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HomeMy WebLinkAbout2011 CON Boys and Girls Club of Greater San Diego - Lease 1430 "D" AvenuePLEASE COMPLETE THIS INFORMATION RECORDING REQUESTED BY: CITY CLERK OF NATIONAL CITY 1243 National City Blvd National City, CA 91950 AND WHEN RECORDED MAIL TO: CITY CLERK OF NATIONAL CITY 1243 National City Blvd National City, CA 91950 Cbf�O 1" D O C ## 2011-0470285 II i III IIIII IIIII IIIII IIIII IIIII IIII �liii IIIII IIIII �liii IIII Ill SEP 12, 2011 1:33 PM OFFICIAL RECORDS SAN DIEGO COUNTY RECORDER'S OFFICE Ernest J. Dronenburg, Jr.. COUNTY RECORDER FEES: 0.00 PAGES: 60 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII THIS SPACE FOR RECORDER'S USE ONLY 20-YEAR LEASE AGREEMENT: WITH THE BOYS' AND GIRLS' CLUB OF GREATER SAN DIEGO, INC., FOR THE CITY -OWNED LAND AND BUILDING LOCATED AT 1430 D AVENUE (Please fill in document title(s) on this line) THIS PAGE ADDED TO PROVIDE ADEQUATE SPACE FOR RECORDING INFORMATION LEASE BY AND BETWEEN THE CITY OF NATIONAL CITY AND THE BOYS & GIRLS CLUBS OF GREATER SAN DIEGO, INC. This Lease is made and entered into this 16th day of August, 2011, (the "Commencement Date"), by and between the City of National City, a municipal corporation, hereinafter designated as "Lessor", and the Boys & Girls Clubs of Greater San Diego, Inc., hereinafter designated as "Lessee." RECITALS A. Lessee is desirous of leasing from Lessor certain real property, including a building and other improvements, for the purpose of maintaining a clubhouse thereon, and for promoting the physical, mental, and moral well-being of the boys and girls of the City of National City, and for boys and girls in the immediate vicinity thereof. B. Lessee has constructed and maintained the building and improvements on the Premises for many years with private funds raised from the community by the Boys' and Girls' Clubs. Said building and improvements, together with all appliances, fixtures, equipment and furniture (excluding the tables and chairs kept inside the building) were conveyed and transferred to Lessor on or about December 17, 2008. C. The use of said property for the purpose aforementioned will promote the general welfare of all the inhabitants of the City of National City. NOW, THEREFORE, the parties hereto agree as follows: 1. Leased Premises. Lessor does hereby lease, demise and let to Lessee the real property, building, and other improvements situated in the City of National City, County of San Diego, State of California, commonly known as 1430 "D" Avenue, as more specifically described in the attached Exhibit "A", and shown on the attached Exhibit `B", which are incorporated herein by reference (the "Leased Premises"). Lessee has constructed and maintained the building and improvements on the Premises for many years with private funds raised from the community by the Boys' and Girls' Clubs. Said building and improvements, together with all appliances, fixtures, equipment and furniture (excluding the tables and chairs kept December 17, 2008.inside the building) were conveyed and transferred to Lessor on or about 2. Term. The Term of the Lease shall be for a period of twenty (20) years from the date first written above. 3. Use. The above described premises are leased to Lessee by Lessor for the purpose of maintaining a Boys and Girls Club, and to be used exclusively and for no other purpose than to maintain said Boys & Girls Club, and to promote the physical, mental, and moral well-being of the boys and girls of the City of National City and territory adjacent thereto, and to provide such means of 1 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego education, wholesome recreation, and proper guidance as may seem most likely and desirable for the accomplishment of the purposes herein set forth. 4. Legal Status of Lease. Lessee warrants that it is a California nonprofit corporation. 5. Rent. Lessor and Lessee acknowledge that the consideration for this Lease and any option period shall be the annual sum of One Dollar ($1.00) and the mutual benefit to be derived from Lessee's uses of the Leased Premises, as specified herein. 6. Assignment and Subletting. This Lease shall not be assigned, sublet, hypothecated, leveraged, or transferred without the prior written consent of Lessor. 7. Repairs by Lessor. Lessor shall be required to make such repairs or replacements to the Leased Premises as may be required for normal maintenance and operation, which shall include the repairs and/or replacements to all structural portions of the building located on the Leased Premises, and all walls, floors, corridors, windows, HVAC, mechanical electrical, plumbing, paving and parking, exterior windows, and other structures and equipment within and serving the Leased Premises, and such additional maintenance as may be necessary because of damages by persons other than Lessee, its agents, employees, invitees, or visitors, all in accordance with standard practices for similar commercial buildings in the San Diego, California area. Lessor shall be responsible for extermination/pest control for the Leased Premises. Without limiting the foregoing, notwithstanding anything to the contrary set forth herein, if Lessor is required to make repairs to take other corrective action in the Leased Premises by reason of Lessee's negligent acts or negligent failure to act reasonably, Lessor shall have the right to recover from Lessee the reasonable cost of the repairs or other work. 8. Repairs by Lessee. Lessee agrees to repair or replace any damage or injury done to the Leased Premises, or any part thereof, caused by Lessee or Lessee's agents, employees, invitees, or visitors, at Lessee's own cost and expense within a reasonable time after written notice from Lessor. If Lessee fails to make such repairs or replacements within a reasonable time after written notice, Lessor may, at its option, make such repairs or replacements, and Lessee shall repay the cost thereof to the Lessor as additional rent within ten (10) days of written demand. However, for any repair work, other than repair work in emergency situations, costing over Five Thousand and no/100 Dollars ($5,000.00) to be performed by Lessee or Lessee's agents, Lessee shall not perform such repair work without the prior written consent of Lessor's City Manager or designee. Any repairs or replacements in or to the Leased Premises, other than repair work in emergency situations, which would require an expenditure exceeding Five Thousand and no/100 Dollars ($5,000.00) and which constitute a "public project" under Section 20161 of the California Public Contract Code, shall be contracted for/by Lessor and let to the lowest responsible bidder after notice. 2 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego 9. Routine Maintenance by Lessee. From and after the Commencement Date and during the Term, Lessee shall, at its own cost and expense, make all repairs and replacements required by this Lease, reasonable wear and use excepted, and excepting those repairs to be made by Lessor as set forth in Section 7 above. 10. Waste. Lessee shall not commit waste (property abuse, destruction, or damage) beyond normal wear and tear of the Leased Premises. 11. Improvements, Alterations, and Additions. Lessee shall not make or allow to be made any major alterations or physical additions in or to the Leased Premises which affect the structure or any other improvements and costing more than Five Thousand and no/100 Dollars ($5,000.00) without first obtaining the prior written consent of Lessor's City Manager or designee, which consent shall not be unreasonably withheld. All work shall be done by contractors approved by Lessor. Any alterations or physical additions in or to the Leased Premise that would require an expenditure exceeding Five Thousand and no/100 Dollars ($5,000.00), and which constitute a "public project" under Section 20161 of the California Public Contract Code, shall be contracted for/by Lessor and let to the lowest responsible bidder after notice. Any and all such alterations, physical additions, or improvements, when made to the Leased Premises by Lessee, shall at once become the property of Lessor and shall be surrendered to Lessor upon the termination of this Lease by lapse of time or otherwise; provided, however, this clause shall not apply to trade fixtures, equipment, or furniture owned by Lessee. Any Lessee improvements, alterations or additions shall comply with all government, local building code, permitting, and competitive bidding requirements. Lessee shall give Lessor written notice five (5) days prior to employing any laborer or contractor to perform major work on the Leased Premises so that Lessor may post a notice of non -responsibility, if allowed by law. Lessee shall not be required to remove alterations, physical additions, or improvements upon termination of this Lease 12. Utilities. Lessee will be responsible for payment of utilities, including but not limited to electric, gas, telephone, security, fire alarm, sewer, trash, and water. Lessee understands that it is responsible for the proper disposal of debris in the designated trash receptacles provided by the Lessor. No trash is to be placed in front of or on the sides of the container nor should any trash be placed on top of the lids. Lessee further understands that it will be billed accordingly for not disposing of trash in the proper manner, which includes breaking down all boxes and containers prior to being placed in the trash bins. 13. Indemnity and Insurance. a. Disclaimer of Liability. Lessor shall not at any time be liable for injury or damage occurring to any person or property from any cause whatsoever arising out of Lessee's construction, maintenance, repair, use, operation, or dismantling of the Leased Premises except to the extent caused by Lessor's negligence or willful misconduct. 3 201 I Lease Between City of National City and Boys and Girls Clubs of Greater San Diego b. Indemnification. Lessee shall, at its sole cost and expense, defend, indemnify, and hold harmless Lessor and its officials, boards, commissions, employees, agents, attorneys, and contractors (hereinafter referred to as "indemnitees"), from and against: i. Any and all liability, obligation, damages, penalties, claims, liens, costs, charges, losses and expenses, including without limitation, reasonable fees and expenses of attorneys, expert witnesses and consultants, which may arise out of or be in any way connected with Lessee's construction, maintenance, repair, use, operation, or dismantling of the Leased Premises or Lessee's failure to comply with any federal, state, or local statute, ordinance or regulation. ii. Lessee's obligations to indemnify indemnitees under this Lease shall not extend to claims, losses, and other matters covered hereunder to the extent such claims arise out of the negligence or willful misconduct of one or more indemnitees. c. Assumption of Risk. Lessor warrants that it does not have knowledge that a dangerous condition exists at the Premises except as may be specifically set forth in this Lease. Lessee undertakes and assumes for its officers, agents, affiliates, contractors and subcontractors, and employees (collectively for the purpose of this section), all risks of unknown dangerous conditions, if any, on or about the Leased Premises, and Lessee hereby agrees to indemnify and hold harmless Lessor against and from any claim asserted or liability imposed upon the Indemnitiees for personal injury or property damage to any person (other than from Indemnitee's negligence or willful misconduct) arising out of Lessee's construction, maintenance, repair, use, operation or dismantling of the Leased Premises or Lessee's failure to comply with any federal, state, or local statute, ordinance or regulation. d. Defense of Lessor. In the event any action or proceeding shall be brought against Lessor by reason of any matter for which Lessor is indemnified hereunder, Lessee shall, upon notice from Lessor at Lessee's sole cost and expense, resist and defend the same with legal counsel mutually selected by Lessor and Lessee, provided however, that Lessee shall not admit liability in any such matter on behalf of Lessor without prior written consent of Lessor's City Manager or designee, which consent shall not be unreasonably withheld, and provided further that Lessee shall not admit liability for, nor enter into any compromise or settlement of, any claim for which it is indemnified hereunder, without the prior written consent of Lessor, which consent shall not be unreasonably withheld. e. Notice, Cooperation and Expenses. Lessee shall give Lessor prompt notice of the making of any claim or the commencement of any action, suit, or other proceeding covered by the provisions of this paragraph. Nothing herein shall be deemed to prevent Lessor from cooperating with 4 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego Lessee and participating in the defense of any litigation by Lessor's own counsel. f. Insurance. During the term of the Lease, Lessee shall maintain, or cause to be maintained, in full force and effect and at its sole cost and expense, the following types and limits of insurance: i. Worker's compensation insurance meeting applicable statutory requirements. ii. Commercial general liability insurance with minimum limits of Two Million and no/100 Dollars ($2,000,000.00) as the combined single limit for each occurrence of bodily injury, personal injury, and property damage. iii. At the start of and during the period of any construction by Lessee, builders all-risk insurance, together with an installation floater or equivalent property coverage covering cables, materials, machinery, and supplies of any nature whatsoever which are to be used in or incidental to the installation of improvements. iv. All policies other than for Worker's Compensation shall be written on an occurrence and not on claims made basis. g• v. The coverage amounts set forth above may be met by a combination of underlying and umbrella policies so long as in combination the limits equal or exceed those stated. vi. Lessee shall furnish certificates of insurance to Lessor before commencement of the Lease term. Named Insureds. All policies, except for worker's compensation policies, shall name Lessor and its officials, boards, commissions, employees, agents, and contractors, as their respective interests may appear, as additional insureds (herein referred to as the "Additional Insureds"), and a separate additional insured endorsement shall be provided. h. Evidence of Insurance. Certificates of Insurance of each insurance policy required to be obtained by Lessee in compliance with this paragraph, along with written evidence of payment of required premiums shall be filled and maintained with Lessor annually during the term of the Lease. Lessee shall immediately advise Lessor of any claim or litigation that may result in liability to Lessor. i. Cancellation of Policies of Insurance. All insurance policies maintained pursuant to this Lease shall contain the following endorsement: 5 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego J. At least thirty (30) days' prior written notice shall be given to Lessor by the insurer of any intention not to renew such policy or to cancel, replace, or materially alter same. Insurance Companies. All insurance shall be affected under valid and enforceable policies, insured by insurers licensed to do business by the State of California or surplus carriers on the State of California Insurance Commissioner's approval list of companies qualified to do business in the State of California. All insurance carriers and surplus line carriers shall be rated A+ or better by A.M. Best Company, or as otherwise approved by Lessor's Risk Manager. k. Deductibles. All insurance policies may be written with deductibles not to exceed $50,000 unless approved in advance by Lessor's Risk Manager. Lessee agrees to indemnify and save harmless Lessor, the indemnitees, and Additional Insureds from and against the payment deductible and from the payment of any premium on any insurance policy required to be furnished by the Lease. Contractors. Lessee shall require that each and every one of its contractors and their subcontractors who perform work on the Leased Premises on behalf of Lessee to carry in full force and effect, workers' compensation, comprehensive commercial general liability, and automobile liability insurance coverages of the type which Lessee is required to obtain under the terms of this paragraph with appropriate limits of insurance. m. Responsibility after Termination. Upon termination of the Lease, each party shall remain responsible to the other for any and all liabilities, obligations, damages, penalties, claims, liens, costs, charges, losses, and expenses arising under the Lease which arose out of the Lease and occurred prior to such date of termination. n. Review of Limits. Once during each calendar year during the term of the Lease, Lessor may review the insurance coverages to be carried by Lessee. If Lessor determines that higher limits of coverage are necessary to protect the interests of Lessor or the Additional Insureds, Lessee shall be so notified, and shall obtain the additional limits of insurance, at its sole cost and expense. 14. Inspection. Lessor, by and through its proper officers, reserves and shall always have the right, upon reasonable notice and at a reasonable time, to enter the Leased Premises for the purpose of viewing and ascertaining the conditions of the same and the operation and maintenance thereof. 6 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego 15. Removal of Personal Property. At the termination or expiration of this Lease or any renewal thereof, Lessee shall, within ninety (90) days of written request by Lessor, remove any and all personal property not owned by Lessor, placed or erected on the premises during the term thereof, or any renewal thereof, and that all expense connected with such removal shall be borne by Lessee. Lessor shall have the right to sell, destroy, remove, or otherwise dispose of any such personal property left on the premises longer than ninety (90) days after termination of this Agreement. The premises shall be left by Lessee in a clean, neat, and safe condition, and the exclusive possession and use of the property shall revert to Lessor. 16. Non -Discrimination. Lessee agrees that there shall be no discrimination against or segregation of any person or group of persons because of race, color, creed, national origin, sex, sexual orientation, ancestry, marital status, physical handicap, or medical condition in the use occupancy or enjoyment of the property, nor shall Lessee, or any person claiming under or through it, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use, or occupancy of users of the property. 17. Waiver. The failure or omission of Lessor to terminate this Lease for any violations of any of its terms, conditions, or covenants shall in no way be deemed to be a consent by Lessor to such violation, and shall in no way bar, stop, or prevent Lessor from terminating this Lease thereafter, either for such or for any subsequent violation of any such term, condition, or covenant. 18. Signs. Lessee agrees that no sign, advertisement, or notices shall be inscribed, painted or affixed on or to any part or portion of the outside of the Leased Premises except to be of such type and color, size and style, and in such place as may be approved by Lessor. Any additional signage or changes to existing signage after the Commencement Date will require Lessee to pay for and obtain all regulatory approvals (permits) for the Leased Premises. 19. Waiver of Relocation Assistance. In consideration for the execution of this Lease by Lessor, Lessee hereby waives any claim for relocation assistance benefits to which it may otherwise be entitled under federal, state, or local law or regulations, upon vacation of the Leased Premises. 20. Americans with Disabilities Act. Upon commencement of this Lease, Lessee shall comply, at its sole cost, with requirements of ADA which provides for the removal of architectural barriers that prevent equal access to disabled persons on the interior of the Leased Premises. Through the duration of the Lease, Lessor shall comply, at its sole cost, with requirements of the ADA which provides for the removal of architectural barriers that prevent equal access to disabled persons on the exterior of the Leased Premises. Lessor warrants that the Premises will be ADA compliant at the time possession is delivered to Lessee. 7 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego 21. Compliance with Environmental and Other Laws. Lessee shall not engage in activities upon the Leased Premises, or any portion thereof, for the purpose of or anyway involving the handling, manufacturing, treatment, storage, use, transportation, spillage, leakage, dumping, discharge or disposal (whether legal or illegal, accidental or intentional), or any hazardous or toxic substances, materials or wastes, or any wastes regulated under any local, state, or federal law; provided, however, normal quantities and use of those hazardous or toxic substances or materials customarily used in the conduct of Lessee's permitted uses, such as paints, stains, solvents, and similar materials, may be used and stored by Lessee at the Leased Premises. Lessee shall be, and remain for the term of this Lease, in full compliance with all applicable laws governing the use and occupancy of the Leased Premises including, without limitation, the handling, manufacturing, treatment, storage, disposal, discharge, use, and transportation of hazardous or toxic substances, materials or wastes, and any wastes regulated under any local, state, or federal law. Lessee has been advised that no digging or excavation at the site will be authorized without appropriate environmental oversight. 22. Obstruction. Except as permitted by this Lease, and except for those materials customarily used in the conduct of Lessee's permitted uses, Lessee shall not place, install, maintain, or allow any combustible materials in buildings, structures, or other improvements upon the Leased Premises, and shall not cause or allow the surface elevation therein to be changed in any way whatsoever, without prior written approval of Lessor's City Manager or designee. 23. Lessee's Obligation to Quit. Lessee shall, upon termination of this Lease, leave and peaceably and quietly surrender and deliver to Lessor the Leased Premises and all improvements, buildings, and fixtures hereon or constituting a part thereof, and any replacements or renewals thereof in a good condition, order, and repair as the same were at the Commencement Date or thereafter may have been put, reasonable wear and use excepted. Notwithstanding the foregoing or anything in this Lease to the contrary, Lessee shall have the right at any time during this Lease to remove from the Leased Premises Lessee's trade fixtures, furniture, equipment, and personal property, provided that Lessee repairs any damage caused by such removal. 24. Termination. This Lease may be terminated as follows: a. In the event that during the term of this Lease, funding to operate the Club is either eliminated or reduced to a point so as to render continued operation of the Club impractical or impossible, Lessee may terminate the Lease upon ninety (90) days' written notice to Lessor. b. By Lessor, in the event the Leased Premises must be reclaimed for public use due to the requirements of a governmental agency, such as the U.S. Army Corps of Engineers, upon one (1) year's notice. In the event the 8 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego Leased Premises are reclaimed for public use due to the requirements of a governmental agency, Lessor will provide, to the extent it determines its resources will allow and without any financial obligation on Lessor's part, assistance to Lessee in the relocation of Lessee to an alternative site substantially the same as the Leased Premises and acceptable to the Lessee for the purposes and operation of the business of Lessee. c. By Lessor upon the occurrence of one or more of the following defaults ("Defaults"), and the failure of Lessee to cure any such Default within any applicable grace period. i. The failure of Lessee to provide reasonable evidence of insurance within thirty (30) days of the renewal of any policy required herein; ii. The failure of Lessee to fulfill any obligation of Lessee under this Lease which endangers or threatens life or property, where such failure continues for a period of five (5) business days following written notice from Lessor. iii. A failure by Lessee to perform any material obligation of Lessee (other than those described above), where such failure continues for a period of thirty (30) days after written notice from Lessor; provided, however, that if the nature of Lessee's failure to perform is such that more than thirty (30) days are reasonably required for its cure, then it shall not be deemed to be a Default if Lessee commences such cure within said thirty (30) day period, and thereafter diligently prosecutes such cure to completion. iv. The failure by Lessee in conducting its activities to adhere to the provisions of the Requirements for Membership as a Member Organization of the Boys and Girls Club of America, as amended from time to time, the current version of which is attached hereto as Exhibit "C" and incorporated herein by reference d. By Lessee, for Lessor's breach of any covenant, obligation, or condition contained in this Lease which is not cured within thirty (30) days immediately following written notice from the Lessee of such alleged breach, provided, however, that if the nature of Lessor's failure to perform is such that more than thirty (30) days are reasonably required for its cure, then it shall not be deemed to be a Default if Lessor commences such cure within said thirty (30) day period, and thereafter diligently prosecutes such cure to completion. e. By mutual agreement of the Parties hereto. f. By expiration of the Term. 9 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego g. Notwithstanding anything in this Lease to the contrary, upon termination of the Lease, neither Lessor nor Lessee shall have any further obligations or responsibilities under the Lease or relating to the Leased Premises, and each party shall be deemed to have released the other from any such further obligations or responsibilities without the need for further action. Notwithstanding the foregoing, each party shall remain responsible to the other for any obligations arising under the Lease which occurred prior to such date of termination. 