's operating budget will be funded
by the private sector. The City should consider providing supplementary funding for capital
improvement projects undertaken withprivate support. As a result, the City's contribution to
the CVNC will decrease over time. The result of this funding model will be a Nature Center
that depends less on public funding. The need, however, for continued govemmental funding
to succeed with future operations should not be underestimated.
The City historically has provided utilities for the CVNC (electricity, gas and
water/sewer) without a separate charge. Services historically provided without any direct
charge vary from legal and accounting services to mechanics and electricians. This aspect of
historical funding remains significant to CVNC operations.
The City should assist in establishing a transition fund to ensure a successful transfer of
operations to non-profit operations. The new entity should not be asked to assume CVNC
operations with a pre-established budget deficit. The establishment of a transition fund by the
City and the non-profit can offset major expenditures required in the initial years.
The City should use reasonable efforts to assist the CVNC with future capital funding.
The issue of who is employed at the Nature Center and by whom deserves careful
attention. Employees can be fully City employees, fully non-profit employees, or a blend of
)
Creating A Sustainable Chula Vista Nature Center
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Preliminary Task Force Report
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e
current City employees with new employees hired by the non-profit. Compensation,
benefits, and retirement are complicated matters that deserve further study.
The Board of Directors (Board) of the 50l(c)3 operating the Nature Center should be an
independent, self-perpetuating board that would direct the management of CVNC operations
and control the budget, admissions prices, access programs, physical plant and other aspects
of the CVNC's operational and financial models. The new organization should be
empowered to function autonomously, under the direction of a qualified Board of Directors.
The Board should be a multi-member organization with a percentage (10% or so) of the
Board members appointed by the public entity.
The Board should have authority over matters relating to the physical plant with the
exception of not interfering with the City's right to maintain its asset.
The City should retain a role by receiving an annual report of operations, audited
financial statements and the status of fundraising efforts. The City should retain authority to
terminate the arrangement for any major breach of the agreement, including failure to meet
specified performance standards.
The City should ensure adequate parking and access. Both are critical elements in
. maintaining operations. The non-profit should have operational management of CVNC
parking lots.
--
Should the City Council determine that an operations agreement with a non-profit
organization is worthy, a transition period must be determined to ensure a smooth transfer of
management and operations. This transition period would be used to merge into the non-
profit, develop a CVNC business plan, establish new contracts for services and hire
additional staff. The non-profit organization should use this period to seek initial funding for
the transition.
The transition team/new Board should perform interim actions and draft a series of
agreements to remain contingent upon the City Council's approval of the management
agreement and structure:
" Incorporate the non-profit organization, ifnot already incorporated
" Develop a business plan
" Draft agreements for contracts
" Assess existing contracts, inventory and equipment
" Access and design benefits and compensation plans
" Assess existing personnel
" Establish and develop the transition fund
" Create and implement public communications
" Address deferred maintenance needs
" Establish a time line for implementing the new organizational structure.
e
Creating A Sustainable Chula Vista Nature Center
38
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Preliminary Task Force Report
April 7, 2009
v.~
A strong commitment from the public and private sectors working in collaboration and
dedicated to a common goal is required to keep the Chula Vista Nature Center open. By
creating a public-private partnership, the CVNC can achieve excellence and reach its full
potential.
The benefits of a public-private partnership will provide increased predictability and
decreased risk and exposure. More importantly, however, future generations will benefit
from an improved and exciting CVNC experience.
Creating A Sustainable Chula Vista Nature Center
39
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Preliminary Task Force Report
April 7, 2009
.,.
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~
~
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- - --
Mayor and City Council
City Of Chula Vista
276 Fourth Avenue
Chula Vista, Ca 91910
619.691.5044 - 619.476.5379 Fax
MEMO
~
CllY OF
CHULA VISTA
April 2, 2009
TO:
Mayor & City Council
FROM:
Donna Norris, City Clerk
Lorraine Bennett, Deputy City Clerk
Mayor Cheryl Cox!;! U @
v ..
Jennifer Quijano, Constituent Services Mana :r!J!s
Bio's and applications for the Cultural Arts Commission and the
GMOC (Southwest Representative and Business Representative)
CC:
VIA:
RE:
The following have been recommended for appointment to a Commission. The
ratification is scheduled for the April 7, 2009 Council meeting. Attached are the
applications and below is additional background information.
1. Mary McDermott - Cultural Arts Commission
2. James Doud - GMOC (Southwest Representative)
3. Armida Torres - GMOC (Business Representative)
Mary McDermott has been a resident of Chula Vista for the past 18 years. Mary has
been an Art Instructor for the past eight years at The Art Institute of CA San Diego in
Mission Valley. Mary has a Masters in Humanities with a concentration in Arts and a
Doctorate in Fine Art.
Jim Doud has been a resident of Chula Vista for the past 50 years. Jim retired in 1991
as a Senior Engineer at Rohr. Jim has served as President/Director of the South Bay
Irrigation District / Sweetwater Authority for the past 14 years. Jim is also actively
involved in the Southwest Civic Association, Chula Vista Taxpayers Association, the
Fraternal Order of Eagles 3142, VFW 2111, the American Legion 434 and serves on the
oversight committee for Proposition X, managing a $58M budget to rebuild schools in
Imperial Beach, for the South Bay Union School District. Jim's extensive experience
and background on water related issues will be of value and benefit to the GMOC.
Armida Torres has been a resident of Chula Vista for the past 49 years. Armida was
born and raised in Chula Vista, graduated from Chula Vista High School and has raised
two grown children in Chula Vista. Armida is the founder and President of Torres
Consultants, a real estate development consulting firm. Armida assists private and
public clients in market research for real estate and policy analysis on urban
development issues. Armida's business expertise in real estate and development will
be beneficial to the GMOC.
9 e,c..~1)
Mayor and City Council
City Of Chula Vista
276 Fourth Avenue
Chula Vista, Ca 91910
01Y OF 619.691.5044 - 619.476.5379 Fax
CHUIA VISTA
,v
L
MEMO
Aprill, 2009
TO:
RE:
Donna Norris, City Clerk
Lori Peoples, Senior Deputy City Clerk
Lorraine Bennett, Deputy City Clerk
Mayor Cheryl cox~
Jennifer Quijano, Constituent Services Managttf
GMOC (Business Representative)
VIA:
FROM:
Mayor Cox would like to recommend Armida Torres for appointment to the GMOC as
the Business Representative. Armida will replace Tim Jones.
Please place these items on the April 7, 2009 Council agenda for ratification and
schedule the oath of office for tile April 21, 2009 Council agenda.
Thank you.
4P/o~ _ /lis.
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Mayor and City Council
City Of Chula Vista
276 Fourth Avenue
Chula Vista, Ca 91910
619.691.5044 - 619.476.5379 Fax
MEMO
CllY OF
CHUlA VISTA
March 27, 2009
TO:
FROM:
Donna Norris, City Clerk
Lori Peoples, Senior Deputy City Clerk
Lorraine Bennett, Deputy City Clerk
Mayor Cheryl Cox W
Jennifer Quijano, Constituent Services Manage~
Cultural Arts Commission and GMOC (Southwest Representative)
VIA:
RE:
Mayor Cox would like to recommend Mary McDermott for appointment to the Cultural
Arts Commission and Jim Doud to the GMOC as the Southwest Representative.
Mary will replace Susan O'Shaughnessy. Jim will replace Steve Palma.
Please place these items on the April 7, 2009 Council agenda for ratification and
schedule the oath of office for the April 21,2009 Council agenda,
Thank you,
.A ~ t:1IV1o-f :;;J.1~.s. ~cJJ"""
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