25. Lessor Remedies upon a Lessee Default. If Lessee is in Default and has failed to cure such Default within any applicable grace period, Lessor may, at its option, perform such duty or obligation giving rise to the Default on behalf or Lessee, including but no limited to the obtaining of reasonably required insurance policies, or government licenses, permits, or approvals. The costs and expenses of any such performance by Lessor shall be due and payable by Lessee within ten (10) days of receipt of invoice therefore. If any check given to Lessee shall not be honored by the bank upon which it is drawn, Lessor, at its option, may require all future payments to be made by Lessee to be by cashier's check. In the event of a Default which Lessee has failed to cure within any applicable grace period, or undertaken reasonable action to cure within any applicable grace period, Lessor may, with or without future notice or demand, and without limiting Lessor in the exercise of any right or remedy which Lessor may have by reason of such Default, terminate the Lessee's right to possession of the Leased Premises by any lawful means; continue the Lease; and /or pursue any other remedy now or hereafter available under the laws or judicial decision of the State of California. 26. Lessee's Remedies Upon a Lessor Default. Lessor shall be in default under this Lease ("Lessor Default") if Lessor fails to perform any of the obligations of Lessor under this Lease, and such failure continues for a period of thirty (30) a days after written notice from Lessee; provided, however, that if the nature of Lessor's failure to perform is such that more than (30) days are reasonably required for its cure, then it shall not be deemed to be a Lessor Default if Lessor commences such cure within said thirty (30) day period and thereafter diligently prosecutes such cure to completion. The rights and remedies of Lessee upon a Lessor Default shall be cumulative, and upon a Lessor Default Lessee may pursue any and all rights and remedies at law or in equity, whether at the same time or otherwise. 27. Hazardous Substances. Lessee shall indemnify, protect, and hold harmless Lessor and each of its respective subsidiaries from and against all costs and damages incurred by Lessor in connection with the presence, emanation, migration, disposal, release, or threatened release of any oil or other petroleum products or hazardous materials or substances on, within, or to or from the Leased Premises as a result of (i) the operations of Lessee after the Commencement Date, and (ii) the activities of third parties affiliated with Lessee or invited on the Leased Premises by Lessee after the Commencement Date and during the term of this 10 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego Lease. Each party agrees that such party will promptly give written notice to the other party of any investigation, claim, demand, lawsuit, or other action by any governmental or regulatory agency or private party involving the Leased Premises and any hazardous substance or environmental law of which such party has actual notice. 28. Taxes. Lessee recognizes and understands that this Lease may create a possessory interest subject to property taxation, and that Lessee may be subject to the payment of property taxes levied on such interest. Lessee further agrees to pay any and all property taxes, if any, assessed during the term of this Lease, pursuant to Section 107 and 107.1 of the Revenue and Taxation Code, against Lessee's possessory interest in the Leased Premises. 29. Representations and Warranties. The parties represent and warrant that they have powers adequate for the execution, delivery, and performance of their obligations under this Lease; they have taken all necessary actions required to make this Lease the valid and enforceable obligation it purports to be, and this Lease has been duly executed and delivered. 30. Severability; Choice of Law. If any provision of this Lease shall be declared to be void or unenforceable either by law or by a court of competent jurisdiction, the validity or enforceability of remaining provisions shall not thereby be affected. 31. Brokers. Each party hereto represents and warrants to the other that it has not dealt with any broker in connection with the Leased Premises or this Lease. Each party hereto hereby indemnifies and holds the other harmless from and against any liability for commissions due any broker of finder with whom such party has dealt in connection with this Lease. 32. Mailings and Noticing. All notices or other communications required or permitted hereunder shall he in writing, and shall be personally delivered or sent by overnight mail (Federal Express or the like); or sent by registered or certified mail, postage prepaid, return receipt requested; or sent by ordinary mail, postage prepaid; or telegraphed or cabled; or delivered or sent by telex, telecopy, facsimile, fax or email; and shall be deemed received upon the earlier of (i) if personally delivered, the date of delivery to the address of the person to receive such notice; (ii) if sent by overnight mail, the business day following its deposit in such overnight mail facility; (iii) if mailed by registered, certified, or ordinary mail, three (3) days (five (5) days if the address is outside the State of California) after the date of deposit in a post office, mailbox, mail chute, or other like facility regularly maintained by the United States Postal Service; (iv) if given by telegraph or cable, when delivered to the telegraph company with charges prepaid; or (v) if given by telex, telecopy, facsimile, fax, or email, when sent. Any payment, notice, request, demand, direction, or other communication delivered or sent as specified above shall be directed to the following persons: 11 201 I Lease Between City of National City and Boys and Girls Clubs of Greater San Diego To the Lessor: Chris Zapata City Manager City of National City 1243 National City Boulevard National City, California 91950-4301 Email: czapataa,nationalcityca.gov Phone: 619-336-4240 Fax: 619-336-4327 To the Lessee: Danny Sherlock President Boys and Girls Clubs of Greater San Diego, Inc. 115 West Woodward Escondido, CA 92025 Email: dsherlock(2 sdyouth.org Phone: 760-746-3315 Fax: 760-740-0240 With a copy to: Claudia G. Silva City Attorney City of National City 1243 National City Boulevard National City, California 91950-4301 Email: csilvaa,nationalcityca.gov Phone: 619-336-4220 Fax: 619-336-4327 With a copy to: Laura Bright, Esq. White and Bright, LLP 970 Canterbury Place Escondido, CA 92025 Email: lbright(aiwhiteandbright.com Phone: 760-747-3200 Fax: 760-747-5574 33. Entire Agreement. This Lease supersedes any prior agreements, negotiations, and communications, oral or written, and contains the entire agreement between the parties as to the subject matter hereof No subsequent agreement, representation, or promise made by either party hereto, or by or to an employee, officer, agent, or representative of any party hereto shall be of any effect unless it is in writing and executed by the party to be bound thereby. 34. Construction. The parties acknowledge and agree that (i) each party is of equal bargaining strength; (ii) each party has actively participated in the drafting, preparation and negotiation of this Lease; (iii) each such party has consulted with or has had the opportunity to consult with its own, independent counsel and such other professional advisors as such party has deemed appropriate, relative to any and all matters contemplated under this Lease; (iv) each party and such party's counsel and advisors have reviewed this Lease; (v) each party has agreed to enter into this Lease following such review and the rendering of such advice; and (vi) any rule or construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this Lease, or any portions hereof, or any amendments hereto. 35. No Agency. Nothing in this Lease Agreement shall cause or imply any agency relationship or duty between Lessor and Lessee. 36. Counterparts. This Lease may be signed in counterparts. 12 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego 37. Recordation. This Lease may be recorded by either party hereto. IN WITNESS WHEREOF, the parties hereto have caused this Lease Agreement to be executed by their duly authorized officers or representatives as of the day and year first above written. CITY OF NATIONAL CITY By: Ron Morrison, Mayor OVED AS TO FORM: audia .ilva City A . mey THE BOYS & GIRLS CLUBS OF GREATER SAN DIE (Corporation res o orate officers) army Sherlock President and CEO By: 4%44( 41014,--,_ Robert Burson Board Chairman 13 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT State of California ) County of San Diego ) On August 22, 2011, before me, Virginia Miller, Notary Public, personally appeared Ron Morrison, who proved to me on the basis of satisfactory evidence to be the person whose name is subscribed to the within instrument and acknowledged to me that he executed the same in his authorized capacity, and that by his signature on the instrument the person, or the entity upon behalf of which the person acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. 4 iao _ J /t,17 Signj(ire of Notary P blic VIRGINIA MILLER Commission # 1874998 Notary Public - California San Diago County Mi Comm. Extras Doe ad Place Notary Seal Above CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT fi State of California County of �n 1J�Sr3 On 7-a / - ii before me, Date personally appeared Here Insert Name and Title of ih Officer �ot n rnLi .Q�-Lo e-l� Name(s) of Signer(s Notary Public „�. LAURA 8. BRIGHT Commission # 1824911 Notary Public - California xyR% San Diego County M Comm. Ex tres Dec 22, 2012 Place Notary Seal Above who proved to me on the basis of satisfactory evidence to be the person whose nameL,s4"is/fie^ subscribed to the within instrument and acknowledged to me that he/sOe1ther executed the same in his/pe1thhir authorized capacity(it), and that by his/Vr/tfl 1r signatures on the instrument the person,Glsr), or the entity upon behalf of which the person(.8) acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. Signature: 0e,A-A- 4 Signature of Notary Public OPTIONAL Though the information below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent removal and reattachment of this form to another document. Description of Attached Do uc ment Title or Type of Document: 2 Document Date: Number of Pages: /3 Signer(s) Other Than Named Above: Capacity(ies) Claimed by Signer(s) Signer's Name: -Dan Yi,7 ❑ Corporate Officer — Title(s): ❑ Individual ❑ Partner — ❑ Limited ❑ General ❑ Attorney in Fact ❑ Trustee 11 Guardian or Conservator ❑ Other: Signer Is Representing: RIGHT THUI OF SIG PRINT R Top of thumb here Signer's Name: J Corporate Officer — Title(s): ❑ Individual ❑ Partner — LI Limited LI General ❑ Attorney in Fact C Trustee 17 Guardian or Conservator ❑ Other: Signer Is Representing: RIGHT THUMBPRINT OF SIGNER Top of thumb here 1.-ww�v Vu: © 2009 National Notary Association • NationalNotary.org • 1-800-US NOTARY (1-800-876-6827) a- r�ww�� Item #5907 CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT State of California County of Lb0 -Di-es0 On) 2:71D.{j L l ate personally appeared } before me, t�(� r� (� O'Gii-V Ri t c. Here ns rt Name and itle of the Officer Robe -f- gU ¥scf Name(s) of Signer(s) EMILY NUGENT COMM. #1938258 = Notary Public - California o San Diego County — Comm. es • 24, 2015 Place Notary Seal Above who proved to me on the basis of satisfactory evidence to be the person whose name is/ard subscribed to the within instrument and acknowledged to me that he/shc/thcy executed the same in his/iierftbeir authorized capacity(ies), and that by his/I /ll ren signature(s) on the instrument the persons , or the entity upon behalf of which the person(a)' acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. Signature OPTIONAL Though the information below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent removal and reattachment of this form to another document. Description of Attached Document Title or Type of Document: Document Date: Number - ages: Signer(s) Other Than Named Above: Capacity(ies) Claimed by Signer(s) Signer's Name: C Individual ❑ Corporate Officer — Title(s): ❑ Partner — ❑ Limited ❑ Gene ❑ Attorney in Fact ❑ Trustee ❑ Guardian or Cons vator ❑ Other: Signer Is epresenting: RIGHTTHUMBPRINT OF SIGNER Top of thumb here Signer's Name: ❑ Individual ❑ Corporate Officer — Title(s): ❑ Partner — ❑ Limited LI General ❑ Attorney in Fact ❑ Trustee ❑ Guardian or Conservator ❑ Other: Signer Is Representing: RIGHTTHUMBPRINT OF SIGNER Top of thumb here — • x.„. �s�c 11. ` c ats ©2007 National Notary Association • 9350 De Soto Ave.. P.O. Box 2402 •Chatsworth, CA 91313-2402• www.NationalNotary.org Item 45907 Reorder Call Toll -Free 1-800-876-6827 EXHIBIT "A" That portion of Blocks 3 and 4 per Map No. 552, Records of San Diego County, California, November 4, 1914, together with closed and vacated to public use portions of 14th Street, 15th Street and C Avenue, described as follows: COMMENCING at the Southeast corner of said Block 4; Thence along the Southerly prolongation of the Easterly line of said Block 4, South 17°47'04" East, 4.24 feet to the POINT OF BEGINNING; 2 3 4 5 6 .7 8 9 1 1 1 1 1 1 1 1 1 . Thence leaving said line, South 71° 56' 15" West, 249.51 feet; . Thence South 28° 47' 57" West, 16.17 feet; . Thence North 79° 32' 30" West, 9.76 feet; . Thence North 88° 10' 29" West, 10.10 feet; . Thence South 81° 39' 55" West, 10.18 feet; . Thence South 68° 32' 00" West, 48.87 feet; . Thence North 71° 20' 52" West, 29.69 feet; • Thence North 67° 43' 17" West, 19.80 feet; . Thence North 61 ° 15' 54" West, 39.62 feet; 0. Thence North 30° 13' 16" West, 15.13 feet; 1. Thence North 23° 22' 20" East, 37.88 feet; 2. Thence North 37° 26' 19" East, 69.13 feet; 3. Thence North 43° 43' 42" East, 79.18 feet; 4. Thence North 51° 18' 19" East, 19.29 feet; 5. Thence North 60° 34' 10" East, 128.19 feet; 6. Thence North 16° 40' 03" West, 41.65 feet; 7. Thence North 34° 52' 24" East, 27.92 feet; 8. Thence North 71° 34' 26" East, 89.80 feet to the Northerly prolongation of Easterly line of said Block 4; 19. Thence along said line, South 17° 47' 04" East, 266.11 feet to the POINT OF BEGINNING. land contains 75, 760 S.F., more or less. This legal description has been prepared by me, or under my direction, in conformance with the Professional t,and,Surveyors Act. Signature: Jo n R. Berggren, L.S. 6000 Lic nse Expires 12/31/2010 Date: January 4, 2009 LINE TABLE LINE BEARING DISTANCE LINE BEARING DISTANCE Lt S71'56'15"W 249.51' L11 S2322'20"W 37.88' L2 S28'47'57"W 16,17' L12 N37'26'191 69.13' l3 S79'32'301 9.76' L13 N43'43'421 79,18' L4 S8810'291 10.10' L14 N51'18'191 19.28' L5 N81'39'551 10.18' L15 S60'34'10"W 128.19' L6 N68'32'001 48.87' L16 S16'40'931 41.65' L7 S71'20'52"E 29.69' L17 S34'52'24"W 27.92' L8 N67'43'17"W 19.80' L18 S71'34'26"W 89.80' L9 N61'15'54"W 39.52' L19 S17'47'04'E 266.11' L10 S30'13'16"E 15.13' MAP 552 4, BLOCK 3 L10 '9 L�8 BLOCK 4 POINT OF OAA AAF�If FAAFAIT C) ; CURRENT SOUTHEAST A' 2 \ LEASE y CORNER OF v AREA BLOCK 4 4.24 nP ' \ I l \ , \ \ \ • L4 , 7 1.b ' L5 L3 \-\ POINT OF BEGINNING L2 NEW LEASE AREA = 75,670 SF Exhibit B SCALE 1 "= 100' IN ASSOCIATION WITH: (i4. t TETRA TECH BERGGREN & ASSOCIATES LAND SURVEYING AND RIGHT OF WAY MAPPING 6046 CORNERSTONE COURT WEST #116 SAN DIEGO, CALIFORNIA 92121 (858) 824-0034 / (858) 824-0036 a cc Q W cc REQUIREMENTS FOR MEMBERSHIP RIGHTS AND RESPONSIBILITIES When an organization is accepted as a Member Organization of Boys & Girls Clubs of America the following rights and privileges of membership are conferred: • The right to be identified with the Boys & Girls Club Movement. • The right to receive services from Boys & Girls Clubs of America. • The right to participate in and vote at annual meetings of the National Council. Member Organizations assume the following obligations: • To fully comply with all requirements for membership and operating standards adopted by the National Council. • To act in accordance with the Constitution of Boys & Girls Clubs of America and any policies or procedures adopted by the National Council. Boys & Girls Clubs of America, the national organization, assumes the following responsibilities to its Member Organizations: • To uphold the articles and provisions of the Constitution. • To assist with the establishment of new Boys & Girls Clubs. • To provide services to further the purposes of the Boys & Girls Club Movement. Article I — Eligibility Requirements* * (The National_CounciLpassed a resolution at the August 25, 2010 meeting to allow organizations under the auspices of an umbrella organization to apply for an exemption from certain membership requirements.) Any corporation, association, or administrative committee or otherwise named governing body of responsible citizens, selected irrespective of race, color, creed, sex, age, religion, disability, or national origin may be elected to membership by the Board of Governors or Executive Committee of Boys & Girls Clubs of America if it meets the following requirements: Section 1 — Definitions A. "Member Organization" shall mean a corporation, association, administrative committee or otherwise named governing body which operates one or more Clubs in accordance with requirements and operating standards herein, and which has been admitted to membership in the Boys & Girls Clubs of America. B. "Club" shall mean a Club or Unit which meets the requirements and operating standards established herein and has been chartered by Boys & Girls Clubs of America. RECEIVED IN POOR CONDITION EXHIBIT "C" C. "Extension Club_' shall mean a Club meeting the requirements and operating standards set forth in Article III below and operated as an extension of a parent Club and whose members are also members of the parent Club, and are eligible to participate in its activities. Section 2 — Name It shall have as the first words in its title "Boys & Girls Club(s) of..." Section 3 - Purpose It shall include in its purpose the health, social, educational, vocational, character development and guidance of the members of the Clubs it operates. Section 4 — Organization A. It shall have a board of directors executive committee, administrative committee, or otherwise named governing body of responsible citizens and shall designate one member of such a governing bodv who is not an employee of such Member Organization or of the Clubs it operates as the Chief Volunteer Officer. Such governing body shall have complete authority and control over all aspects of the Member Organization's operations, programs, finances, facilities and personnel Boys & Girls Clubs of America shall have no authority whatsoever with respect to any such control or authority of any such governina body. B. No more than two of the members of such governing body may be employees of such Member Organization or of the Club(s) it operates. C. It -shall operate one or more Clubs-whictrrrieet the requirements for membership and operating standards. Section 5 — Constitution, By-laws, Rules It shall be governed by a Constitution, by-laws or rules which are not inconsistent with the requirements for membership. Section 6 — Chief Professional Officer It shall employ a full time paid professional (the "Chief Professional Officer") who shall be responsible directly to the aforesaid governing body and shall have executive and administrative control of the activities and personnel of the Member Organization in accordance with policies and procedures established by said governing body. Each newly appointed Chief Professional Officer who has not been a Chief Professional Officer of another Member Organization shall attend a new Chief Professional Officer orientation sponsored by Boys & Girls Clubs of America within the first eight (8) months of such appointment. Section 7 — Funding EXHIBIT 'C' It shall have funds in hand or pledged for the first year of operation, and there shall be a financial plan of funds for operation in future years. Section 8 — Service Mark It shall display the current service mark of Boys & Girls Clubs of America on the outside of its buildings and on all appropriate printed matter and comply with approved graphic standards. EXHIBIT 'C' Article II — Operating Standards for Member Organizations Each Member Organization shall: Section 1 — Audit Cause an audit of its financial accounts to be made and reported upon annually by an independent certified public accountant and cause a copy of such audit and SAS 112 letter, if issued, thereof to be sent to Boys & Girls Clubs of America within nine (9) months of the close of its fiscal year and shall maintain its financial records in accordance with generally accepted accounting principles for non- profit organizations. Member Organizations with annual revenues totaling less than $250,000 may submit a review of financial statements by an independent certified public accountant in lieu of such audit. Section 2 — Compliance Comply with all applicable federal state and local laws and reporting requirements and conduct its business with high ethical standards. Section 3 — Records Keep satisfactory records of the youth served by the Clubs it operates, their activities, programs and attendance. Section 4 — Dues Pay to Boys & Girls Clubs of America annual membership dues as determined by the National Council. Section- — Benefits A. Make the following benefits available to its full time employees and pay at least 50 percent of the cost of such benefits: I. Comprehensive major medical coverage. II. Group life insurance. III. A retirement program which is qualified under applicable Internal Revenue Service regulations. IV. A long term disability plan. B. Maintain a salary structure that is competitive with other local organizations and agencies seeking similarly trained and experienced people. C. Review, at least annually, its employment policies and procedures and take requisite steps to achieve or maintain compliance with equal employment opportunity regulations based on applicable federal, state and local laws and regulations as are in effect from time to time. Section 6 — Liability Insurance EXHIBIT 'C' Maintain comprehensive, general liability coverage with a combined minimum single limit of coverage in the amount of at least $1 million which shall be extended to name Boys & Girls Clubs of America as an additional insured and file a certificate of insurance with Boys & Girls Clubs of America annually. Section 7 — Organizational Assessment * A. Conduct, every third year, an organizational assessment in consultation with Boys & Girls Clubs of America and utilizing its respective governing body, staff, and other appropriate entities based on "Standards of Operational Effectiveness" approved by the National Council and submit a report of this assessment to Boys & Girls Clubs of America. (* The National Council passed a resolution on May 17, 2007 exempting military organizations from this requirement.) B. Maintain a rating of "operational" as defined by the "Standards of Operational Effectiveness". Such rating shall be determined and assigned by the governing body of each Member Organization. Section 8 -- Communication Maintain at least one computer capable of electronic communication with Boys & Girls Clubs of America. Section 9 — Background Checks Conduct_crimitiallaackwound checks of all employees and volunteers who have repetitive direct contact with children. Such checks should be of the type that would disclose, at minimum, sexual offenders and include a social security number trace and a national criminal file check. Such checks shall be conducted prior to employment and at regular intervals, not to exceed twenty-four (24) months. Section 10 — Code of Ethics Establish and maintain a Code of Ethics that addresses, at minimum conflicts of interest, records retention and whistleblower protection in accordance with best practices for non-profit organizations. All staff and board members will sign the Code of Ethics each year. Section 11 — Annual Report Render to Boys & Girls Clubs of America an annual report of its organization membership, activities, attendance, finances and cause the Chief Professional EXHIBIT 'C' Officer and Chief Volunteer Officer to attest to compliance with the requirements for membership and operating standards. EXHIBIT'C' Article Ill - Operating Standards for Clubs and Extension Clubs Each Club which meets the following operating standards may be chartered as a Club by the Board of Governors or Executive Committee of Boys & Girls Clubs of America. Section 1 — Facilities It shall have a Clubhouse or separate Club quarters which can be identified as a Club for its members. Use by any others shall not substantially limit the use of rooms, facilities and equipment by the members. It shall have sufficient floor area and room spaces, suitably equipped for carrying on a diversified and constructive program of activities. Section 2 - Unit Director Each Member Organization shall employ a Unit Director for each separate Club it operates for at least as many hours per week as such Club is in operation. The Chief Professional Officer of the Member Organization may, however, act as a Unit Director of one of such Clubs. Section 3 - Club Staff Each Club shall have and maintain sufficient paid and volunteer staff qualified in personality, character, experience, education and training for the leadership and guidance of its members. Each activity of each such Club shall be supervised by Club staff qualified to supervise such activity. Section-4 - Members Each Club shall have at least one hundred members enrolled in any twelve- month period, who shall be between the ages of 6 and 18. Each Extension Club shall have at least 50 members between the ages of 6 and 18 enrolled in any twelve-month period. Membership dues and fees shall be within the means of its members and shall not be so large as to exclude any individual from membership and participation. Section 5 — Extent of Operations Each Club shall be open and shall make activities available to its members at least ten months per year, five days per week and four hours per day. Each Extension Club shall be open and shall make activities available to its members at least eight months per year, three days •er week and three hours per day. Section 6 — Activity Access EXHIBIT 'C' Each Club shall be available for use by any and all members in all the days and hours such Club is open, to the extent feasible in light of the available facility and activity schedules which are subject to reasonable age and individual restrictions. EXHIBIT 'C' Section 7 — Program Each Club shall maintain a high quality program of varied and diversified activities and shall conduct an annual program assessment using standards adopted by the National Council. There shall be no instruction in or promotion of any sectarian or political belief. Section 8 — Safety Each Club facility shall be maintained in a satisfactory state of cleanliness and sanitation and shall comply with all applicable federal, state and local laws for protection and safety. EXHIBIT 'C' Membership Dues Each Member Organization shall pay dues annually to Boys & Girls Clubs of America based on its total operating expenses of the previous year. The amount of dues is determined by the following formula: CLUB OPERATING EXPENSES RATE OF DUES PAYABLE $99,999 or less $100,000-$199,999 $200,000-$499,999 $500,000-$999,999 $1,000,000 — $4,999,999 Over $5,000,000 1.25 percent of the total amount. $1,500 plus 1 percent of the excess over $100,000 $2,500 plus .5 percent of the excess over $200,000 $4,000 plus .25 percent of the excess over $500,000 $6,000 plus .25 percent of the excess over $1,000,000 $15,000 plus .25 percent of the excess over $5,000,000 Dues are payable in full by October 1. Membership of a Member Organization may be terminated for na s. A system of fees for special services, which are unusual and over and above those normally expected to result from the payment of dues, shall be established by the President of Boys & Girls Clubs of America with the approval of the Board of Governors. EXHIBIT 'C' STANDARDS OF ORG BOYS & GIRLS CLUBS OF AMERICA NIZATIONAL EFFECTIVENESS May 2006 As revised and approved by the National Counbi! of Boys & Girls Clubs of America at its annual meeting in May 2006 RECEIVED IN POOR CONDITION EXHIBIT 'C' Review of Compliance with Membership Requirements Is your organization in compliance with the following BGCA'Requirements for Membership? Yes No Membership Requirements Audit: Cause an audit of its financial accounts to be made and repotjted letter, if issued, thereof to be sent to Boys & Girls Clubs of America organizations. Member organizations with annual revenues totaling audit. upon annually by an independent certified public accountant and cause a copy of such audit and management and shall maintain its financial records in accordance with generally accepted accounting principles for nonprofit ess than $100,000 may submit a review of financial statements by an independent public accountant in lieu of such Compliance: Comply with all applicable federal, state and local laws and reporting requirements and conduct its business with high ethical standards. Records: Keep satisfactory records of the youth served by the Clubs it operates, their activities, programs and attendance. Dues: Pay to Boys & Girls Clubs of America annual membership dues as determined by the National Council. Benefits: A. Make the following benefits available to its full-time employees * Comprehensive major medical coverage. * Group life insurance. * A retirement program which is qualified under applicable Inte * A long-term disability plan. B. Maintain a salary structure that is competitive with other local or C. Review, at least annually, its employment policies and procedure regulations based on applicable federal, state and local laws and ind pay at least 50 percent of the cost of such benefits. al Revenue Service regulations. anizations and agencies. and take requisite steps to achieve or maintain compliance with equal employment opportunity egulations as are in effect from time to time. Liability Insurance: Maintain comprehensive, general liability co extended to name Boys & Girls Clubs of America as an additional i erage with a combined minimum single limit of coverage in the amount of at least $1 million which shall be sured and file a certificate of insurance with Boys & Girls Clubs of America annually. Organizational Assessment: A. Conduct, every third year, an organizational assessment in consultation entities based on "Standards of Operational Effectiveness" app B. Maintain a rating of `operational" as defined by the "Standards_ Organization. with Boys & Girls Clubs of America and utilizing its respective governing body, staff, and other appropriate oved by the National Council and submit a report of this assessment to Boys & Girls Clubs of America. of Operational Effectiveness". Such rating shall he determined and assigned by the governing body of each Member Communication: Maintain at least one computer capable of electronic communication with Boys & Girls Clubs of America. Background Checks: Conduct criminal background checks of all would disclose, at minimum, sexual offenders and include a social regular intervals, not to exceed 24 months of employment. ployees and volunteers who have repetitive direct contact with children. Such checks should he of the type that curity number trace and a national criminal file check. Such checks shall he conducted prior to employment and at May 2006 EXHIBIT 'C' Page 2 of 31 Does your organization have operating policies and practices tlhat comprise BGCA's Core Promises? Yes No Core Promise Safety — All Boys & Girls Club organizations should develop a comprehensive • Safe daily operations • Crisis response preparedness • Strategic risk management planning Each Club should: • Review the organization's safety and facility policies, • Review the organization's insurance coverage, • Review existing and pending facility use agreements, • Establish an active Facilities and Property Committee which addrersses • Maintain reasonable staff ratios and provide regular staff training, • Consistently document procedures, accidents and incidents, • Establish a realistic safety budget, and • Take the long view on risk management. safety program to make continued improvements in three key areas: safety policies and procedures, The organization meets above requirements regarding safety. Impact — Commitment to Quality process The organization completed the annual Commitment the programs offered. to Quality impact assessment. The results from the assessment are used to improve the quality of Hiring Staff and Selecting Volunteers of High Character — An organiza them current. A thorough screening process should be: • Legally compliant • Systematic • Match the level of screening with position -specific risks • Applied uniformly to the selection criteria foral candidates for a Essential steps for thorough staff screening include: • A screening policy that is compliant with current employment la • Clearly written position descriptions and selection criteria, • Detailed recruitment and application processes, • An interviewing process that consists of scripted, open-ended questions • Thorough reference checks, • Criminal background checks, which must be conducted at regular • Provide an orientation for new employees or volunteers during an ion's overall standard of care should combine practical policies and procedures with a strategy to keep ecific position s and exercises a reasonable standard of care, and the applicants should be encouraged to ask questions, intervals not to exceed 24 months, and established provisional period. There are up-to-date, written policies and procedures • the organization's intent to be fair, consistent • background checks, the consequences of person from employment or volunteer service; • confidentiality and security of all information. reviewed by counsel that address: and nondiscriminatory, and to meet all legal requirements; providing false or misleading information and criminal or civil records that will automatically bar a and There are clearly written job descriptions for each • duties and responsibilities, • education and experience, and • professional and ethical conduct required position that define: for the position. May 2006 EXHIBIT 'C' Page 3 of 31 Yes No Core Promise All staff and volunteer candidates are required • information about an applicant's work • waivers and statements about the Club' to complete an application form that collects: history, education and background. hiring practices. There is a defined process to gather information • a fair and consistent process to screen re • telephone interviews to pre-screen candi • interview questions and rating that utilize to be successful in the position; • use of more than one interviewer during • selection based on meeting job requirements, needed to make informed hiring and selection decisions for staff and volunteers including: umes; ates; a "Behavior -Based Interview and Selection" method to assure skills, knowledge and character needed in -person interviews; core competencies and experiences which align to requirements of the job and work environment. Reference checks to gain insight into the candidate's • past employers; • supervisors; • co-workers; • subordinates; and • others, depending on the position. experience, skills and character are conducted with: Background checks on all staff and volunteers checks should include: • a Social Security number trace; • a national criminal record search; • a national sex offender registry search; and • additional background checks as appropriate are conducted prior to hiring and at least every 24 months after hiring. Minimally, background to specific positions. There is a defined system to evaluate findings • barrier crimes that automatically bar the • a process for creating a review committee o seriousness of the crime; o length of time since last offense; o pattern of criminal activity; and o activities in which the applican About criminal records or other concerns uncovered during the hiring process that includes: person from consideration; to evaluate hiring recommendations of staff or volunteers with criminal records that take into account: has been involved since the offense occurred. A formal introductory period for staff and vol ■ an employment agreement, signed by the • an organizational code of ethics signed by ■ a formal appraisal of performance at the nteers is established that includes: new staff or volunteer; the new staff or volunteer; and end of the introductory period. Financial Oversight — Successful financial management is a result of a strpng management process, it is important for each person involved with the Club financial system works, since nonprofit organizations are run differently than • Roles for the CVO and other board members, CPO and other stafi'j, • A system for planning, developing and monitoring budgets and c • A conflict of interest policy and sign -off procedure for board and Staff, • A policy for managing investments, • A risk management strategy for financial, physical and other threats, • Financial management policies and procedures, • Polices which ensure donor requirements and financial reporting guidelines • Policies for conducting financial reviews. joint initiative of the CVO and board, CPO and other Club staff. As part of the financial to understand his/her role in the process. In addition, the board should understand how the Club's for -profit institutions. Each organization should establish: and Club volunteers, h flow, are met, and May 2006 EXHIBIT 'C' Page 4 of 31 Yes No Core Promise There are clearly defined roles and responsibilities for how board and staff work together to assure that the organization's finances meet all legal, ethical and business requirements. • The board protects the organization's assets and provides oversight to financial systems, budget, policies, procedures, insurance, legal and donor requirements. • Staff develop and implement financial systems and budgets and oversee day-to-day implementation of fmancial policies, practices and standards. There is an active board finance committee that: • develops and monitors financial policies • reviews financial statements and reports, • develops an investment strategy, and • assures the organization has a risk mana 'and practices, ement plan. The organization has policies, procedures and practices. These include: • clear limits of authority • internal controls over expenditures • systems and procedures for: handling and donor, legal and financial spending and • controls to ensure restricted funding and • compliance with all local, state, federal, ystems that are reviewed and monitored by the finance committee to assure sound financial processing income; collecting and reporting membership; participation and outreach data; and meeting reporting requirements. endowments are accurately monitored and appropriately spent IRS and ERISA regulations Under the direction of the finance committee and/or auditor, annually. • A separate audit committee is recommended • The finance committee or treasurer reviews • If a management letter is received, it is provided audit committee, a complete financial audit is conducted by a board -appointed, independent for organizations with budgets larger than S2,000,000. Form 990 prior to submission. to BGCA and an appropriate response is prepared and implemented. An annual organizational budget is developed objectives. • Fundraising and administrative expense ind approved by the board to assure resources are allocated to meet organizational goals and fall between 15 to 20% of the total budget. The board develops and approves an investment • investments are diversified and perform. • a spending rate policy provides guidelines management policy that assures: ce is closely monitored and on maximum percent of principle to be used for operating. There is an annual evaluation and update to the • a physical review of facilities and vehicls; • a review of insurance coverage; and • a review to ensure that the organization's organization's overall risk management strategy. This includes: building(s) are up to city, state and federal codes and have all required inspections and certifications. Ethics and Accountability — Building an organization committed to the highest that create an environment of transparency, accountability and integrity, including: • Defining roles for the board of directors, staff and volunteers. • Developing and providing a code of ethics for employees. • Requiring a signed code of ethics for the board of directors. • Requiring a signed code of ethics for vendors. • Maintaining a compliance, reporting, and investigation policy. ethical standards demands more than just following the law. It also requires fostering practices May 2006 EXHIBIT 'C' Page 5 of 31 Yes No Core Promise There is a board -approved ethics policy with a supported by: • training for all staff and volunteers; • an appointed ethics officer; • whistle -blower protection; and • a compliance, reporting and investigationpolicy. conflict of interest statement that is signed annually by all board and staff. The policy is Accurate membership and participation data — It is essential that information collected, organized and presented with a high level of accuracy and credib is consistently implemented in every unit. Establish a system for collecting • determining the needed information and clearly defining the terms • developing a carefully thought-out system for collecting and recording • training staff to collect the information, • determining how information will be stored and how long it will 4 • tracking and counting youth served in membership and through community used to monitor performance and communicate the Club's reach, participation and impact be lity. Each Club must define a process for collecting, storing and organizing data and ensure the process data by: data, kept, and outreach. Standard Boys & Girls Club definitions are used • registered members, • youth served through community outreach, • attendance, and • average daily attendance. consistently to count: There is a tested, well thought-out system cons member participation on a daily basis. This s • a current membership form with a p • a defined policy and practice for entering • a defined policy and practice for recording • a written record of all attendance an • an organizational goal of at least 25 stently applied throughout the organization for collecting and recording information about tem includes: ent or guardian signature on file for every Club member; and exiting the building that includes recording attendance; attendance at off -site activities; program participation; and U of members participating daily. There is a tested, well thought-out system for collecting consistently applied at every Club. This system • a defined policy and practice for collecting • collecting and recording information • a written record of all attendance and participants. and recording youth served through community outreach on a daily basis that is includes: and recording youth served through community outreach; daily; and program participation including name of event, date, location and total number of non-member All staff are trained in every aspect of the Club's youth served through community outreach. • Each unit has a designated staff person • Roles for all staff are clearly define • There is a board policy defining sta polices and practices for tracking attendance and participation of registered members and responsible for managing and implementing this system. and included in job descriptions and performance plans. dards for accurate organizational data. There is a defined policy and procedures for h • all information can be easily retriev • there is a record retention policy of • information about individual memb w information is stored that assures: d by authorized staff; t least five years; rs is kept confidential; May 2006 EXHIBIT 'C' Page 6 of 31 Yes No Core Promise • all information is backed up. All data is repeatedly checked for accuracy before • an ongoing system for monitoring procedures • two people reviewing the information; • the CPO and CVO approving all reliorts it is presented to anyone outside the Club or used in any marketing material. This includes: to assure they are followed consistently at all units; and before information is presented outside the organization. Has a plan been developed with your organization supported b your regional service director, to respond to any standards not met? Yes No May 2006 EXHIBIT 'C' Page 7 of 31 STANDARDS OF OR ANIZATIONAL EFFECTIVENESS (SOEs) B ARD GOVERNANCE Topic Summary Developing Operational Advancing Excelling A. BOARD DEVELOPMENT PROCESS T w id an ba In co ar4 ■ ■ ■ ■ ❑ ■ ❑ ■ • ■ ■ ■ There is an informal process for identifying and recruiting board members, not necessarily based on the organization's goals and objectives. organization has and utilizes a tten, board -driven process for the ntification, selection, recruitment orientation of board members ed on its goals and objectives. ividual responsibilities, as well as lective roles of board volunteers written and clearly defined. The organization utilizes a written, ongoing board development process, which includes identification, recruitment, selection, orientation, ongoing evaluation and recognition. 60% of eligible board volunteers are recognized utilizing Boys & Girls Clubs of America's National Service Recognition Awards or equivalent recognition program. The organization has one or more board members who arc Movement leaders and who share models for a written board development process, which includes identification, recruitment, selection, orientation, ongoing evaluation and recognition. 80% of all eligible board volunteers are recognized utilizing Boys & Girls Clubs of America's National Service Recognition Awards or equivalent recognition program. B. BOARD MEMBERSHIP The business influence resources. board conflict individual o m in or b re fe ■ ■ El ■ • • ■ • ■ ❑ ■ ■ The board has few, if any, active community leaders who influence community decisions and resources. There is little board involvement that fulfills the organization's needs. board has some recognized and public leaders who community decisions and The organization has a -approved code of ethics and of interest policy on which board members sign off an annual basis. There is a derate level of board involvement the appropriate areas of the anization, and the board has n to establish a good ationship with local, state and eral government officials. The board consists mainly of business and public leaders who influence decisions and resources and who are involved in meeting most of the organization's needs. The board has good relationships with local, state and federal government officials who understand the value of Boys & Girls Clubs. The board consists of business and public leaders who influence decisions and resources, provide effective governance, generate needed resources and are actively involved in meeting the organization's needs. The board has excellent relationships with local, state and federal officials. May 2006 EXHIBIT 'C' Page 8 of 31 Topic Summary Developing Operational Advancing Excelling C. GOVERNANCE LEADERSHIP AND There and/or than res ant board or V a Pr of driven strategic merger, in Officer performance ❑ • • CI • • • • • • • • The board has no functioning committees and/or task groups. There is little structure and minimum officer involvement. No board governance is evident. The Chief Professional Officer does not receive a formal annual performance review. are appointed committee task group teams with chairs occasionally meet and act on onsibilities. Officers are elected involved in assigned roles. The is in compliance with anizational by-laws. The Chief lunteer Officer has been provided GCA orientation on the Core mises and has signed a statement understanding. A written board- strategic plan addressing initiatives (collaboration, growth with impact, etc.) is glace. The Chief Professional receives an annual written review. The board has organized, functioning committees and/or task groups with chairs that make written recommendations for board action. Officers are functioning in accordance with defined leadership roles and a written succession plan for board leadership is in place. A written board -driven strategic plan is integrated into board and committee/task group meetings. The Chief Professional Officer receives a formal annual written performance review based on measurable objectives linked to the strategic plan and agreed on by the board leadership and the Chief Professional Officer. Committees/task groups have defined written objectives consistent • with the organization's written strategic plan. Officers lead board member involvement and are given new leadership opportunities to support the organization's written board succession plan. With input from external and community stakeholders, a written strategic plan is updated and reviewed annually that includes clear benchmarks and outcomes. An evaluation of effectiveness is completed annually. COMMITTEE STRUCTURE D. BOARD FINANCIAL GIVING At make the Vclunteer those T th T ❑ ❑ ❑ 100% of board members make a personal unrestricted gift to the annual campaign. Al] board members have a written annual personal giving plan. 25% of the individual board members make a written commitment to the Club's endowment program. ❑ ■ ❑ ❑ ■ ■ ■ ■ ■ At least 50% of board members make a personal unrestricted gift to the annual campaign. least 75% of board members a personal unrestricted gift to annual campaign. The Chief Officer personally solicits members who are not giving. board has been informed about purpose and goals of"It Just es One." 90% of all board members achieve their personal giving plans. 50% of the individual board members make a written commitment to the Club's endowment program. E. BOARD DIVERSITY The m community thils provides editcation members. considered functions. CI • • • • ❑ • • • ❑ • • The board is not diverse in its makeup or in relation to its community. board has some diversity in its eup, is reflective of the and has a plan to expand diversity. The organization an annual diversity opportunity for its board Diversity standards are in various committee The organization conducts a formal assessment of the board's makeup and develops written plans based upon the assessment results. The board is diverse in its makeup, is reflective of its community and has a written plan underway to maintain diversity. One or more board members are Movement leaders sharing models and best practices in valuing diversity. May 2006 EXHIBIT 'C' Page 9 of 31 Topic Summary Developing Operational Advancing Excelling F. CORPORATE DATA TRACKING ❑ ❑ ❑ There is limited tracking of data, a lack of systems, and little, if any, board and staff accountabilities. ❑ ❑ ❑ A 1 units use standard BGCA d tuitions. Signed membership fo s for the current year are available. There is a tested and well thought-out system for daily collecting and recording of membership and participation data. All data is checked and signed off by the CVO and CPO before being used for external audiences. There is a defined system and process for tracking and counting youth served through community outreach. ❑ ❑ ❑ There is a system for collecting and recording program participation data. The Club has a board -approved organizational measurement strategy which utilizes BGCA metrics for participation and daily attendance. ❑ ❑ The Club has a plan to measure outcomes of targeted programs and overall Club outcome using the Outcome Measurement Tool Kit. G. BOARD MEETINGS/ ATTENDANCE ❑ ❑ ❑ Board meetings are not held on a regular basis. Attendance is less than 50%. Agenda is dominated by problems and crises, preventing board from dealing with substantive policy issues. ❑ ❑ ❑ There are regular, scheduled board meetings attended by not less than 50% of the members. The Chief Professional Officer develops the agenda and reviews it with the Chief Vtluntecr Officer. Board business p ckets are prepared and delivered to all board members at least 10 days prior to a meeting. The organization develops and distributes an annual beard calendar at the beginning of each year. Committees and task gr re TI re m ups provide reports and ommendations for board action. e board conducts an annual board reat with at least 50°%o of board ambers in attendance. ❑ ❑ ❑ The board has regular, duly constituted meetings with not less than 60% attendance and with a clear focus on policy issues and decisions. Utilization of technology (i.e., teleconferencing, online meetings, etc.) to support member participation in meetings is evident. At least one meeting per year has a BOARDROOM Training module or equivalent training. The board conducts an annual board retreat with at least 60% of board members in attendance. ❑ ❑ ❑ The board has regular, duly constituted meetings with not less than 65% attendance, active participation and a clear focus on policy issues and decisions. There is a written plan for utilizing technology in board member communication and business meetings. At least two board meetings a year are comprised of BOARDROOM Training modules or equivalent training. The board conducts an annual board retreat with at least 65% of board members in attendance. H. STATE ALLIANCE SUPPORT AND INVOLVEMENT ❑ ❑ ❑ The board has no awareness of the state alliance and leadership has no contact with state officials to support alliance efforts. ❑ ❑ ❑ The organization is a contributing member of the state alliance; however, participation at state meetings is limited. Promotion of the alliance only happens to benefit the local organization. ❑ ❑ ❑ Board members and professional staff promote the alliance and actively contact state leaders to support the work of the alliance. The board and CPO assure Club involvement in statewide projects. ❑ ❑ ❑ The board works in conjunction with the alliance leadership to gain support from state leaders. Board members have an opportunity to serve on the alliance board or committees. Board members and the CPO actively support state initiatives to enhance statewide collaboration. May 2006 EXHIBIT'C' Page 10 of 31 Topic Summary Developing Operational Advancing Excelling I. BOARD EDUCATION AND PARTICIPATION Th Co bo bo bo re B C and CVO Officers registered • 0 ■ • ■ ■ ■ • 0 ■ ■ ■ There is very little or no planned education or participation by board members in Boys & Girls Clubs of America events and training. There is little use of BGCA board development training tools or equivalent board training. The CVO is registered on beca.net. re is board participation in Area ncil events, state alliances, and rd leadership conferences. All rd members have attended a local d member orientation and eived and reviewed the ARDROOM new board member ROM. The CVO has received reviewed the BOARDROOM Guide and Toolkit CD ROM. and committee chairs are on bgca.net. The organization has strategic board representation/participation at key Boys & Girls Clubs of America and other events including Area Council meetings, state alliances, board leadership conferences and the National Conference. Board officers meet the Silver Level of the BOARDROOM Board Education Skills Training (BEST) program (8 Modules) or equivalent training every three years. 50% of board members are registered on beca.net. Board officers and committee chairs meet the Gold Level of the BOARDROOM BEST program (12 Modules) or equivalent training every three years. Board members are actively engaged; take initiative and plan continuous learning opportunities; share/seek best practices and are active in planned continuing education for board volunteers. The Committee/Task the technology into R all¢cated to tra, participation board. 0 ❑ ❑ The technology plan is fully funded, staffed and part of the ongoing budget. Technology is integrated throughout all areas of the Club operation. Policies and procedures arc in place to drive continuous system improvements and to support technology replacement cycles. J. LEADERSHIP: BOARD SUPPORT FOR TECHNOLOGY The organization does not have a Technology Committee/Task Group to address technology in a formal plan. board has a Technology Group; however, organization lacks a formal plan that is integrated the overall strategic plan. ources for technology are on an as -needed basis. A hnology-based process for king membership fees and data is monitored by the The organization has a written, board -approved technology plan that is integrated into the overall strategic plan. The plan includes a Web strategy, technology program for members, Internet safety, and acceptable use policies. May 2006 EXHIBIT 'C' Page 11 of 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) HUMAN RESOURCES Topic Summary Developing Operational Advancing Excellinp A. CHIEF PROFESSIONAL OFFICER/ LEADERSHIP TEAM The basic leadership t5e System Thief Leadership El❑ El ❑ • ❑ The Chief Professional Officer (CPO)/leadership team needs basic management training. CPO/leadership team possesses executive competencies and attributes as outlined in Professional Development "Executive" Profile and the Professional Officer Model. The CPO/leadership team demonstrates effective leadership as outlined in the Professional Development System "Executive" Profile and the Chief Professional Officer Leadership Model. The organization has a staff succession plan and deploys career development accordingly. Turnover is analyzed for human resource planning. The CPO has a written performance evaluation based on the strategic plan that is conducted annually by designated board leadership. The CPO/leadership team demonstrates a high level of executive competency in providing leadership to the organization as outlined in the Professional Development System "Executive" profile and the Chief Professional Officer Leadership Model. The organization develops a written plan and scorecard based upon the key human resource factors. The CPO is actively engaged in support of Movement -wide initiatives. B. JOB CLASSIFICATION AND COMPENSATION MANAGEMENT PROGRAM All of Classification s'�lary 4 • • • ❑ • • ■ ■ ■ ❑ ■ ■ The organization has an informal salary administration program and is committed to improving salaries. Salaries and wages are not within established ranges. No formal performance management system in place. salaries and wages are in range the recommended Job and Compensation Management Program or equivalent administration model. There is performance plan in place. The organization has utilized QUEST to create a written Job Classification and Compensation Management Program that is revised every two years, which includes up- to -date job descriptions, performance profiles and reviews, and an organizational chart. The board has approved the salary plan with appropriate funding for merit increases and equity adjustments. A performance management plan is in place for all full-time and part-time employees. The organization provides monetary and non -monetary pay for erformance. Rewards stems are py based upon board -approved gostrategic performance standards goals and ethics that arc acceptable for not -for - profit industry business practices. May 2006 EXHIBIT 'C' Page 12 of 31 Topic Summary Developing Operational Advancing Excelling C. PROFESSIONAL DEVELOPMENT PROCESS ❑ • • A "Professional Orientation Program" is in place for all staff as well as a staff development plan. The organization assures a budget allocation to support the staff development plan. When appropriate, the chief professional officer has completed the New Executive Orientation Program eight months after the date of employment and attends the Executive Leadership Program within two years of employment. The CPO has been provided a BGCA orientation on the Core Promises and has signed a statement of understanding. A written, annual staff development lan is in place. All eligible staff is active members of The Academy/ Boys & Girls Club University at the member professional level. • • • There is no identifiable, consistent orientation or training for staff. Job profile and job descriptions are utilized for developing a basic plan of action to support job related competencies. CPO completed the New Executive Orientation training within the first year of employment. ❑ ■ ■ ■ • ❑ The organization utilizes a formal, written professional orientation and training program and a written, two year, professional development career plan. Training opportunities are identified that address the gap in staff development. Part-time staff participates in a minimum of eight hours of training, and full-time staff participates in a minimum of 24 hours of training annually. The organization ensures that the appropriate tools, resources and professional memberships to support and train staff are in place (Professional Development System). Policies include a written, board- adopted succession -planning strategy. The organization utilizes BGCA's Training Management System to manage and maintains records maintain records for all staff attending training. Part-time staff participates in a minimum of 16 hours of training, - and full-time staff participates in a minimum of 48 hours of training annually. Training plans are tied to the written compensation plan, career tracking and succession plan. D. HUMAN RESOURCE POLICIES ❑ • • • ❑ • • • ■ ■ ❑ El The organization has limited written human resource policies. Background checks are not consistent with BGCA membership requirements. The organization maintains compliance with Equal Employment lbpportunity regulations. The (regulations are consistently applied throughout the organization. Background checks are performed n all staff and volunteers including oard members at intervals not less han every 24 months. Records of gists (not just convictions) are htained for new employees prior to hiring. The organization provides ngoing training and legal updates or supervisors. The organization has comprehensive, written human resource policies that are reviewed and revised annually by internal human resource professionals and internal legal counsel. Background checks, which include inquiry into credit, driving and sexual offender databases, are performed on all staff and volunteers including board members at intervals not less than every 12 months. The organization provides ongoing training and legal updates for all staff There is a written succession plan for the CPO and other key staff. The organization has comprehensive, written human resource policies that are reviewed and revised by external legal counsel not less than every two years. Background checks (including finger printing/screening) are performed on all staff and volunteers including board volunteers within 12 months of initial service and re -checks are performed on an annual basis. The organization has access to an online HR advisor or service. Records of arrests (not just convictions) are obtained for new employees prior to hiring. May 2006 EXHIBIT 'C' Page 13 of 31 Topic Summary Developing Operational Advancing Excelling E. ETHICS The approved f c reporting, confidential information, government fundraising. • O O organization has a board- code of ethics statement r staff and board which addresses nflicts of interest, financial professional conduct, and proprietary political activities, relations and ❑ U 0 The organization has a board- approved code of ethics statement for staff, board and vendors which addresses conflicts of interest, financial reporting, professional conduct, confidential and proprietary information, political activities, government relations and fundraising. • • • • 0 • The organization does not have a code of ethics for staff. The Club has defined organizational values and has developed policies - and training to carry them out. The organization does not have current written job descriptions for all staff and does not use a set of board approved procedures for hiring and screening full, part-time staff, and volunteers. j 1 volunteers. F. HIRING PRACTICES he organization has current written b descriptions for all staff and tilizes a board approved, written set f legally compliant procedures for sting, screening, hiring, selection, nd orientation of all paid staff and The organization utilizes QUEST to create an up-to-date human resource package for full-time and selected part-time employees who include: a job based Behavior Based Interview and Selection guide. External counsel reviews and provides recommendations on hiring practice procedures. The organization performs a written assessment to insure a direct alignment with its strategic plan and mission outcomes, to job listings, screening process interview questions, job profiles, and performance/career planning. G. DEPLOYMENT OF TECHNOLOGY FOR STAFF key workstation tegistered time technology access knowledge � � 0 he organization's leadership and staff have a computer with high-speed Internet cess and a full package of roductivity software such as icrosoft Office. All full-time staff as an email address and is on www.bgca.net. Full- 0 • • O O • � � � The organization provides limited technology to staff. Most key staff has an email address and is registered on www.bgca.net. Most All full-time staff has daily access to a current generation computer workstation with high-speed Internet access and a full package of productivity software such as Microsoft Office in their work area. A written technology plan exists. All staff has an email address and is registered on www.bgca.net. All staff has and utilizes a personal locker and profile on QUEST. All staff computers throughout the organization are networked and have operational Internet access. The organization has a dedicated IT support professional to oversee technology. The written technology plan is updated every year and adopted by the board. A technology upgrade/replacement plan is in place. staff has basic Internet skills/ training. staff has completed a written assessment and have to BGCA's QUEST Management System. H. STAFF DIVERSITY ile recognizes diversity. Plans legarding increased of board is supportive and the importance of The organization has to address identifiable gaps diversity and has an awareness about the value a diverse staff. The organization's staff makeup does not reflect the community's diversity and there are no plans in place to change the situation. The organization conducts a formal assessment of staff composition, Club climate and develops written plans based upon assessment results. The board approves written strategies and action plans in support of the organization's diversity initiative, monitoring and managing progress and results. The diversity plan is monitored by the board and updated annually to reflect emerging trends, opinions and feedback from staff, volunteers and community. May 2006 EXHIBIT 'C' Page 14 of 31 Topic Summary Developing Operational Advancing Excelling I. COMPETITIVE BENEFITS The 50% benefits. The organization does not pay 50% of the cost of minimum and essential benefits organization pays more than of minimum and essential The organization pays at least 80% of the costs for minimum and essential benefits. Part-time staff has access to a benefits package that includes health benefits. The organization pays more than 80% of the costs for minimum and essential benefits for staff and dependents and offers other incentives such as a dental/vision plan and personal leave. The organization contributes to a benefit plan for part-time staff. J. STAFF PARTICIPATION IN BOYS & GIRLS CLUBS OF AMERICA EVENTS AND PROGRAMS Staff events for Academy Professionals. either and/or annually. youth participates in core training as outlined in requirements the Professional level of the of Boys & Girls Club The CPO attends an Administrative Conference the National Conference All full and part-time development professionals ave completed the 3 basic training ections of BGCA's Gear UP! CD OM. There is limited participation in Boys & Girls Clubs of America's training events and conferences. The CPO and other key staff are members of the Academy. 100% of eligible staff participates in the Administrative/I,eadership Conference, National Conference or Youth Development Conference annually. 75% of eligible staff is members of and active in the Academy of Boys & Girls Club Professionals at the Member level. 50% of eligible staff, including the chief professional officer, is members of the Academy at the Professional level. 90% of all eligible staff is members of the Academy of Boys & Girls Club Professionals and 75% of all eligible staff are members of the Academy at the Professional level. The CPO and other key staff have achieved the Distinguished level in the Academy of Boys & Girls Club Professionals. Staff is actively engaged in support of Movement- wide initiatives and serves on BGCA task forces and planning committees. Key staff is members of external and internal professional organizations. K. TECHNOLOGY SKILLS loftware, important Appropriate Club staff has only a basic skill level for using technology. ppropriate Club staff have received aining to use basic productivity the Internet and other pplications (i.e.: membership anagement, donor management, inancial management, etc.) to their job function(s). Appropriate Club staff utilizes technology to enhance their effectiveness and efficiency in all major components of their job. The Club has a technology training plan for staff and provides competency- based testing of skills. The Club has a written technology training plan for staff that is budgeted and adopted by the board of directors. All full-time staff is regularly tested for IT skill competency. May 2006 EXHIBIT 'C' Page 15 of 31 STANDARDS OF O RE GANIZATIONAL EFFECTIVENESS (SOE) OURCE DEVELOPMENT Topic Summary Developing Operational Advancing Excelling A. RESOURCE DEVELOPMENT STRATEGY/ DIVERSIFIED FINANCIAL SUPPORT B. RESOURCE DEVELOPMENT INFRA -STRUCTURE C. INDIVIDUAL AND MAJOR GIVING (EXCLUDING SPECIAL EVENTS) The organization does not have a Resource Development (RD) Committee. The organization's fundraising is erratic with experimentation, poor results and is overly dependant on a single source of funding. There is no written RD plan. Active cultivation of new donors and prospect identification and classification are non-existent. ❑ ❑ ❑ The Chief Professional Officer is the only person supporting the resource development effort. There is no database to collect and track donor information and gifts. ❑ ❑ ❑ The organization receives support from individuals including alumni, but does not have a comprehensive plan to ensure that requests to individuals are coordinated and strategic. Board members are not involved in personalized solicitations. At least 50% of Board members support events and some make personal unrestricted gifts to the annual campaign. ❑ ❑ ❑ Funding meets the organization's Leeds for the current year but is Iighly dependant on one source of funding. There is a Resource Development Committee that coordinates an RD plan which ncludes a strategy on how to cultivate new donors. Board Members are engaged in classifying 'prospects for their capacity, ability Ind propensity to invest in the Club. 1\To more than 40% of funding comes from a single source. ❑ ❑ ❑ Besides the Chief Professional Officer there is/are staff who aas/have resource development accountabilities included in his/her job description. There is a written rganizational case statement that ocuments the need for support. he organization maintains accurate ersonal and participation donor ata electronically and tracks it over ultiple years. ❑ I. ❑ ❑ .A comprehensive plan for individual Support includes an annual giving Program that recognizes and celebrates individuals. At least 50% of board members are actively 'nvolved in personalized solicitations. Less than 75% of board members make personal Unrestricted gifts to the annual Campaign. ❑ ❑ ❑ The board of directors has approved a written 3-year resource development plan that clearly illustrates no over -dependency on any one source of funding. Board members are actively engaged in cultivating new prospects. The Club regularly uses research to classify current donors and obtain new donors. No more than 30% of funding comes from a single source. ❑ ❑ ❑ The organization has specialized staff to support the resource development plan. Staff and board members receive ongoing training to support building their resource development knowledge. The organization has an electronic donor management software application that generates reports. The organization uses the database system to instantly generate reports on donors and campaigns for increased fundraising success. ❑ ❑ ❑ A written comprehensive plan for individual support includes a multi- year, annual giving strategy that ensures strong individual support. A minimum of 15% of the budget comes from individuals as unrestricted gifts. A minimum of 75% of hoard members are actively involved in personalized solicitations. 100% of board members make personal unrestricted gifts to the annual campaign. ❑ ❑ ❑ The hoard of directors has a 3 to 5- year written resource development plan that is integrated into the organization's strategic plan and includes strategies for multi -year funding, individual and major gifts, endowment and planned giving. The organization regularly screens its donor database to identify the potential of increased giving. No more than 20% of funding comes from a single source. ❑ ❑ ❑ The organization has dedicated staff, such as a director of development, to support the resource development plan. The organization uses donor management analytical tools and reports to increase fundraising success through targeted solicitation. The donor management software is fully integrated with financial management software. ❑ ❑ ❑ The organization has a comprehensive strategy for cultivating support from individuals that includes an annual campaign, and other measures to increase giving from individuals. A minimum of 20% of the budget comes from individuals. 100% of hoard members are actively involved in personalized solicitations. May 2006 EXHIBIT 'C' Page 16 of 31 Topic Summary Developing Operational Advancing Excelling D. SPECIAL EVENTS The events; c d d O 0 organization conducts special but planning is limited, mmittee roles are not clearly fined and the events are staff- iven. El• ❑ • • • • • • The organization conducts no special events. The organization conducts well planned special events that maximize return on investment. The committee roles are well defined, and strategies regarding leadership recruitment, cultivation, and fundraising are written and well defined. There is an intentional plan to cultivate attendees to become annual donors. The organization conducts well planned special events generating 15% of the organization's annual operating budget. The visibility of the organization is enhanced by the events, and high -profile volunteers comprise the committee's membership. Attendees are regularly recruited for ongoing organizational participation. E. GOVERNMENT FUNDING The understanding g inquired s need had o`the tt resources. 0 LI • • • • • • • D 0 The organization does not receive government funds, nor does it have the knowledge or contact base to pursue such funding. Members of the board have little if any access to key individuals with government resources at their disposal. organization has an of the availability of vernment funding and has about strategies to access , ch funding. It understands the to improve in this area, but has little success to date. Members board have some access to The organization actively pursues local, state and federal funding opportunities. It has good knowledge of proposal writing and knows how to market services that the Club provides. The organization is using government funds to leverage additional private funding. The organization is a contributing member of its state alliance. Members of the board have developed relationships with those controlling government resources and have ongoing communications with Boys & Girls Clubs of America. The organization receives a minimum of 5%, but no more than 25% of its income from a single government source. The organization has a keen understanding of the potential of government funding. The Club does an excellent job of leveraging government dollars to match income from private sources. Members of the board have a wide range of contacts within key government offices and have used such contacts to secure government funding. The organization is actively involved in the Alliance and supports national government relations initiatives. ose controlling government May 2006 EXHIBIT 'C' Page 17 of 31 Topic Summary Developing Operational Advancing Excelling PLANNED GIVING AND ENDOWMENT BUILDING ❑ ❑ •F. •❑ ❑ The organization has no endowment policies or procedures in place. There are no formal programs for the development or promotion of planned gifts or major gifts to the endowment. staff member spends 5 to 10% of ime to run a basic planned giving rogram. Gift acceptance policies or securities, bequests and beneficiary designations are in place. There is a formalized planned giving recognition program in place ncluding a Heritage Club (or eferred giving society). 25% of the oard participates in the Heritage lub. A planned giving prospect list as been identified and a solicitation Ilan is in place. A simple marketing plan has been established. A system for record keeping is established. A staff member spends 10 to 25% of time to market and solicit planned gifts. 25% of the board members have designated the Boys & Girls Club for a planned gift. There are comprehensive gift acceptance policies in place, which include real estate, gift annuities, and charitable trusts. 50% of the board participates in an organizationally sponsored planned giving program, such as in the Heritage Club. The Club markets planned giving in Club publications. The Club has a marketing plan that includes advanced gifts. A staff member spends 25 to 50% of time to market and solicit planned - gifts. 75% of the board participates in the organization's planned giving program, such as the Heritage Club. The Club has an aggressive marketing plan, which includes direct mail and marketing to allied professionals. The organization has established named endowment funds and solicits outright gifts to the endowment. G. STEWARDSHIP AND RECOGNITION ❑ El•❑• The organization has no written policies to support and implement recognition and stewardship. There is little communication with donors besides an acknowledgment letter. he organization has written cknowledgment policies. Donors receive an annual report, which at minimum documents sources of Funds, uses of funds, giving levels, photos of youth, a summary of the year's highlights, and relevant activities of the organization. The organization has written gift acceptance and recognition policies. Donors receive 3 to 4 pieces of communication throughout the year demonstrating the Club's impact. Staff regularly visits with top donors. A written yearly plan for stewardship is in place to document how hoard and staff are to be involved in the stewardship process. Top donors receive personal stewardship visits from board members and top donors are engaged with the organization. H. FOUNDATIONS • • • • D • • • El El• ■ The organization does not have a strategic plan for writing proposals or for securing grants and is unable to consistently deliver program outcomes. The organization receives funding from various foundations. There is gin informal effort to attract foundation funding. The organization has a written plan for attracting funding from foundations. The plan includes annual solicitations and is incorporated as part of the organization's resource development plan. The organization delivers the program outcomes defined in foundation proposals. 5% of the Club's annual operating income comes from foundations. The organization has a plan for securing grants from private and corporate foundations and does an excellent job of delivering the program outcomes listed in its proposals. Board members have relationships with key foundation leaders and staff and are able to leverage resources for the organization, resulting in a minimum 10% of Club annual operating income being generated from foundations. May 2006 EXHIBIT 'C' Page 18 of 31 Topic Summary Developing Operational Advancing Excelling I. BUSINESS SUPPORT ❑ ❑ ❑ The organization receives little or no support from businesses, including cause -related marketing income. ❑ ❑ ❑ The organization receives a rriinimum of 5% of its annual o crating income from businesses (i eluding income derived from c use -related marketing). ❑ ❑ ❑ The organization has a strategy as a part of its resource development plan through which it receives a minimum of 10% (includes in -kind gifts) of its annual operating income from businesses (including income derived from cause -related marketing. ❑ ❑ ❑ The organization receives a minimum of 15%(includes in -kind gifts) of its annual operating income from businesses (including income derived from cause -related marketing. May 2006 EXHIBIT 'C' Page 19 of 31 STANDARDS OF 0' GANIZATIONAL EFFECTIVENESS (SOE) FIN NCIAL MANAGEMENT Topic Summary Developing Operational Advancing Excelling i A. FINANCIAL ■ ■ ❑ ■ ■ ❑ • • • • • ❑ CONTROLS AND There are no evident systems in place The organization complies with all The board has a standing Finance Legal procedures are monitored and RECORD KEEPING to ensure compliance with applicable heal, state and federal regulations. Committee which addresses the reviewed by staff and hoard local, state and federal financial e board has an active Finance audit, investments and insurance leadership annually. Staff adheres regulations. 1 ommittee in place. Key staff is matters related to the organization. to operational practices. The t ained in the organization's The board monitors the compliance financial policies are updated and i ternal control standards and of all contracts or agreements on an revised every 2 years utilizing 'i stems. There is an adequate ongoing basis. The organization has external expert counsel. Staff '1, stem to specify and assure a separate functioning Audit receives ongoing training for .ompliance with industry andards related to length of time Committee that manages contracts with accounting and/or CPA files for implementation. The organization maintains an internal auditing '.r retention and maintenance of nancial, inventory, personnel, and audit purposes. system. The organization has a system adequate to maintain the warranty records. The compliance and precaution of all organization has sound financial contracts of agreements. policies and procedures with which all staff is familiar. B. FINANCIAL ■ ■ ❑ ■ • • • ❑ ❑ • • ❑ ACCOUNTABILITY The financial planning and he organization receives an audit The organization receives an The organization receives a management program is limited and by an independent Certified Public unqualified audit report. The management letter from an not clearly understood. A written accountant and provides a copy of organization has and utilizes independent CPA with no material financial management assessment is such to Boys & Girls Clubs of accounting software to record and findings. The board has a completed and the America. The organization has report income and expenses in freestanding Audit Committee staff/organizational needs arc taken corrective action on accordance with generally accepted responsible for the appointment, identified and aligned to an action ilecommendation(s) from the accounting principles. compensation and oversight of an plan for correction. Management letter. The rganization files a 990 and/or 133 (if required). The rganization puts their audit external auditor. The Audit Committee reviews the external auditor's reports and, where applicable, implements timely and Services out to bid at least every appropriate corrective action. five years. A copy of the organization's 990 is sent to BGCA, posted on the rganization's Web site, and opies are available to the public. May 2006 EXHIBIT 'C' Page 20 of 31 Topic Summary Developing I Operational Advancing Excelling C. FINANCIAL STABILITY place. long-term, plan ■ ❑ ■ ■ ■ ■ ❑ • ❑ • The organization has experienced an operating deficit in the last 3 consecutive years. The organization has long-term debt and no written plan to address the debt. A board -approved budget is in If the organization has moderate debt, a written is in place to address it. The organization has reserves equal to 6 months' operating budget. A board -approved budget is in place. The organization has reserves equal to its annual operating budget, excluding any restricted endowment funds. The organization has no operating deficit in the last 5 years. The organization has no long-term operational debt. D. BUDGET PROCESS ■ ■ ■ ❑ ❑ ■ ❑ • ❑ • ❑ ❑ Budget figures are unrealistic and and expense budget The organization has a realistic The board is involved in developing Income continually revised, The board is not projections are based on historical annual budget sufficient to support a long-range (at least 3-year) budget involved in the budget development process. ata and strategic plan priorities, of on percentage increases. There organizational goals and objectives. Appropriate committees make to support the organization's strategic direction focusing on i t board participation in budget evelopment with hoard approval t least 30 days before the start of e next fiscal year. income and expense projection recommendations that result in a budget which addresses priorities in the strategic plan. capacity, growth and program. E. EXPENDITURES ■ ■ ❑ ■ ■ ■ ■ ■ ❑ ■ • • There are no evident systems in place The organization has systems in Cash flow projections are developed No more than 15% of expenditures to control expenditures within lace to control expenditures. The and reviewed monthly utilizing are for management/general and budget. t i oard provides ongoing oversight assure organization's xpenditures are within budget. A rocess exists to educate and form the board of directors of rganizational expenditures. No accepted accounting practices. Prompt corrective action is taken in response to projected or significant variations from budgets. No more than 16 to 19% of expenditures are for management/general and fundraising. rhore than 20%of expenditures are r management/general and indraising. The organization has dequate processes to allocate staff fundraising. time to functional categories. EXHIBIT 'C' May 2006 Page 21 of 31 Topic Summary Developing Operational Advancing Excelling F. FINANCIAL DATA TRACKING ■ ■ ■ ■ ❑ ■ ❑ • • ❑ ❑ • The organization does not track financial data electronically. The organization accurately tracks ncome and expenses electronically. Data is secured and backed up on a regular basis. The organization uses fund accounting software, and generates appropriate financial statements monthly to accurately track, manage and report on funds from multiple sources, across multiple budget periods. Monthly financial statements are reviewed by management and the board to help make decisions. Financial statements/reports are provided to BGCA on a regular basis as required. Fund accounting software is fully integrated with donor management software. The system is configured to accommodate staff in remote locations that need access to accounting information over a wide area network (WAN). Financial data is secured and backed up on a regular basis and is kept off site. G. INSURANCE AND RISK MANAGEMENT ■ ■ ■ ■ • • • • ❑ • • ❑ Organization lacks adequate insurance coverage or reserve funds. he organization has adequate nsurance coverage meeting all embership requirements and ames Boys & Girls Clubs of merica as an additional insured. The organization has a written risk management plan, which incorporates adequate insurance coverage. The organization independently reviews and prices insurance coverage for adequacy at least every 2 years. H. INVESTMENT MANAGEMENT ■ ■ ❑ ■ ■ • ❑ • ❑ • • • Organization lacks policies guiding the management of their restricted funds/investments. The organization has restricted funds/investments and has written The organization's written investment policies address well defined goals and objectives, risk tolerance, asset allocation, disposition of undesignated funds, spending rules, and gift acceptance guidelines. An independent review of strategy and performance is conducted on an annual basis by a noncommissioned professional. An independent investment manager is employed to manage the organization's portfolio in accordance with policy and objective statements. The investment manager has the ability to manage and administer charitable gift vehicles. nvestment policies and objectives o guide their management. nvestments are diversified and erformance is monitored uarterly by the Investment 'ommittee and reported to the oard. The organization uses 'ncome in accordance with board Policies and donor requirements. May 2006 EXHIBIT 'C' Page 22 of 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) IMPACT ASSESSMENT/PROGRAM Topic Summary Developing Operational Advancing, Excelling A. SAFE AND POSITIVE ENVIRONMENTSome A by boards, d of help staff the trained ❑ 0 • • • 0 0 • • • • • program areas are open without adult supervision. Updated bulletin boards and member pictures are not consistently displayed. Members have limited knowledge of the rules and are not engaged in helping to reinforce positive behavior. Staff, volunteers, and junior staff are not clearly identifiable and do not have training in emergency procedures. I program areas are staffed continually a responsible adult. Updated bulletin posters, and member pictures are splayed. Members are knowledgeable rules and are expected to promote and reinforce positive behavior. All is clearly identifiable, is aware of Club's atmosphere and safety, and is in emergency procedures. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of safe and positive environment. The Club consistently meets all practices in the area of safe and positive environment and provides added value through local practices. B. SUPPORTIVE RELATIONSHIPS 0 El 0 Staff knows the names of regular Club members. There is no planned attempt to ensure every member develops relationships with at least one staff member. Limited attention is spent on the transition of new members and staff do not view themselves as role models for members. Limited time is spent developing peer -to -peer relationships at the Club and there are few spaces available for small groups or quiet pursuits. S sikuations e a i r s p s e S s conversations. • • 0 • • • • • • aff knows names, interests, and family of regular members. Staff sures that regular Club members have relationship with at least one staff ember. Staff members are trained in formal guidance techniques, conflict solution, decision -making, and goal tting. All members go through a new ember orientation. Staff discusses the ogress of new members in weekly aff meetings. All staff is positive role odes for members and friendships are couraged and supported at the Club. veral areas of the Club encourage all -group interactions and quiet The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of supportive relationships. The Club consistently meets all practices in the area of supportive relationships and provides added value through local practices. EXHIBIT 'C' May 2006 Page 23 of 31 Topic Summary Developing Operational Advancing Excelling C. OPPORTUNITIES AND EXPECTATIONS Staff to weekly, calendar activities for with staffed operating st expectations ci,.izenship, avoidance s e engage • • • ❑ ❑ • ❑ • ❑ ❑ • • Little time is spent planning the overall Club program. The Club provides limited opportunities in the five -core program areas. Few computers are available for member use and Internet access is not available. Members do not receive a consistent, strong message about the importance and expectation of character, citizenship, leadership, health, and wellness, avoidance of risk behaviors, academic success, graduation, post -secondary education, and career plans. Members do not have a choice in how they spend their time at the Club. meet regularly and work together develop and implement a daily, monthly, and yearly program that ensures a range of in all five -core program areas all age groups. A technology center _ quality equipment is available, and well utilized throughout hours. A wide variety of ategies are used to express high for all members' character, leadership, health, wellness, of risk behaviors, academic ccess, graduation, post -secondary ucation, and career plans. Members able to choose what activities they in while at the Club. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of opportunities and expectations. The Club consistently meets all practices in the area of opportunities and expectations and provides added value through local practices. D. FUN Fun, scheduled Program b d st "6n-the-spot" CI CI CI The Club consistently meets all practices in the area of fun and provides added value through local practices. ■ ■ El❑ •■ El■ ■ ■ Fun, interest -based activities are restricted to the gymnasium and games room. The Club has adequate space for its program needs, but the building lacks attractive features for young people. Staff members implement activities and programs exactly as prescribed; there are no modifications to attract or retain the interest of young people. interest -based activities have been for all areas of the Club. areas of the Club are organized d designed to be attractive to all embers. The infusion of fun, interest - ed activities into all program areas is scussed in weekly staff meetings. All ff members have a ready supply of fun games. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of fun. E. RECOGNITION S}off d p st r s r p y a • • • • • Li� � ❑ •CI ❑ � Staff members acknowledge the presence of young people by speaking to as many young people as they can as they walk through the Club. Major awards and accomplishments are prominently displayed. The Club provides extrinsic rewards to encourage program participation and celebrate program completion. members meet on a weekly basis to scuss successes and shortcomings in rticipation of youth. Staff members ategize on the best ways to reward or direct young people's behavior. The ff has an established system for gularly displaying and updating embers' work and achievement and of oviding extrinsic rewards and assisting ung people in developing intrinsic otivations to participate in program d attain outcomes. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of recognition. The Club consistently meets all practices in the area of recognition and provides added value through local practices. May 2006 EXHIBIT'C' Page 24 of 31 Topic Summary Developing Operational Advancing Excelling F. OVERALL CLUB OPERATIONS AND SUPPORT I •f •f t r I 1 I i ••mmunity encouraged • O ■ tub operates on average at 75% to 85% optimal daily attendance, 31%to 45% members participate two or more mes per week throughout the year, and ere are written membership cruitment and retention strategies. The tub operates six days per week and at ast five hours per day and membership d program fees exclude some embers, but scholarships are provided. he Club has an ongoing system for easuring and assessing the reach and pact of the Club. Club has outstanding partnerships and hosts a umber of ongoing community meetings id special events. Parents are to be involved in the Club. ❑ • • O ■ ■ • ■ O Club operates on average at less than 75% of optimal daily attendance, less than 30% of members participate two or more times per week throughout the year, and there are no membership recruitment or retention plans. The Club has minimum operating hours and some members are unable to participate because of fees. The Club collects membership information and daily attendance. There are few partners and limited community events take place at the Club. Parents seldom participate in Club activities. The Club meets all statements in the The Club consistently meets all practices in the area of overall Club operations and support and provides added value through local practices. operational category and consistently implements 75% of the practices in the area of overall Club operations and support. G. TEENS ten c 'Keens j'anior i. programs teen • • ❑ he Club has dedicated program hours r space as well as an annual budget for programs that reflects a mmitment to serve significant umbers of teens. The Club provides a nique experience for all members. are engaged in the development d implementation of programs and tivities. There is an active, year-round staff program for teenagers. There an ongoing process, via Club and activities, to develop new leaders in the Club. ID 0 The Club consistently meets all practices in the area of teens and provides added value through local practices. • • • • • • The Club has dedicated hours and a modest budget for teen programming. The Club's teen program is a version of the core program experience for all members. There is little involvement of teens in the development and implementation of programs and activities. There are regular opportunities for teens to provide service to their Club. Teens with innate leadership abilities are provided ongoing opportunities to utilize and develop their leadership skills. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of teens. H. TRANSITIONS The members The s.affed. name present The for monthly prominent each • Club has defined policies on how enter and exit the building. entry area is clearly defined and Members are greeted by first as they enter the building and must a membership card to gain entry. organization conducts an orientation new members and daily, weekly, and schedules are posted in a location and at the entrance of program area. ❑ • ❑ • • • • • • There are no policies for how members enter and exit the building. The front entry is not distinguished by check -in- desk staff. Members are not greeted as they enter the building and membership cards are not required. The Club does not conduct a new member orientation and there are few program schedules on display. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of transition. The Club consistently meets all practices in the area of transitions and provides added value through local practices. May 2006 EXHIBIT 'C' Page 25 of 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) MARKET"NG AND COMMUNICATIONS Topic Summary Developing Operational Advancing Excelling A. BOARD INFLUENCE AND INVOLVEMENT T C other 0 0 •• ❑ ❑ ❑ ❑ ■ No board or staff leaders of the organization are involved on other community boards or groups. ere is limited involvement by ub board and staff leaders on community boards and groups. The organization has (board and staff) representation on issues affecting youth through community boards, commissions and civic organizations. The organization has active board and staff representation on various community boards, commissions and civic organizations that affect decisions and influence/advocate for youth issues. B. IMAGE Facilities, assets a positive ■ ■ ❑ ■ ■ ❑ ■ ■ ■ • ■ ❑ Facilities, vehicles and other Club assets are poorly maintained and often used in a manner that does not reflect a positive image. vehicles and other Club are maintained and utilized in manner that generally reflects a image. The organization's facilities, vehicles and other Club assets are maintained and utilized in a manner that reflects a positive image. The organization uses external market resources to support and develop its image. The organization's facilities, vehicles and other Club assets are maintained and utilized consistent with written guidelines and training and in a manner that always reflects a strong positive image. The Club measures external market research and implements plans for improvements. C. MEDIA RELATIONS T o r a ❑ ❑ 0 The organization maintains and reviews a written plan for ongoing contact with all local media, both for publicity and advertising. The plan maximizes media exposure and results are published in a quarterly report to the board. ❑ � ❑ � � � � ❑ � There is little or no attempt to maintain contact with local mcdia representatives. e organization has periodic or casional contact with local media presentatives for publicity and vertising purposes. The organization has regular, planned contact with local media representatives for publicity and advertising purposes. The organization has a written plan for ongoing contact with local media representatives and maintains a local media list. D. BOYS & GIRLS CLUBS OF AMERICA MARKETING MATERIALS The Clubs announcements organization media Girls media ■ ■ ■ ■ ❑ ❑ • ■ ■ ❑ ■ ■ The organization does not use Boys & Girls Clubs of America marketing materials or they are used with very poor adaptation. organization uses Boys & Girls of America public service sporadically. The does not coordinate requests with other Boys & Club organizations in the same market. The organization regularly uses Boys & Girls Clubs of America public service announcements and marketing materials. The organization coordinates with other Boys & Girls Club organizations in the same media market, and localizes ads only as appropriate. The organization uses Boys & Girls Clubs of America public service announcements and marketing materials. Local campaigns are created and implemented to augment and complement Boys & Girls Clubs of America advertising materials. May 2006 EXHIBIT 'C' Page 26 of 31 Topic Summary Developing Operational Advancing Excelling E. MARKETING STRATEGY The and tat i r C B a ar_nouncements materials. • ❑ ❑ • ❑ ❑ • • ❑ • ❑ ❑ The organization has no Marketing and Communications Committee and little, if any, activity underway to promote awareness of and support for its Club(s). organization has a Marketing Communications Committee meets occasionally to plan and plement efforts to gain ognition and support for its ub(s). The organization utilizes ys & Girls Clubs of America's vertising, public service and other marketing The organization has a Marketing and Communications Committee which meets regularly and has developed and implemented a written strategy to gain recognition and support for its Club(s) as "The Positive Place for Kids," including a written plan for targeting appropriate publics. The organization has an active Marketing and Communications Committee leveraging outside resources to assist in developing and implementing an aggressive written strategy and plan for positioning its Club(s) for community/brand recognition and support as "The Positive Place for Kids," with written outcome measures resulting in income streams for the organization. F. COMMUNICA- TIONS/PUBLIC RELATIONS CAMPAIGN Taere p o public. ❑ ❑ ❑ The organization implements a comprehensive written communications/public relations program including utilization of appropriate media to reach each public, allocation of at least 5% of budget and evaluation of the total program. • • • • • • • ■ ■ The organization has no public relations/communications program. is a limited communications ogram, which includes utilization appropriate media to reach the The organization implements a year- round written communications/ public relations program including utilization of appropriate media to reach each public; allocation of budget; and evaluation of total program. G. PROMOTIONAL MATERIALS REFLECT POPULATION SERVED Li El❑ Promotional materials do not reflect diversity of the organization. Promotional reflect • ❑ ❑ ❑ • ❑ • ❑ • materials occasionally diversity of youth. Promotional materials usually reflect diversity of the youth and staff. Promotional materials always reflect diversity of the youth, staff and hoard. H. CRISIS MANAGEMENT PLAN There pan. ( o ❑ ❑ ❑ The organization has a designated spokesperson with written guidelines for responding to crises that are clearly understood by board and staff members. • ❑ • • • ❑ • • ❑ There is uncertainty as to who speaks for the organization and with what message. is a written crisis management The chief professional officer PO) usually speaks for the ganization. The organization has a written crisis management plan approved by the hoard that is clearly understood by board and staff members. Response to crises is reviewed and rehearsed at least annually. I. BOYS & GIRLS CLUBS OF AMERICA'S GRAPHIC STANDARDS The Girls on all c s ■ ■ ■ ■ ■ ■ ❑ ❑ ■ ' ❑ ❑ ■ Adherence to graphic standards is limited. current service mark of Boys & Clubs of America is displayed the outside of its building and on appropriate printed matter and mplies with approved graphic andards. Vendors, staff, and board members receive annual orientation and training on graphic standards. Staff and board share best practices and adherence to graphic standards with the Movement. May 2006 EXHIBIT 'C' Page 27 of 31 Topic Summary Developing Operational Advancing Excelling J. INTERNET UTILIZATION AND WEBSITE MANAGEMENT The Vv quarterly. available o C s t ■ ❑ ❑ ❑ ❑ ■ ■ ■ ❑ ■ ■ ■ The organization lacks a functioning, professionally developed Web site. organization maintains a basic cb site that is updated at least There is little use of marketing materials. The ganization meets Boys & Girls ubs of America's graphic ndards and the site contains a link www.bgca.org. The organization's Web site contains essential, accurate information about Club programs and events and is updated monthly. There is a designated staff person or volunteer to update and maintain the organization's Web site. National marketing materials are regularly downloaded and used. The organization maintains a high - quality, regularly updated Web site. Email inquiries from the public are answered promptly. Resources are downloaded and used. A cost- benefit analysis is conducted annually. May 2006 EXHIBIT 'C' Page 28 of 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) FACILITIES Topic Summary A. SAFETY Developing Operational Advancing Excelling ❑ ❑ ❑ Club personnel are not easily identified. Configuration of building makes it difficult to supervise youth. Building and grounds do not appear secure. There is no emergency plan in place. The facility has a basic security system in place. ❑ ❑ ❑ T e board has established a c mmittee to ensure Club safety and aintenance. Club staff is easily entitled. There is controlled a Bess to the building. Building(s) is are regularly inspected by the fire marshal. 'there is good visibility into all activity spaces. A written crisis plan is available to all staff. Buildings and grounds are free of common hazards. Emergency exit doors are unblocked, clearly marked, alarmed, and operable. ❑ ❑ ❑ Clothing or ID easily identifies Club staff. There is controlled access to property and buildings. The organization has an electronic security system that is monitored externally. ❑ ❑ ❑ Entrance routes are observable and controllable at all times. There is walk -by visibility into all program areas as well as video and/or staff monitoring capabilities internally and externally. The organization provides documented crisis response training for all staff. B. STRATEGICALLY LOCATED ❑ 0- Facilities are located in an area that is clearly inappropriate for access by large numbers of youth. F e n ❑ ❑ ❑ rcilities are located in a marginally fective area for reaching a large rmber of youth. ❑ ❑ ❑ The organization's facilities are located so as to reach and serve a large number of targeted youth. ❑ ❑ ❑ The organization's facilities are strategically located so as to reach and serve a large number of targeted youth. The organization conducts a periodic review to assure continued location appropriateness. C. ADEQUACY OF FACILITIES ❑ ❑ 0 The organization operates poorly equipped, limited facilities only capable of housing a marginally varied and diversified program. ❑ ❑ ❑ The organization operates limited facilities that are adequately equipped and capable of housing a varied and diversified program. ❑ ❑ ❑ The organization operates facilities that are adequately equipped and capable of housing a varied, diversified program. ❑ ❑ ❑ The organization operates optimally equipped facilities capable of housing a varied and diversified program.. D. MAINTENANCE OF FACILITIES ❑ ❑ ❑ Facilities are believed to be safe, but are not regularly cleaned or repaired to remain functional. Al❑ ❑ ❑ I components of building, grounds, equipment and furnishings e cleaned regularly and operate p operly in accordance with local c des, applicable laws and o dinances. ❑ ❑ ❑ The organization has a written maintenance schedule for cleaning, for repairing and replacing equipment and furnishings as needed. ❑ ❑ ❑ The organization has a written, multi -year preventive maintenance plan and upgrade schedule. May 2006 EXHIBIT 'C' Page 29 of 31 'epic Summary Developing Operational Advancing Excelling E. AGE APPROPRIATE- MESS P b s G e good ❑ ❑ ❑ ■ ■ ❑ ❑ • ■ ❑ ❑ Facilities attract children and teens, but there is no apparent effort to address different age groups' needs by providing age -appropriate equipment and furniture. ogram areas are functional for th children and teens with shared ace but distinct equipment. es, toys, books and furniture for ch age group are available and in repair. Program areas are dedicated for two age groups (6 to 12 and 13 to 18). Games, toys and books for each age group are available and in good repair. Furniture is kid/teen friendly. Within each program area there are dedicated spaces for 3 main age . groups (6 to 9, 10 to 13, and 14 to 18). Games and toys for each age group are available and in good repair. Furniture is available in 3 sizes to accommodate most members. Pertinent information is displayed at eye level of target audience. F. CLUB ENVIRONMENT Entire Program fdr out and t ❑ ■ ❑• ■ ■ ❑ ❑ ■ ❑ ❑ ■ Program spaces are inadequate in size/proportion for use. Decor is drab, outdated, mismatched or disorganized. facility is clean and well lit. spaces are of adequate size function. Color scheme may be of date but clean. Light levels sound controls are adequate for ks; temperature is appropriate. Program spaces are of adequate size and proportion and can be used for multiple functions Color scheme is fun and child -friendly, and there is a sense of order in the space without it being rigid. Light levels, sound control and temperature support the Club environment. Program spaces are inviting, are of adequate size and proportion and support several different furniture arrangements for different learning styles. The color scheme is fun and child -friendly and planned to enhance environment. Light sources exceed recommended standards and include abundant natural light Sound levels and temperature are conducive to fun and learning. G. FINANCIAL RESERVES FOR MAINTENANCE The funding improvements, cost costly ❑ ❑ • ❑ • Li ❑ ■ ■ ❑ ■ ■ There is no plan or provision for major repairs and improvements to facilities and equipment. organization usually finds for major repairs and sometimes at the of operating income or with delays. The organization has access to funds for major repairs and improvements to facilities and equipment. The organization has a designated facilities reserve fund. The organization has designated adequate financial reserves for the maintenance and replacement of facilities and equipment. H. PLANNED MAINTENANCE There b f o ■ • ❑ ❑ ■ ■ ■ ■ ■ ■ ■ The planned maintenance program, if any,is superficial and sporadic, responding primarily to urgent conditions. is an informal planned aintenance program characterized frequent inspections of major cilities and equipment. The organization has a systematized, ongoing planned maintenance program. The organization has a written planned maintenance program, complete with schedules and accountability assignments. EXHIBIT 'C' May 2006 Page 30 of 31 r Topic Summary Developing Operational Advancing Excelling FACILITY/ EQUIPMENT USAGE POLICY The regarding Milers ElCI❑ •I. • ■ ■ There are no established policies for the use of facilities by others during non -Club hours. organization has policies the use of facilities by during non -Club hours. The organization has established written policies for use of its facilities by others during non -Club hours. The organization has formal, comprehensive policies for the use of its facilities and equipment by others that are reviewed annually by the hoard in line with budget considerations. J. GENDER INCLUSION AND ACCESSIBILITY F g i g c ■ • • ❑ ❑ ■ ❑ • • ■ ■ • Facilities and equipment favor one gender. cilities and equipment are nerally reflective of gender needs appropriate balance and are adually improving. An effort is ade to mainstream disabled ildren as needed. Facilities and equipment are reflective of gender needs, and a written plan is being implemented for needed changes. Facilities and equipment reflect full and equal consideration for girls and boys. A written plan is in place to make the building compliant with the Americans with Disabilities Act. May 2006 EXHIBIT'C' Page 31 of 31 ACORp, CERTIFICATE OF LIABILITY INSURANCE PRODUCER North County Insurance P. 0. Box 907 Escondido CA 92033-0907 Phone:760-745-9511 Fax:760-745-9157 OP ID VI. BOYS&-1 DATE IMMIODIYYYY) 07/25/11 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. INSURERS AFFORDING COVERAGE NAIC # INSURED Boys & Girls Clubs of Greater San Diego 115 W. Woodward Avenue Escondido CA 92025-2638 INSURER A' Philadelphia Indemnity The Co INSURER B -.._ ......._.---._....--- INSURER C INSURER D. INSURER E COVERAGES THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REGJIREME NT TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS ---Pp-CICY EFFECTIVE ' POLICY EXPIRATION ILTR 1NSRD TYPE OF INSURANCE T— POLICY NUMBER DATE IMMIDD/YY) DATE (MM(DDIYY) LIMITS A GENERAL LIABILITY X IX ! COMMERCIAL GENERAL LIABILITY I CLAIMS MADE r X . OCCUR PHPK743650 I I 07/01/11 07/01/12 I EACH OCCURRENCE $ 1000000 —OAMAGt I U RENTED PREMISES (Ea occurenca) $ 100000 MED EXP (Any one person) S 5000 PERSONAL S. ADV INJURY $ 1000000 GENERAL AGGREGATE $3000000 PROGEN'LAGGREGATELIMITAPPLIESPER. r_...—'I TN,: ^ LOC X POLICY • - PRODUCTS - COMP/OP AGG $3000000 ' AUTOMOBILE LIABILITY I : ANY AUTO ALL OWNED AUTOS i I SCHEDULED AUTOS HIRED AUTOS I----. NON -OWNED AUTOS COMBINED SINGLE LIMIT (Ea accident) $ $ BODILY INJURY (Per person) BODILY INJURY (Per accident) PROPERTY DAMAGE (Per accident) — — I GARAGE LIABILITY I : ANY AUTO '.. AUTO ONLY- EA ACCIDENT $ OTHER THAN EA ACC $ AUTO ONLY-. AGG $ EXCESS/UMBRELLA LIABILITY I I A X I OCCUR 1 1 CLAIMS MADE 1 PHPK351949 07/01/11 07/01/12 (.__._._..._ I DEDUCTIBLE I IX RETENTION $ 10 , 000 I I EACH OCCURRENCE $ 6, 000 , 000 AGGREGATE $ 6 QQQ QQQ $ $ I WORKERS COMPENSATION AND EMPLOYERS LIABILITY ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? 1(yyes, describe ISIO $PFCIAI PROVISIONS below j ! I I WCSIAI IR E _ TORY LIMITS ER E.L. EACH ACCIDENT $ E.L. DISEASE - EA EMPLOYEE $ �— F L. DISEASE -POLICY LIMIT $ OTHER i I I DESCRIPTION OF OPERATIONS ! LOCATIONS / VEHICLES / EXCLUSIONS ADDED BY ENDORSEMENT / SPECIAL PROVISIONS *10 Days notice in the event policy is cancelled for non payment of premium. Certificate holder named as additional insured as respects to location at 1430 D Ave., National City, CA 91950-4532 This certificate revises and supersedes the one dated 7/1/11 CERTIFICATE HOLDER CANCELLATION City of National City, Its Officers,Agents & Employees Attn: George Eiser 1243 National City Blvd National City CA 91950-4301 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL *30 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO DO 50 SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE INSURER, ITS AGENTS OR REPRESENTATIVES. AJdT}t� ED�ES�ITA�_4 ACORD 25 (2001108) 0ACORD CORPORATION 1988 IMPORTANT If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s), DISCLAIMER The Certificate of Insurance on the reverse side of this form does not constitute a contract between the issuing insurer(s), authorized representative or producer, and the certificate holder, nor does it affirmatively or negatively amend, extend or alter the coverage afforded by the policies listed thereon. ACORD 25 (2001108) POLICY NUMBER: PHPK743650 COMMERCIAL GENERAL LIABILITY CG 20 11 01 96 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - MANAGERS OR LESSORS OF PREMISES This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE 1. Designation of Premises (Part Leased to You): 1930 D Ave 4532 2. Name of Person or Organization (Additional Insured): city CA 91950tYy 3. Additional Premium: Included is Offic, National ts & Employees Attn: Ginny Agents (lf no entry appears above, the information required to complete this endorsement will be shown in the Declara- tions as applicable to this endorsement.) WHO IS AN INSURED (Section II) is amended to include as an insured the person or organization shown in the Schedule but only with respect to liability arising out of the ownership, maintenance or use of that part of the premises leased to you and shown in the Schedule and subject to the following additional exclusions: This insurance does not apply to: 1. Any "occurrence' which takes place after you cease to be a tenant in that premises. 2. Structural alterations, new construction or demolition operations performed by or on behalf of the person or organization shown in the Schedule. CG 20 11 01 96 Copyright, Insurance Services Office, Inc., 1994 Page 1 of 1 0 Philadelphia Indemnity Insurance Company Additional Insured Schedule Policy Number: PHPK743650 Additional Insured Penske Truck Leasing Co., LP and it;s partners Truck Rental Services 1355 Linda Vista Dr San Marcos, CA 92078-3804 CA2001 - CA - Veh #6 1990 IHC Bus - 1HVBBZ27N6MH308588 CA2001 - CA - Veh #7 1991 IHC Bus - 1HVBBZ7N8MH308592 CA2001 - CA - Veh #8 1997 DODGE Ram - 2B4H815X0VK551234 CA2001 - CA - Veh #9 2000 DODGE Ram Van - 2B5WB35Y01K508482 CA2001 - Commercial Automobile Additional Insured City of National City Its Offices, Agents & Employees Attn: Ginny Orcutt 1243 National City Blvd National City, CA 91950-4301 CG2011 - CA - Lac #23 - 334 (YMCA/YWCA/SIMILAR INSTITUTION) Additional Insured Boys & Girls Club of America 4201 Long Beach Blvd Ste 101 Long Beach, CA 90807-2010 CG2010 - CA - Loc #23 - 334 (YMCA/YWCA/SIMILAR INSTITUTION) Page 7 of 12 AcoRD EVIDENCE OF PROPERTY INSURANCE DATE IMMIDD/TY) THIS IS EVIDENCE THAT INSURANCE AS IDENTIFIED BELOW HAS BEEN ISSUED, IS IN FORCE, AND CONVEYS ALL THE RIGHTS AND PRIVILEGES AFFORDED UNDER THE POLICY. PRODUCER g_Z"E':1): 760-745-9511 /760-745-9157 COMPANY North County Insurance P. 0. Box 907 Escondido CA 92033-0907 House Account CODE: __SUB CODE: AdENCY CUSTOMER ID if: BOYS&-1 INSURED Boys & Girls Clubs of Greater San Diego 115 W. Woodward Avenue Escondido CA 92025-2638 pRopERTTINFPRMATIONMnM 001 1430 D AVENUE NATIONAL CITY CA 91950-4532 COVERAGE)NFORMATION Philadelphia Indemnity Ins. Co Philadelphia Ins. Companies 27101 Puerta Read #200 Mission Viejo CA 92691 LOAN NUMBER I POLICY NUMBER q3HPK743650 EFFECTIVE DATE EXPIRATION DATE I 1 I _ CONTINUED UNTIL 07/01/11 1 07/01/12 11 I TERMINATED IF CHECKED THIS REPLACES PRIOR EVIDENCE DATED: 07/05/11 COVERAGE/PERILS/FORMS BLANKET BUILDINGS, SPECIAL FORM, REPLACEMENT COST REMARKSOncludin9SPsdalCondition0 *10 DAYS NOTICE OF CANCELLATION IN THE EVENT THE POLICY IS CANCELLED FOR NON PAYMENT OF PREMIUM. LOSS PAYEE: CITY OF NATIONAL CITY, ITS OFFICERS, AGENTS AND EMPLOYEES AS ADDITIONAL INSUREDS. AMOUNT OF INSURANCE 1 DEDUCTIBLE 30,244,592 1,000 THE POLICY IS SUBJECT TO THE PREMIUMS, FORMS, AND RULES IN EFFECT FOR EACH POLICY PERIOD. SHOULD THE POLICY BE TERMINATED, THE COMPANY WILL GIVE THE ADDITIONAL INTEREST IDENTIFIED BELOW *30 DAYS WRITTEN NOTICE, AND WILL SEND NOTIFICATION OF ANY CHANGES TO THE POLICY THAT WOULD AFFECT THAT INTEREST, IN ACCORDANCE WITH THE POLICY PROVISIONS OR AS REQUIRED BY LAW. NAME AND ADDRESS CITY OF NATIONAL CITY SEE ABOVE ATTN: GEORGE EISER 1243 NATIONAL CITY BLVD. NATIONAL CITY CA 91950-4301 MORTGAGEE : I ADDITIONAL INSURED X1 LOSS PAYEE LOAN # AUTHORIZED REPRESENTATIVE ( :i',VAdORD.CORPORATION1993:-. AC R DATE (MW/DD/YYYY) CERTIFICATE OF LIABILITY INSURANCE 6/6/2011 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER G.S. Levine Insurance Services, Inc. 10505 Sorrento Valley Rd. #200 San Diego CA 92121 INSURED Boys & Girls Clubs of Greater San Diego 115 W. Woodward Avenue Escondido CA 92025 CONTACT NAME: PHONE IA/C. No, Ext1:858-481- 8692 E-MAIL ADDRESS: FAX INC, N0:858-481-7953 INSURER(S) AFFORDING COVERAGE INSURER A:Zenith Insurance INSURER B NAIC N L269 INSURER C : INSURER D INSURER E : INSURER F: COVERAGES CERTIFICATE NUMBER: • THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSR SUER WVD POLICY NUMBER POLICY EFF IMM/DD/YYYYj POLICY EXP (MM/DD/YYYV) -- _ LIMITS GENERAL LIABILITY EACH OCCURRENCE $ COMMERCIAL GENERAL LIABILITY - -- DAMAGE TO RENTED PREMISESLEeaccurrenc i$ CLAIMS -MADE .i OCCUR MED EXP (Any one person) PERSONAL & ADV INJURY $ $ GENERAL AGGREGATE $ GEN'L AGGREGATE POLICY LIMIT APPLIES PRO- JECT PER: LOC PRODUCTS- COMPiOP AGG $ $ AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT iEa accident] $ ANY AUTO BODILY INJURY (Per person) $ ALL OWNED I SCHEDULED AUTOS BODILY INJURY (Per accident) $ HIRED AUTOS - NON -OWNED AUTOS PROPERTY DAMAGE (Per accident) $ S UMBRELLA LIAB EXCESS LIAB O OCCUR I CLAIMS -MADE EACH OCCURRENCE S AGGREGATE $ DED I I RETENTION $ $ A WORKERS COMPENSATION AND EMPLOYERS' LIABILITY y Z057361507 6/1/2011 6/1/2012 X WCSTATU- OTH- _TORY LIMITS i. ANY PROPRIETORIPARTNER'EXECUTIVE OFFICER'MEMBER EXCLUDED? YIN N / A _ ___LER_ E.L. EACH ACCIDENT _.___..._...._ $1, 000,000 (Mandatory in NH) If describe E.L. DISEASE - EA EMPLOYEE $1, D00, 000 yes. under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $1 , 000 , C00 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (Attach ACORD 101, Additional Remarks Schedule, if more space is required) Proof of Insurance Waiver of subrogation applies in favor of The City of National City, its elected officials, officers, agents and employees. Form to follow from the carrier. CERTIFICATE HOLDER CANCELLATION City Attorney' s Office 1243 National City Blvd National City SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. CA 91950-4301 AUTHORIZED REPRESENTATIVE ACORD 25 (2010/05) © 1988-2010 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD WORKERS COMPENSATION AND EMPLOYERS LIABILITY INSURANCE POLICY COPY ONLY WAIVER OF OUR RIGHT TO RECOVER FROM OTHERS ENDORSEMENT We have the right to recover our payments from anyone liable for an injury covered by this policy. We will not enforce our right against the person or organization named in the Schedule. You must maintain payroll records accurately segregating the remuneration of your employees while engaged in the work described in the Schedule. The additional premium for this endorsement shall be 5% of the California workers compensation premium otherwise due on such remuneration. Minimum Premium: $0 Schedule Person or Organization THE CITY OF NATIONAL CITY, ITS ELECTED OFFICIALS, OFFICERS, AGENTS AND EMPLOYEES CITY ATTORNEY'S OFFICE 1243 NATIONAL CITY BOULEVARD, NATIONAL CITY, CA 92050 RE: ALL OPERATIONS OF THE NAMED INSURED This endorsement changes the policy to which it is attached and is effective on the date issued unless otherwise stated. Endorsement Effective 06/01/11 Insured BOYS & GIRLS CLUBS OF GREATER SANDIEGO Policy No. Z067361507 Policy Period 06/01/11 To 06/01/12 Issued On 06/03/11 WC-04-03-06B (Ed. 10-07) At San Diego, CA ZENITH INSURANCE COMPANY PRESIDENT Endorsement No. 16 ACOR t CERTIFICATE OF LIABILITY INSURANCE OP ID DC BOYS&-1 DATE (MM/DD/YYYY) 07/01/11 PRODUCER North County Insurance P. O. Box 907 Escondido CA 92033-0907 Phone:760-745-9511 Fax:760-745-9157 INSURED Boys & Girls Clubs of Greater San Diego 115 W. Woodward Avenue Escondido CA 92025-2638 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. INSURERS AFFORDING COVERAGE NAIC # INSURER A. Philadelphia Indemnity Ins. co INSURER B. INSURER C. INSURER D. INSURER E: COVERAGES THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT. TERM OR CONDITION OF ANY CONTRACTOR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR DU•LI INSRC TYPE OF INSURANCE POLICY NUMBER POLICY EFFECTIVE DATE (MM/DD/YY) POLICY EXPIRATION DATE (MM/DD/YY) LIMITS A X GENERAL LIABILITY COMMERCIAL GENERAL LIABILITY PHPK593327 07/01/11 07/01/12 EACH OCCURRENCE $ 1000000 X PREMISES (Ea oocurence) $ 100000 CLAIMS MADE X OCCUR MED EXP (Any one person) $ 5000 PERSONAL &ADV INJURY $ 1000000 GENERAL AGGREGATE $ 3000000 GEN'L AGGREGATE LIMIT APPLIES PER. PRODUCTS - COMP/OP AGG $ 3000000 X POLICY r 1 PROT- LOC JEC AUTOMOBILE LIABILITY ANY AUTO ALL OWNED AUTOS SCHEDULED AUTOS HIRED AUTOS NON -OWNED AUTOS COMBINED SINGLE LIMIT (Ea accident) $ BODILY INJURY (Per person) BODILY INJURY (Per accident) $ PROPERTY DAMAGE (Per accident) GARAGE -- LIABILITY ANY AUTO AUTO ONLY - EA ACCIDENT $ OTHER THAN EA ACC $ AUTO ONLY: AGG $ A EXCESS/UMBRELLA LIABILITY PHPK593327 07/01/11 07/01/12 EACH OCCURRENCE $ 4 , 000 000 X r- OCCUR !CLAIMSMADE DEDUCTIBLE RETENTION $ 10,000 AGGREGATE , $ X $ WORKERS COMPENSATION AND EMPLOYERS' LIABILITY '.. ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? If yes, describe under SPECIAL PROVISIONS below WC SIAI U- OIH- TORY LIMITS ER E.L. EACH ACCIDENT $ E.L. DISEASE - EA EMPLOYEE $ E.L. DISEASE - POLICY LIMIT $ OTHER DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES / EXCLUSIONS ADDED BY ENDORSEMENT! SPECIAL PROVISIONS *10 Days notice in the event policy is cancelled for non payment of premium. Certificate holder named as additional insured as respects to location at 1430 D Ave., National City, CA 91950-4532 DER CANCELLATION City of National City, Its Officers,Agents & Employees Attn: George Eiser 1243 National City Blvd National City CA 91950-4301 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL * 30 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO DO SO SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE INSURER, ITS AGENTS OR REPRESENTATIVES. AUTHORIZED REPRESENTATIVE ACORD 25 (2001/08) ©ACORD CORPORATION 1988 IMPORTANT If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). DISCLAIMER The Certificate of Insurance on the reverse side of this form does not constitute a contract between the issuing insurer(s), authorized representative or producer, and the certificate holder, nor does it affirmatively or negatively amend, extend or alter the coverage afforded by the policies listed thereon. ACORD 25 (2001/08) POLICY NUMBER: PHPK593327 COMMERCIAL GENERAL LIABILITY CG 20 11 01 96 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - MANAGERS OR LESSORS OF PREMISES This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE 1. Designation of Premises (Part Leased to You): 1430 D Ave National City, CA 91950-4532 2. Name of Person or Organization (Additional Insured): City of National City Its Offices, Agents & Employees 3. Additional Premium: Included Attn: Ginny Orcutt (If no entry appears above, the information required to complete this endorsement will be shown in the Declara- tions as applicable to this endorsement.) WHO IS AN INSURED (Section II) is amended to include as an insured the person or organization shown in the Schedule but only with respect to liability arising out of the ownership, maintenance or use of that part of the premises leased to you and shown in the Schedule and subject to the following additional exclusions: This insurance does not apply to: 1. Any "occurrence" which takes place after you cease to be a tenant in that premises. 2. Structural alterations, new construction or demolition operations performed by or on behalf of the person or organization shown in the Schedule. CG 20 11 01 96 Copyright, Insurance Services Office, Inc., 1994 Page 1 of 1 0 ACoRD EVIDENCE OF PROPERTY INSURANCE DATEIMM/DDmr) OP DC 07/05/11 THIS IS EVIDENCE THAT INSURANCE AS IDENTIFIED BELOW HAS BEEN ISSUED, IS IN FORCE, AND CONVEYS ALL THE RIGHTS AND PRIVILEGES AFFORDED UNDER THE POLICY. PRODUCER IIPVNO/L. No, EztlNEr:: 760-745-9511 /760-745-915 COMPANY North County Insurance P. 0. Box 907 Escondido CA 92033-0907 House Account Nonprofits' Ins.Alliance of Ca P.O. Box 8507 Santa Cruz CA 95061 CODE: SUB CODEAGENCY CUSTOMER ID#: BOYS&-1 INSURED Boys & Girls Club Of LOAN NUMBER POLICY NUMBER 2001-3487NP0 Greater San Diego 115 W. Woodward Avenue Escondido CA 92025-2638 EFFECTIVE DATE 07/01/11 EXPIRATION DATE 07/01/12 CONTINUED UNTIL TERMINATED IF CHECKED I THIS REPLACES PRIOR EVIDENCE DATED: PROPERTY INFORMATION LOCATION/DESCRIPTION 001 1430 D Avenue National City CA 91950-4532 COVERAGE INFORMATION COVERAGE/PERILS/FORMS AMOUNT OF INSURANCE DEDUCTIBLE BLANKET BUILDINGS, SPECIAL FORM, REPLACEMENT COST $30,244,59 $1,000 REMARKS (Including Special Conditions)` *10 DAY NOTICE OF CANCELLATION IN THE EVENT THE POLICY IS CANCELLED FOR NON-PAYMENT OF PREMIUM. LOSS PAYEE: CITY OF NATIONAL CITY, ITS OFFICERS, AGENTS AND EMPLOYEES AS ADDITIONAL INSUREDS. CANCELLATION THE POLICY IS SUBJECT TO THE PREMIUMS, FORMS, AND RULES IN EFFECT FOR EACH POLICY PERIOD. SHOULD THE POLICY BE TERMINATED, THE COMPANY WILL GIVE THE ADDITIONAL INTEREST IDENTIFIED BELOW *30 DAYS WRITTEN NOTICE, AND WILL SEND NOTIFICATION OF ANY CHANGES TO THE POLICY THAT WOULD AFFECT THAT INTEREST IN ACCORDANCE WITH THE POLICY PROVISIONS OR AS REQUIRED BY LAW. ADDITIONAL INTEREST NAME AND ADDRESS X MORTGAGEE LOSS PAYEE ADDITIONAL INSURED CITY OF NATIONAL CITY SEE ABOVE ATTN:GEORGE EISER 1243 NATIONAL CITY BLVD. LOAN# NATIONAL CITY CA 91950-4301 ACORD 27 (3/93) AUTHORIZED REPRESENTATIVE ©ACORD CORPORATION 1993 Philadelphia Indemnity Insurance Company Additional Insured Schedule Policy Number: PHPK593327 Additional Insured Penske Truck Leasing Co., LP and it;s partners Truck Rental Services 1355 Linda Vista Dr San Marcos, CA 92078-3804 CA2001 - CA - Veh #6 1990 IHC Bus - 1HVBBZ27N6MH308588 CA2001 - CA - Veh #7 1991 IHC Bus - 1HVBBZ7N8MH308592 CA2001 - CA - Veh #8 1997 DODGE Ram - 2B4HB15X0VK551234 CA2001 - CA - Veh #9 2000 DODGE Ram Van - 2B5WB35YO1K508482 CA2001 - Commercial Automobile Additional Insured City of National City Its Offices, Agents & Employees Attn: Ginny Orcutt 1243 National City Blvd National City, CA 91950-4301 CG2011 - CA - Loc #23 - 334 (YMCA/YWCA/SIMILAR INSTITUTION) Additional Insured Boys & Girls Club of America 4201 Long Beach Blvd Ste 101 Long Beach, CA 90807-2010 CG2010 - CA - Loc #23 - 334 (YMCA/YWCA/SIMILAR INSTITUTION) Page 7 of 12 To: Michael Dalla, City Clerk Date: September 8, 2011 From: George Eiser, Legal Counsel Pik" Subject: Transmittal of Insurance Certificates; Lease of 1430 D Avenue to Boys and Girls Club Attached are the most recent certificates evidencing commercial general liability and property insurance for the property located at 1430 D Avenue, leased by the City to the Boys and Girls Club of Greater San Diego, Inc. I recommend filing these certificates with the original lease on file in your office. RESOLUTION 2011 —183 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY AUTHORIZING THE MAYOR TO EXECUTE A 20-YEAR LEASE BETWEEN THE CITY AND THE BOYS' AND GIRLS' CLUB OF GREATER SAN DIEGO, INC., FOR THE CITY -OWNED LAND AND BUILDING LOCATED AT 1430 D AVENUE, AND RESCINDING RESOLUTION NO. 2010-273 WHEREAS, in December, 2008, shortly after the Boys' and Girls' Club of National City merged with the Boys' and Girls' Club of Greater San Diego, Inc., ("BGCGSD"), the City entered into a month -to -month lease with BGCGSD of its land and building at 1430 D Avenue (the "Property") with the understanding that a long-term lease would eventually be entered into; and WHEREAS, BGCGSD and the City are now desirous of entering into a long-term lease for the Property for the purpose of maintaining a clubhouse thereon, and for promoting the physical, mental, and moral well-being of the boys and girls of the City of National City, and for boys and girls in the immediate vicinity; and WHEREAS, the term of the Lease will be for a period of 20 years with an annual payment to the City of $1.00; and WHEREAS, the use of the Property for the purpose of a Boys' and Girls' Club will promote the general welfare of all the inhabitants of the City of National City; and WHEREAS, Resolution No. 2010-273, approving a previous version of the Lease, should appropriately be rescinded. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of National City hereby authorizes the Mayor to execute a Lease with the Boys' and Girls' Club of Greater San Diego, Inc., for the land and building located at 1430 D Avenue. Said Lease is on file in the office of the City Clerk. BE IT FURTHER RESOLVED that Resolution No. 2010-273 is hereby rescinded. PASSED and ADOPTED this 16th day of August.-11. on Morrison, Mayor ATTEST: /) Michael R. Dalla, "ty Clerk A ROVED AS Ti FORM: CI.Rj:'i:'G. Silva City Attorney Passed and adopted by the Council of the City of National City, California, on August 16, 2011 by the following vote, to -wit: Ayes: Councilmembers Morrison, Natividad, Rios, Sotelo-Solis, Zarate. Nays: None. Absent: None. Abstain: None. AUTHENTICATED BY: RON MORRISON Mayor of the City of National City, California City C nal City, California I k of the City of atio By: Deputy I HEREBY CERTIFY that the above and foregoing is a full, true and correct copy of RESOLUTION NO. 2011-183 of the City of National City, California, passed and adopted by the Council of said City on August 16, 2011. City Clerk of the City of National City, California By: Deputy CITY OF NATIONAL CITY, CALIFORNIA COUNCIL AGENDA STATEMENT MEETING DATE: August 16, 2011 AGENDA ITEM NO. 11 ITEM TITLE: Resolution of the City Council of the City of National City authorizing the Mayor to execute a 20-year Lease between the City and the Boys' and Girls' Club of Greater San Diego, Inc., for the land and building located at 1430 D Avenue PREPARED BY: PHONE: EXPLANATION: George H. Eiser, III Ext. 4221 Please see attached memorandum. DEPARTMENT: City Attorney APPROVED BY: FINANCIAL STATEMENT: ACCOUNT NO. N/A ENVIRONMENTAL REVIEW: N/A ORDINANCE: INTRODUCTION: FINAL ADOPTION: APPROVED: APPROVED: Finance MIS STAFF RECOMMENDATION: Adopt resolution. BOARD / COMMISSION RECOMMENDATION: N/A - �TACHMENTS: iviemorandum Lease Resolution Mayor Ron Morrison Council Members Alejandra Sotelo-Solis Louis Natividad Mona Rios Rosalie Zarate Office of the City Attorney City Attorney Claudia Gacitua Silva Legal Counsel George H. Elser, Ill Senior Assistant City Attorney Jodi L. Doucette TO: Mayor and City Council DATE: July 18, 2011 FROM: George H. Eiser, III, Legal Counsel SUBJECT: Lease with Boys' and Girls' Club of Greater San Diego, Inc. In December, 2008, shortly after the Boys' and Girls' Club of National City ("BGCNC") merged with the Boys' and Girls' Club of Greater San Diego, Inc. ("BGCGSD"), the City entered into a month -to -month lease of its land and building at 1430 D Avenue (the "Leased Premises") with BGCGSD. In entering into the month -to -month lease, it was the understanding of the parties that a long-term lease would eventually be entered into. At the December 7, 2010 City Council meeting, after some discussion the Council approved, pursuant to Resolution No. 2010-273, a version of the Lease with a provision giving the City the right to terminate the Lease if the Leased Premises were needed for a municipal purpose. The City was subsequently informed by the attorney for BGCGSD that BGCGSD could not accept the Lease with such a provision, because it caused the term of the Lease to be too uncertain, especially for purposes of BGCGSD receiving public and private funding. However, BGCGSD would be willing to accept language permitting early.termination by the City upon one year's notice in the event the Leased Premises must be reclaimed for public use due to the requirements of a governmental agency, such as the U.S. Army Corps of Engineers, and further, stating if the Lease is terminated pursuant to this language, the City will provide, to the extent it deems it is able, non -financial relocation assistance to BGCBSD. This proposed language has been incorporated into the Lease. In addition to the early termination provision, the Lease contains the following main points: • The term of the Lease is 20 years. • Rent is $1.00 per year. • Use of the Leased Premises is for a Boys' and Girls' Club only. • A provision for performance standards is included, which requires the Lessee to adhere to the Requirements for Membership as a Member Organization of the Boys and Girls Club of America. • Any assignment or subletting of the Lease requires the prior written consent of the City of National City. 1243 National City Boulevard; National City, California 91950-4301 Tel.: (619) 336.4220 Fax: (619) 336.4327 Boys' and Girls' Club Lease July 5, 2011 Page Two • The Lessee is responsible for routine maintenance and payment of utilities. • The Lessee is responsible for repairs, but the City must consent to all repairs or alterations costing over $5,000. • Typical insurance and indemnification requirements are included. • All signage shall be pre -approved by the City of National City. • The Lessee is responsible for all possessory interest taxes, if any. It is recommended that the proposed resolution approving the Lease as currently drafted, and rescinding Resolution No. 2010-273, be adopted. 7--)0 4:1614.... GEORGE H. EISER,'Ill Legal Counsel GHE/gm LEASE BY AND BETWEEN THE CITY OF NATIONAL CITY AND THE BOYS & GIRLS CLUBS OF GREATER SAN DIEGO, INC. This Lease is made and entered into this 16th day of August, 2011, (the "Commencement Date"), by and between the City of National City, a municipal corporation, hereinafter designated as "Lessor", and the Boys & Girls Clubs of Greater San Diego, Inc., hereinafter designated as "Lessee." RECITALS A. Lessee is desirous of leasing from Lessor certain real property, including a building and other improvements, for the purpose of maintaining a clubhouse thereon, and for promoting the physical, mental, and moral well-being of the boys and girls of the City of National City, and for boys and girls in the immediate vicinity thereof B. Lessee has constructed and maintained the building and improvements on the Premises for many years with private funds raised from the community by the Boys' and Girls' Clubs. Said building and improvements, together with all appliances, fixtures, equipment and furniture (excluding the tables and chairs kept inside the building) were conveyed and transferred to Lessor on or about December 17, 2008. C. The use of said property for the purpose aforementioned will promote the general welfare of all the inhabitants of the City of National City. NOW, THEREFORE, the parties hereto agree as follows: 1. Leased Premises. Lessor does hereby lease, demise and let to Lessee the real property, building, and other improvements situated in the City of National City, County of San Diego, State of California, commonly known as 1430 "D" Avenue, as more specifically described in the attached Exhibit "A", and shown on the attached Exhibit `B", which are incorporated herein by reference (the "Leased Premises"). Lessee has constructed and maintained the building and improvements on the Premises for many years with private funds raised from the community by the Boys' and Girls' Clubs. Said building and improvements, together with all appliances, fixtures, equipment and furniture (excluding the tables and chairs kept December 17, 2008.inside the building) were conveyed and transferred to Lessor on or about 2. Term. The Term of the Lease shall be for a period of twenty (20) years from the date first written above. 3. Use. The above described premises are leased to Lessee by Lessor for the purpose of maintaining a Boys and Girls Club, and to be used exclusively and for no other purpose than to maintain said Boys & Girls Club, and to promote the physical, mental, and moral well-being of the boys and girls of the City of National City and territory adjacent thereto, and to provide such means of 1 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego education, wholesome recreation, and proper guidance as may seem most likely and desirable for the accomplishment of the purposes herein set forth. 4. - Legal Status of Lease. Lessee warrants that it is a California nonprofit corporation. 5. Rent. Lessor and Lessee acknowledge that the consideration for this Lease and any option period shall be the annual sum of One Dollar ($1.00) and the mutual benefit to be derived from Lessee's uses of the Leased Premises, as specified herein. 6. Assignment and Subletting. This Lease shall not be assigned, sublet, hypothecated, leveraged, or transferred without the prior written consent of Lessor. 7. Repairs by Lessor. Lessor shall be required to make such repairs or replacements to the Leased Premises as may be required for normal maintenance and operation, which shall include the repairs and/or replacements to all structural portions of the building located on the Leased Premises, and all walls, floors, corridors, windows, HVAC, mechanical electrical, plumbing, paving and parking, exterior windows, and other structures and equipment within and serving the Leased Premises, and such additional maintenance as may be necessary because of damages by persons other than Lessee, its agents, employees, invitees, or visitors, all in accordance with standard practices for similar commercial buildings in the San Diego, California area. Lessor shall be responsible for extermination/pest control for the Leased Premises. Without limiting the foregoing, notwithstanding anything to the contrary set forth herein, if Lessor is required to make repairs to take other corrective action in the Leased Premises by reason of Lessee's negligent acts or negligent failure to act reasonably, Lessor shall have the right to recover from Lessee the reasonable cost of the repairs or other work. 8. Repairs by Lessee. Lessee agrees to repair or replace any damage or injury done to the Leased Premises, or any part thereof, caused by Lessee or Lessee's agents, employees, invitees, or visitors, at Lessee's own cost and expense within a reasonable time after written notice from Lessor. If Lessee fails to make such repairs or replacements within a reasonable time after written notice, Lessor may, at its option, make such repairs or replacements, and Lessee shall repay the cost thereof to the Lessor as additional rent within ten (10) days of written demand. However, for any repair work, other than repair work in emergency situations, costing over Five Thousand and no/100 Dollars ($5,000.00) to be performed by Lessee or Lessee's agents, Lessee shall not perform such repair work without the prior written consent of Lessor's City Manager or designee. Any repairs or replacements in or to the Leased Premises, other than repair work in emergency situations, which would require an expenditure exceeding Five Thousand and no/100 Dollars ($5,000.00) and which constitute a "public project" under Section 20161 of the California Public Contract Code, shall be contracted for/by Lessor and let to the lowest responsible bidder after notice. 2 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego 9. Routine Maintenance by Lessee. From and after the Commencement Date and during the Term, Lessee shall, at its own cost and expense, make all repairs and replacements required by this Lease, reasonable wear and use excepted, and excepting those repairs to be made by Lessor as set forth in Section 7 above. 10. Waste. Lessee shall not commit waste (property abuse, destruction, or damage) beyond normal wear and tear of the Leased Premises. 11. Improvements, Alterations, and Additions. Lessee shall not make or allow to be made any major alterations or physical additions in or to the Leased Premises which affect the structure or any other improvements and costing more than Five Thousand and no/100 Dollars ($5,000.00) without first obtaining the prior written consent of Lessor's City Manager or designee, which consent shall not be unreasonably withheld. All work shall be done by contractors approved by Lessor. Any alterations or physical additions in or to the Leased Premise that would require an expenditure exceeding Five Thousand and no/100 Dollars ($5,000.00), and which constitute a "public project" under Section 20161 of the California Public Contract Code, shall be contracted for/by Lessor and let to the lowest responsible bidder after notice. Any and all such alterations, physical additions, or improvements, when made to the Leased Premises by Lessee, shall at once become the property of Lessor and shall be surrendered to Lessor upon the termination of this Lease by lapse of time or otherwise; provided, however, this clause shall not apply to trade fixtures, equipment, or furniture owned by Lessee. Any Lessee improvements, alterations or additions shall comply with all government, local building code, permitting, and competitive bidding requirements. Lessee shall give Lessor written notice five (5) days prior to employing any laborer or contractor to perform major work on the Leased Premises so that Lessor may post a notice of non -responsibility, if allowed by law. Lessee shall not be required to remove alterations, physical additions, or improvements upon termination of this Lease 12. Utilities. Lessee will be responsible for payment of utilities, including but not limited to electric, gas, telephone, security, fire alarm, sewer, trash, and water. Lessee understands that it is responsible for the proper disposal of debris in the designated trash receptacles provided by the Lessor. No trash is to be placed in front of or on the sides of the container nor should any trash be placed on top of the lids. Lessee further understands that it will be billed accordingly for not disposing of trash in the proper manner, which includes breaking down all boxes and containers prior to being placed in the trash bins. 13. Indemnity and Insurance. a. Disclaimer of Liability. Lessor shall not at any time be liable for injury or damage occurring to any person or property from any cause whatsoever arising out of Lessee's construction, maintenance, repair, use, operation, or dismantling of the Leased Premises except to the extent caused by Lessor's negligence or willful misconduct. 3 2011 I P.ase Between City of National City and Boys and Girls Clubs of Greater San Diego b. Indemnification. Lessee shall, at its sole cost and expense, defend, indemnify, and hold harmless Lessor and its officials, boards, commissions, employees, agents, attorneys, and contractors (hereinafter referred to as "indemnitees"), from and against: i. Any and all liability, obligation, damages, penalties, claims, liens, costs, charges, losses and expenses, including without limitation, reasonable fees and expenses of attorneys, expert witnesses and consultants, which may arise out of or be in any way connected with Lessee's construction, maintenance, repair, use, operation, or dismantling of the Leased Premises or Lessee's failure to comply with any federal, state, or local statute, ordinance or regulation. ii. Lessee's obligations to indemnify indemnitees under this Lease shall not extend to claims, losses, and other matters covered hereunder to the extent such claims arise out of the negligence or willful misconduct of one or more indemnitees. c. Assumption of Risk. Lessor warrants that it does not have knowledge that a dangerous condition exists at the Premises except as may be specifically set forth in this Lease. Lessee undertakes and assumes for its officers, agents, affiliates, contractors and subcontractors, and employees (collectively for the purpose of this section), all risks of unknown dangerous conditions, if any, on or about the Leased Premises, and Lessee hereby agrees to indemnify and hold harmless Lessor against and from any claim asserted or liability imposed upon the Indemnitiees for personal injury or property damage to any person (other than from Indemnitee's negligence or willful misconduct) arising out of Lessee's construction, maintenance, repair, use, operation or dismantling of the Leased Premises or Lessee's failure to comply with any federal, state, or local statute, ordinance or regulation. d. Defense of Lessor. In the event any action or proceeding shall be brought against Lessor by reason of any matter for which Lessor is indemnified hereunder, Lessee shall, upon notice from Lessor at Lessee's sole cost and expense, resist and defend the same with legal counsel mutually selected by Lessor and Lessee, provided however, that Lessee shall not admit liability in any such matter on behalf of Lessor without prior written consent of Lessor's City Manager or designee, which consent shall not be unreasonably withheld, and provided further that Lessee shall not admit liability for, nor enter into any compromise or settlement of, any claim for which it is indemnified hereunder, without the prior written consent of Lessor, which consent shall not be unreasonably withheld. e. Notice, Cooperation and Expenses. Lessee shall give Lessor prompt notice of the making of any claim or the commencement of any action, suit, or other proceeding covered by the provisions of this paragraph. Nothing herein shall be deemed to prevent Lessor from cooperating with 4 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego Lessee and participating in the defense of any litigation by Lessor's own counsel. f. Insurance. During the term of the Lease, Lessee shall maintain, or cause to be maintained, in full force and effect and at its sole cost and expense, the following types and limits of insurance: g. i. Worker's compensation insurance meeting applicable statutory requirements. ii. Commercial general liability insurance with minimum limits of Two Million and no/100 Dollars ($2,000,000.00) as the combined single limit for each occurrence of bodily injury, personal injury, and property damage. iii. At the start of and during the period of any construction by Lessee, builders all-risk insurance, together with an installation floater or equivalent property coverage covering cables, materials, machinery, and supplies of any nature whatsoever which are to be used in or incidental to the installation of improvements. iv. All policies other than for Worker's Compensation shall be written on an occurrence and not on claims made basis. v. The coverage amounts set forth above may be met by a combination of underlying and umbrella policies so long as in combination the limits equal or exceed those stated. vi. Lessee shall furnish certificates of insurance to Lessor before commencement of the Lease term. Named Insureds. All policies, except for worker's compensation policies, shall name Lessor and its officials, boards, commissions, employees, agents, and contractors, as their respective interests may appear, as additional insureds (herein referred to as the "Additional Insureds"), and a separate additional insured endorsement shall be provided. h. Evidence of Insurance. Certificates of Insurance of each insurance policy required to be obtained by Lessee in compliance with this paragraph, along with written evidence of payment of required premiums shall be filled and maintained with Lessor annually during the term of the Lease. Lessee shall immediately advise Lessor of any claim or litigation that may result in liability to Lessor. i. Cancellation of Policies of Insurance. All insurance policies maintained pursuant to this Lease shall contain the following endorsement: 5 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego J. At least thirty (30) days' prior written notice shall be given to Lessor by the insurer of any intention not to renew such policy or to cancel, replace, or materially alter same. Insurance Companies. All insurance shall be affected under valid and enforceable policies, insured by insurers licensed to do business by the State of California or surplus carriers on the State of California Insurance Commissioner's approval list of companies qualified to do business in the State of California. All insurance carriers and surplus line carriers shall be rated A+ or better by A.M. Best Company, or as otherwise approved by Lessor's Risk Manager. k. Deductibles. All insurance policies may be written with deductibles not to exceed $50,000 unless approved in advance by Lessor's Risk Manager. Lessee agrees to indemnify and save harmless Lessor, the indemnitees, and Additional Insureds from and against the payment deductible and from the payment of any premium on any insurance policy required to be furnished by the Lease. Contractors. Lessee shall require that each and every one of its contractors and their subcontractors who perform work on the Leased Premises on behalf of Lessee to carry in full force and effect, workers' compensation, comprehensive commercial general liability, and automobile liability insurance coverages of the type which Lessee is required to obtain under the terms of this paragraph with appropriate limits of insurance. m. Responsibility after Termination. Upon termination of the Lease, each party shall remain responsible to the other for any and all liabilities, obligations, damages, penalties, claims, liens, costs, charges, losses, and expenses arising under the Lease which arose out of the Lease and occurred prior to such date of termination. n. Review of Limits. Once during each calendar year during the term of the Lease, Lessor may review the insurance coverages to be carried by Lessee. If Lessor determines that higher limits of coverage are necessary to protect the interests of Lessor or the Additional Insureds, Lessee shall be so notified, and shall obtain the additional limits of insurance, at its sole cost and expense. 14. Inspection. Lessor, by and through its proper officers, reserves and shall always have the right, upon reasonable notice and at a reasonable time, to enter the Leased Premises for the purpose of viewing and ascertaining the conditions of the same and the operation and maintenance thereof. 6 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego 15. Removal of Personal Property. At the termination or expiration of this Lease or any renewal thereof, Lessee shall, within ninety (90) days of written request by Lessor, remove any and all personal property not owned by Lessor, placed or erected on the premises during the term thereof, or any renewal thereof, and that all expense connected with such removal shall be borne by Lessee. Lessor shall have the right to sell, destroy, remove, or otherwise dispose of any such personal property left on the premises longer than ninety (90) days after termination of this Agreement. The premises shall be left by Lessee in a clean, neat, and safe condition, and the exclusive possession and use of the property shall revert to Lessor. 16. Non -Discrimination. Lessee agrees that there shall be no discrimination against or segregation of any person or group of persons because of race, color, creed, national origin, sex, sexual orientation, ancestry, marital status, physical handicap, or medical condition in the use occupancy or enjoyment of the property, nor shall Lessee, or any person claiming under or through it, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use, or occupancy of users of the property. 17. Waiver. The failure or omission of Lessor to terminate this Lease for any violations of any of its terms, conditions, or covenants shall in no way be deemed to be a consent by Lessor to such violation, and shall in no way bar, stop, or prevent Lessor from terminating this Lease thereafter, either for such or for any subsequent violation of any such term, condition, or covenant. 18. Signs. Lessee agrees that no sign, advertisement, or notices shall be inscribed, painted or affixed on or to any part or portion of the outside of the Leased Premises except to be of such type and color, size and style, and in such place as may be approved by Lessor. Any additional signage or changes to existing signage after the Commencement Date will require Lessee to pay for and obtain all regulatory approvals (permits) for the Leased Premises. 19. Waiver of Relocation Assistance. In consideration for the execution of this Lease by Lessor, Lessee hereby waives any claim for relocation assistance benefits to which it may otherwise be entitled under federal, state, or local law or regulations, upon vacation of the Leased Premises. 20. Americans with Disabilities Act. Upon commencement of this Lease, Lessee shall comply, at its sole cost, with requirements of ADA which provides for the removal of architectural barriers that prevent equal access to disabled persons on the interior of the Leased Premises. Through the duration of the Lease, Lessor shall comply, at its sole cost, with requirements of the ADA which provides for the removal of architectural barriers that prevent equal access to disabled persons on the exterior of the Leased Premises. Lessor warrants that the Premises will be ADA compliant at the time possession is delivered to Lessee. 7 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego 21. Compliance with Environmental and Other Laws. Lessee shall not engage in activities upon the Leased Premises, or any portion thereof, for the purpose of or anyway involving the handling, manufacturing, treatment, storage, use, transportation, spillage, leakage, dumping, discharge or disposal (whether legal or illegal, accidental or intentional), or any hazardous or toxic substances, materials or wastes, or any wastes regulated under any local, state, or federal law; provided, however, normal quantities and use of those hazardous or toxic substances or materials customarily used in the conduct of Lessee's permitted uses, such as paints, stains, solvents, and similar materials, may be used and stored by Lessee at the Leased Premises. Lessee shall be, and remain for the -term -of this Lease, in full compliance with all applicable laws governing the use and occupancy of the Leased Premises including, without limitation, the handling, manufacturing, treatment, storage, disposal, discharge, use, and transportation of hazardous or toxic substances, materials or wastes, and any wastes regulated under any local, state, or federal law. Lessee has been advised that no digging or excavation at the site will be authorized without appropriate environmental oversight. 22. Obstruction. Except as permitted by this Lease, and except for those materials customarily used in the conduct of Lessee's permitted uses, Lessee shall not place, install, maintain, or allow any combustible materials in buildings, structures, or other improvements upon the Leased Premises, and shall not cause or allow the surface elevation therein to be changed in any way whatsoever, without prior written approval of Lessor's City Manager or designee. 23. Lessee's Obligation to Quit. Lessee shall, upon termination of this Lease, leave and peaceably and quietly surrender and deliver to Lessor the Leased Premises and all improvements, buildings, and fixtures hereon or constituting a part thereof, and any replacements or renewals thereof in a good condition, order, and repair as the same were at the Commencement Date or thereafter may have been put, reasonable wear and use excepted. Notwithstanding the foregoing or anything in this Lease to the contrary, Lessee shall have the right at any time during this Lease to remove from the Leased Premises Lessee's trade fixtures, furniture, equipment, and personal property, provided that Lessee repairs any damage caused by such removal. 24. Termination. This Lease maybe terminated as follows: a. In the event that during the term of this Lease, funding to operate the Club is either eliminated or reduced to a point so as to render continued operation of the Club impractical or impossible, Lessee may terminate the Lease upon ninety (90) days' written notice to Lessor. b. By Lessor, in the event the Leased Premises must be reclaimed for public use due to the requirements of a governmental agency, such as the U.S. Army Corps of Engineers, upon one (1) year's notice. In the event the 8 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego Leased Premises are reclaimed for public use due to the requirements of a governmental agency, Lessor will provide, to the extent it determines its resources will allow and without any financial obligation on Lessor's part, assistance to Lessee in the relocation of Lessee to an alternative site substantially the same as the Leased Premises and acceptable to the Lessee for the purposes and operation of the business of Lessee. c. By Lessor upon the occurrence of one or more of the following defaults ("Defaults"), and the failure of Lessee to cure any such Default within any applicable grace period. The failure of Lessee to provide reasonable evidence of insurance within thirty (30) days of the renewal of any policy required herein; ii. The failure of Lessee to fulfill any obligation of Lessee under this Lease which endangers or threatens life or property, where such failure continues for a period of five (5) business days following written notice from Lessor. iii. A failure by Lessee to perform any material obligation of Lessee (other than those described above), where such failure continues for a period of thirty (30) days after written notice from Lessor; provided, however, that if the nature of Lessee's failure to perform is such that more than thirty (30) days are reasonably required for its cure, then it shall not be deemed to be a Default if Lessee commences such cure within said thirty (30) day period, and thereafter diligently prosecutes such cure to completion. iv. The failure by Lessee in conducting its activities to adhere to the provisions of the Requirements for Membership as a Member Organization of the Boys and Girls Club of America, as amended from time to time, the current version of which is attached hereto as Exhibit "C" and incorporated herein by reference d. By Lessee, for Lessor's breach of any covenant, obligation, or condition contained in this Lease which is not cured within thirty (30) days immediately following written notice from the Lessee of such alleged breach, provided, however, that if the nature of Lessor's failure to perform is such that more than thirty (30) days are reasonably required for its cure, then it shall not be deemed to be a Default if Lessor commences such cure within said thirty (30) day period, and thereafter diligently prosecutes such cure to completion. e. By mutual agreement of the Parties hereto. f. By expiration of the Term. 9 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego g. Notwithstanding anything in this Lease to the contrary, upon termination of the Lease, neither Lessor nor Lessee shall have any further obligations or responsibilities under the Lease or relating to the Leased Premises, and each party shall be deemed to have released the other from any such further obligations or responsibilities without the need for further action. Notwithstanding the foregoing, each party shall remain responsible to the other for any obligations arising under the Lease which occurred prior to such date of termination. 25. Lessor Remedies upon a Lessee Default. If Lessee is in Default and has failed to cure such Default within any applicable grace period, Lessor may, at its option, perform such duty or obligation giving rise to the Default on behalf or Lessee, including but no limited to the obtaining of reasonably required insurance policies, or government licenses, permits, or approvals. The costs and expenses of any such performance by Lessor shall be due and payable by Lessee within ten (10) days of receipt of invoice therefore. If any check given to Lessee shall not be honored by the bank upon which it is drawn, Lessor, at its option, may require all future payments to be made by Lessee to be by cashier's check. In the event of a Default which Lessee has failed to cure within any applicable grace period, or undertaken reasonable action to cure within any applicable grace period, Lessor may, with or without future notice or demand, and without limiting Lessor in the exercise of any right or remedy which Lessor may have by reason of such Default, terminate the Lessee's right to possession of the Leased Premises by any lawful means; continue the Lease; and /or pursue any other remedy now or hereafter available under the laws or judicial decision of the State of California. 26. Lessee's Remedies Upon a Lessor Default. Lessor shall be in default under this Lease ("Lessor Default") if Lessor fails to perform any of the obligations of Lessor under this Lease, and such failure continues for a period of thirty (30) a days after written notice from Lessee; provided, however, that if the nature of Lessor's failure to perform is such that more than (30) days are reasonably required for its cure, then it shall not be deemed to be a Lessor Default if Lessor commences such cure within said thirty (30) day period and thereafter diligently prosecutes such cure to completion. The rights and remedies of Lessee upon a Lessor Default shall be cumulative, and upon a Lessor Default Lessee may pursue any and all rights and remedies at law or in equity, whether at the same time or otherwise. 27. Hazardous Substances. Lessee shall indemnify, protect, and hold harmless Lessor and each of its respective subsidiaries from and against all costs and damages incurred by Lessor in connection with the presence, emanation, migration, disposal, release, or threatened release of any oil or other petroleum products or hazardous materials or substances on, within, or to or from the Leased Premises as a result of (i) the operations of Lessee after the Commencement Date, and (ii) the activities of third parties affiliated with Lessee or invited on the Leased Premises by Lessee after the Commencement Date and during the term of this 10 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego Lease. Each party agrees that such party will promptly give written notice to the other party of any investigation, claim, demand, lawsuit, or other action by any governmental or regulatory agency or private party involving the Leased Premises and any hazardous substance or environmental law of which such party has actual notice. 28. Taxes. Lessee recognizes and understands that this Lease may create a possessory interest subject to property taxation, and that Lessee may be subject to the payment of property taxes levied on such interest. Lessee further agrees to pay any and all property taxes, if any, assessed during the term of this Lease, pursuant to Section 107 and 107.1 of the Revenue and Taxation Code, against Lessee's possessory interest in the Leased Premises. 29. Representations and Warranties. The parties represent and warrant that they have powers adequate for the execution, delivery, and performance of their obligations under this Lease; they have taken all necessary actions required to make this Lease the valid and enforceable obligation it purports to be, and this Lease has been duly executed and delivered. 30. Severability; Choice of Law. If any provision of this Lease shall be declared to be void or unenforceable either by law or by a court of competent jurisdiction, the validity or enforceability of remaining provisions shall not thereby be affected. 31. Brokers. Each party hereto represents and warrants to the other that it has not dealt with any broker in connection with the Leased Premises or this Lease. Each party hereto hereby indemnifies and holds the other harmless from and against any liability for commissions due any broker of finder with whom such party has dealt in connection with this Lease. 32. Mailings and Noticing. All notices or other communications required or permitted hereunder shall be in writing, and shall be personally delivered or sent by overnight mail (Federal Express or the like); or sent by registered or certified mail, postage prepaid, return receipt requested; or sent by ordinary mail, postage prepaid; or telegraphed or cabled; or delivered or sent by telex, telecopy, facsimile, fax or email; and shall be deemed received upon the earlier of (i) if personally delivered, the date of delivery to the address of the person to receive such notice; (ii) if sent by overnight mail, the business day following its deposit in such overnight mail facility; (iii) if mailed by registered, certified, or ordinary mail, three (3) days (five (5) days if the address is outside the State of California) after the date of deposit in a post office, mailbox, mail chute, or other like facility regularly maintained by the United States Postal Service; (iv) if given by telegraph or cable, when delivered to the telegraph company with charges prepaid; or (v) if given by telex, telecopy, facsimile, fax, or email, when sent. Any payment, notice, request, demand, direction, or other communication delivered or sent as specified above shall be directed to the following persons: 11 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego To the Lessor: Chris Zapata City Manager City of National City 1243 National City Boulevard National City, California 91950-4301 Email: czapata@a,nationalcityca.gov Phone: 619-336-4240 Fax: 619-336-4327 To the Lessee: Danny Sherlock President Boys and Girls Clubs of Greater San Diego, Inc. 115 West Woodward Escondido, CA 92025 Email: dsherlock@sdvouth.org Phone: 760-746-3315 Fax: 760-740-0240 With a copy to: Claudia G. Silva City Attorney City of National City 1243 National City Boulevard National City, California 91950-4301 Email: csilva@a,nationalcityca.gov Phone: 619-336-4220 Fax: 619-336-4327 With a copy to: Laura Bright, Esq. White and Bright, LLP 970 Canterbury Place Escondido, CA 92025 Email: lbright(&,whiteandbright.corn Phone: 760-747-3200 Fax: 760-747-5574 33. Entire Agreement. This Lease supersedes any prior agreements, negotiations, and communications, oral or written, and contains the entire agreement between the parties as to the subject matter hereof. No subsequent agreement, representation, or promise made by either party hereto, or by or to an employee, officer, agent, or representative of any party hereto shall be of any effect unless it is in writing and executed by the party to be bound thereby. 34. Construction. The parties acknowledge and agree that (i) each party is of equal bargaining strength; (ii) each party has actively participated in the drafting, preparation and negotiation of this Lease; (iii) each such party has consulted with or has had the opportunity to consult with its own, independent counsel and such other professional advisors as such party has deemed appropriate, relative to any and all matters contemplated under this Lease; (iv) each party and such party's counsel and advisors have reviewed this Lease; (v) each party has agreed to enter into this Lease following such review and the rendering of such advice; and (vi) any rule or construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this Lease, or any portions hereof, or any amendments hereto. 35. No Agency. Nothing in this Lease Agreement shall cause or imply any agency relationship or duty between Lessor and Lessee. 36. Counterparts. This Lease may be signed in counterparts. 12 2011 lease Between City of National City and Boys and Girls Clubs of Greater San Diego 37. Recordation. This Lease may be recorded by either party hereto. IN WITNESS WHEREOF, the parties hereto have caused this Lease Agreement to be executed by their duly authorized officers or representatives as of the day and year first above written. CITY OF NATIONAL CITY By: Ron Morrison, Mayor OVED AS TO FORM: audia ilva City A rney THE BOYS & GIRLS CLUBS OF GREATER SAN DIE (Corporation ures o • .orate officers) anny Sherlock President and CEO By: kh4er Robert Burson Board Chairman 13 2011 Lease Between City of National City and Boys and Girls Clubs of Greater San Diego CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT C State of California County ofn On 7—a1— Date 11 personally appeared v: v-•v: r-v: • -.• • .-• . •••-.. ;-v: • .-•• -- . r.-• . v-v: • •7 • .-•r.-v: v-• v beforeTme, �Jn rt-er5 •AKA Here Insert Name and Title of th Officer Name(s) of Signer(s LAURA B. BRIGHT =;?ti` Commission # 1824911 ■' •,�� Notary Public -California z i y t San Diego County My Comm. Ex�ires Dec 22, 2012 Place Notary Seal Above who proved to me on the basis of satisfactory evidence to be the persona(*} whose name(,s3 is/ e" subscribed to the within instrument and acknowledged to me that he/her executed the same in his/per/thpir authorized capacity(itA, and that by his/tyr/th4ir signature on the instrument the personjg), or the entity upon behalf of which the personA acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. Signature: OPTIONAL Though the information below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent removal and reattachment of this form to another document. Description of Attached D uoc meet Title or Type of Document: 2 Document Date: Number of Pages: /3 Signature of Notary Public Signer(s) Other Than Named Above: Capacity(ies) Claimed by Signer(s) Signer's Name: 0t, n, rv1 SQ. ck. ❑ Corporate Officer — Title(s): ❑ Individual ❑ Partner — ❑ Limited ❑ General ❑ Attorney in Fact ❑ Trustee ❑ Guardian or Conservator ❑ Other: Signer Is Representing: RIGHT THUMBPRINT OF SIGNER ToP o= here Signer's Name: ❑ Corporate Officer — Title(s): ❑ Individual ❑ Partner — ❑ Limited ❑ General ❑ Attorney in Fact ❑ Trustee ❑ Guardian or Conservator ❑ Other: Signer Is Representing: • �•�.•`.• ill'.• t 2009 National Notary Association • NationalNotary.org • 1.800-US NOTARY (1-800-876-6827) RIGHT THUMBPRINT OF SIGNER Top of thumb here Item *5907 County of CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT State of California Scan "Deco l.� On 1•J ID- 1 1 ate personally appeared } before me, 5n 41 j N U{ N p q.f241 R,( � t C Here s rt Name andTitle of the Officer ' ficn2* Bu ►2scf Name(s) of Signer(s) EMILY NUGENT COMM. #1938258 = Notary Public • California o San Diego County Comm. es 24 2015 Place Notary Seal Above who proved to me on the basis of satisfactory evidence to be the person(sj whose name(s) is/ar6 subscribed to the within instrument and acknowledged to me that he/shefthey executed the same in his/Pien4Heir authorized capacity(ies), and that by his/l en'thcir signature(s) on the instrument the person(a), or the entity upon behalf of which the person(a)' acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. Signature OPTIONAL Though the information below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent removal and reattachment of this form to another document. Description of Attached Document Title or Type of Document: Document Date: Number Signer(s) Other Than Named Above: Capacity(ies) Claimed by Signer(s) Signer's Name: ❑ Individual ❑ Corporate Officer — Title(s): ❑ Partner — ❑ Limited ❑ Gene ❑ Attorney in Fact ❑ Trustee ❑ Guardian or Cons- ator ❑ Other: Signer Is ' epresenting: RIGHTTHUMBPRINT OF SIGNER Top of thumb here ages: Signer's Name: ❑ Individual ❑ Corporate Officer — Title(s): ❑ Partner — ❑ Limited ❑ General ❑ Attorney in Fact ❑ Trustee ❑ Guardian or Conservator ❑ Other Signer Is Representing RIGHTTHUMBPRINT OF SIGNER Top of thumb here ©2007 National Notary Association • 9350 De Soto Ave., P.O. Box 2402 • Chatsworth, CA 91313-2402 • www.NationalNoraryorg Item #5907 Reorder. Call Toll -Free 1-8o0-876-6e27 EXHIBIT "A" That portion of Blocks 3 and 4 per Map No. 552, Records of San Diego County, California, November 4, 1914, together with closed and vacated to public use portions of 14th Street, 15th Street and C Avenue, described as follows: COMMENCING at the Southeast corner of said Block 4; Thence along the Southerly prolongation of the Easterly line of said Block 4, South 17°47'04" East, 4.24 feet to the POINT OF BEGINNING; 1. Thence leaving said line, South 71° 56' 15" West, 249.51 feet; 2. Thence South 28° 47' 57" West, 16.17 feet; 3. Thence North 79° 32' 30" West, 9.76 feet; 4. Thence North 88° 10' 29" West, 10.10 feet; 5. Thence South 81° 39' 55" West, 10.18 feet; 6. Thence South 68° 32' 00" West, 48.87 feet; 7. Thence North 71° 20' 52" West, 29.69 feet; 8. Thence North 67° 43' 17" West, 19.80 feet; 9. Thence North 61° 15' 54" West, 39.52 feet; 10. Thence North 30° 13' 16" West, 15.13 feet; 11. Thence North 23° 22' 20" East, 37.88 feet; 12. Thence North 37° 26' 19" East, 69.13 feet; 13. Thence North 43° 43' 42" East, 79.18 feet; 14. Thence North 51° 18' 19" East, 19.29 feet; 15. Thence North 60° 34' 10" East, 128.19 feet; 16. Thence North 16° 40' 03" West, 41.65 feet; 17. Thence North 34° 52' 24" East, 27.92 feet; 18. Thence North 71° 34' 26" East, 89.80 feet to the Northerly prolongation of Easterly line of said Block 4; 19. Thence along said line, South 17° 47' 04" East, 266.11 feet to the POINT OF BEGINNING. Said land contains 75, 760 S.F., more or less. This legal description has been prepared by me, or under my direction, in conformance with the Professional I, and, Surveyors Act. Signature: Jo n R. Berggren, L.S. 6000 Lic nse Expires 12/31/2010 Date: January 4, 2009 qr.; M,. : • the ,rJg LINE TABLE LINE BEARING DISTANCE LINE BEARING DISTANCE Lt S71'56'15"W 249.51' L11 S2322'20"W 37.88' L2 S28'47'57'W 16.17' L12 N37'26'19"E 69.13' L3 S79'32'30"E 9.76' L13 N43'43'42"E 79.18' L4 S88'10'29"E 10.10' L14 N5118'19"E 19.28' L5 N81'39'55"E 10.18' L15 S60'34'10"W 128.19' L6 N68'32'00"E 48.87' L16 516'40'03"E 41.65' L7 S71'20'52"E 29.69' L17 S34'52'24"W 27.92' L8 N67'43'17" W 19.80' L18 S71'34'26"W 89.80' L9 N61'15'54"W 39.52' L19 S17'47'04"E 266.11' L10 S30'13'16"E 15.13' BLOCK 3 L10 i+ • L4 L2 L5 151H AG Dl L3 1;8 BLOCK 4 POINT OF 1 POINT OF BEGINNING NEW LEASE AREA = 75,670 SF Exhibit B SCALE 1"= 100' IN ASSOCIATION WITH: TETRA TECH BERGGREN & ASSOCIATES LAND SURVEYING AND RIGHT OF WAY MAPPING 6046 CORNERSTONE COURT WEST #116 SAN DIEGO, CALIFORNIA 92121 (858) 824-0034 / (858) 824-0036 REQUIREMENTS FOR MEMBERSHIP RIGHTS AND RESPONSIBILITIES When an organization is accepted as a Member Organization of Boys & Girls Clubs of America the following rights and privileges of membership are conferred: • The right to be identified with the Boys & Girls Club Movement. • The right to receive services from Boys & Girls Clubs of America. • The right to participate in and vote at annual meetings of the National Council. Member Organizations assume the following obligations: • To fully comply with all requirements for membership and operating standards adopted by the National Council. • To act in accordance with the Constitution of Boys & Girls Clubs of America and any policies or procedures adopted by the National Council. Boys & Girls Clubs of America, the national organization, assumes the following responsibilities to its Member Organizations: • To uphold the articles and provisions of the Constitution. • To assist with the establishment of new Boys & Girls Clubs. • To provide services to further the purposes of the Boys & Girls Club Movement. Article I — Eligibility Requirements* * (The National Council passed a resolution at the August 25, 2010 meeting to allow organizations under the auspices of an umbrella organization to apply for an exemption from certain membership requirements.) Any corporation, association, or administrative committee or otherwise named governing body of responsible citizens, selected irrespective of race, color, creed, sex, age, religion, disability, or national origin may be elected to membership by the Board of Governors or Executive Committee of Boys & Girls Clubs of America if it meets the following requirements: Section 1 — Definitions A. "Member Organization" shall mean a corporation, association, administrative committee or otherwise named governing body which operates one or more Clubs in accordance with requirements and operating standards herein, and which has been admitted to membership in the Boys & Girls Clubs of America. B. "Club" shall mean a Club or Unit which meets the requirements and operating standards established herein and has been chartered by Boys & Girls Clubs of America. EXHIBIT "C" C. "Extension Club" shall mean a Club meeting the requirements and operating standards set forth in Article III below and operated as an extension of a parent Club and whose members are also members of the parent Club, and are eligible to participate in its activities. Section 2 — Name It shall have as the first words in its title "Boys & Girls Club(s) of..." Section 3 - Purpose It shall include in its purpose the health, social, educational, vocational, character development and guidance of the members of the Clubs it operates. Section 4 — Organization A. It shall have a board of directors. executive committee, administrative committee, or otherwise named governing body of responsible citizens and shall designate one member of such a aovernind body who is not an emplo ee of such Member Organization or of the Clubs it operates as the Chief Volunteer Officer. Such governing body shall have complete authority and control over all aspects of the Member Oroanization's operations rograms finances. facilities and personnel Boys & Girls Clubs of America shall have no authority whatsoever with respect to any such control or authority of any such governing body. B. Na more than two of the members of such governing body may be employees of such Member Organization or of the Club(s) it operates. C. I e orrnore Clu membership and operating standards. Section 5 — Constitution, By-laws, Rules It shall be governed by a Constitution, by-laws or rules which are not inconsistent with the requirements for membership. Section 6 — Chief Professional Officer It shall employ a full time paid professional (the "Chief Professional Officer") who shall be responsible directly to the aforesaid governing body and shall have executive and administrative control of the activities and personnel of the Member Organization in accordance with policies and procedures established by said governing body. Each newly appointed Chief Professional Officer who has not been a Chief Professional Officer of another Member Organization shall attend a new Chief Professional Officer orientation sponsored by Boys & Girls Clubs of America within the first eighL (81 months of such appointment. Section 7 — Funding It shall have funds in hand or pledged for the first year of operation, and there shall be a financial plan of funds for operation in future years. Section 8 — Service Mark It shall display the current service mark of Boys & Girls Clubs of America on the outside of its buildings and on all appropriate printed matter and comply with approved graphic standards. • • Article II — Operating Standards for Member Organizations Each Member Organization shall: Section 1 — Audit Cause an audit of its financial accounts to be made and reported upon annually by an independent certified public accountant and cause a copy of such audit and SAS 112 letter, if issued, thereof to be sent to Boys & Girls Clubs of America within nine (9) months of the close of its fiscal year and shall maintain its financial records in accordance with generally accepted accounting principles for non- profit organizations. Member Organizations with annual revenues totaling less than $250,000 may submit a review of financial statements by an independent certified public accountant in lieu of such audit. Section 2 — Compliance Comet with all applicable federal state and local laws and re•o nq requirements and conduct its business with hi h ethical standards. Section 3 — Records Keep satisfactory records of the youth served by the Clubs it operates, their activities, programs and attendance. Section 4 — Dues Pay to Boys & Girls Clubs of America annual membership dues as determined by the National Council. • Section 5 — Benefits A. Make the following benefits available to its full time employees and pay at least 50 percent of the cost of such benefits: I. Comprehensive major medical coverage. II. Group life insurance. III. A retirement program which is qualified under applicable Internal Revenue Service regulations. IV. A long term disability plan. B. Maintain a salary structure that is competitive with other local organizations and agencies seeking similarly trained and experienced people. C. Review, at least annually, its employment policies and procedures and take requisite steps to achieve or maintain compliance with equal employment opportunity regulations based on applicable federal, state and local laws and regulations as are in effect from time to time. Section 6 — Liability Insurance Maintain comprehensive, general liability coverage with a combined minimum single limit of coverage in the amount of at least $1 million which shall be extended to name Boys & Girls Clubs of America as an additional insured and file a certificate of insurance with Boys & Girls Clubs of America annually. Section 7 — Organizational Assessment * A. Conduct, every third year, an organizational assessment in consultation with Boys & Girls Clubs of America and utilizing its respective governing body, staff, and other appropriate entities based on "Standards of Operational Effectiveness" approved by the National Council and submit a report of this assessment to Boys & Girls Clubs of America. (* The National Council passed a resolution on May 17, 2007 exempting military organizations from this requirement.) B. Maintain a rating of "operational" as defined by the "Standards of Operational Effectiveness". Such rating shall be determined and assigned by the governing body of each Member Organization. Section 8 -- Communication Maintain at least one computer capable of electronic communication with Boys & Girls Clubs of America. Section 9 — Background Checks C and t .riminaljmc,kgminclsjaads1 volunteers who have repetitive direct contact with children. Such checks should be of the type that would disclose, at minimum, sexual offenders and include a social security number trace and a national criminal file check. Such checks shall be conducted prior to employment and at regular intervals, not to exceed twenty-four (24) months. Section 10 — Code of Ethics Establish and maintain a Code of Ethics that addresses, at minimum, conflicts of interest, records retention and whistleblower protection in accordance with best practices for non-profit organizations. All staff and board members will sign the Code of Ethics each year. Section 11 — Annual Report Render to Boys & Girls Clubs of America an annual report of its organization, membership, activities, attendance, finances and cause the Chief Professional • • Officer and Chief Volunteer Officer to attest to compliance with the requirements for membership and operating standards. • Article III - Operating Standards for Clubs and Extension Clubs Each Club which meets the following operating standards may be chartered as a Club by the Board of Governors or Executive Committee of Boys & Girls Clubs of America. Section 1 — Facilities It shall have a Clubhouse or separate Club quarters which can be identified as a Club for its members. Use by any others shall not substantially limit the use of rooms, facilities and equipment by the members. It shall have sufficient floor area and room spaces, suitably equipped for carrying on a diversified and constructive program of activities. Section 2 - Unit Director Each Member Organization shall employ a Unit Director for each separate Club it operates for at least as many hours per week as such Club is in operation. The Chief Professional Officer of the Member Organization may, however, act as a Unit Director of one of such Clubs. Section 3 - Club Staff Each Club shall have and maintain sufficient paid and volunteer staff qualified in personality, character, experience, education and training for the leadership and guidance of its members. Each activity of each such Club shall be supervised by Club staff qualified to supervise such activity. Secttorr4 - Members Each Club shall have at least one hundred members enrolled in any twelve- month period, who shall be between the ages of 6 and 18. Each Extension Club shall have at least 50 members between the ages of 6 and 18 enrolled in any twelve-month period. Membership dues and fees shall be within the means of its members and shall not be so large as to exclude any individual from membership and participation. Section 5 — Extent of Operations Each Club shall be open and shall make activities available to its members at least ten months per year, five days per week and four hours per day. Each Extension Club shall be open and shall make activities available to its members at least eight months per year three days per week and three hours per day. Section 6 — Activity Access Each Club shall be available for use by any and all members in all the days and hours such Club is open, to the extent feasible in light of the available facility and activity schedules which are subject to reasonable age and individual restrictions. Section 7 — Program Each Club shall maintain a high quality program of varied and diversified activities and shall conduct an annual program assessment using standards adopted by the National Council. There shall be no instruction in or promotion of any sectarian or political belief. Section 8 — Safety Each Club facility shall be maintained in a satisfactory state of cleanliness and sanitation and shall comply with all applicable federal, state and local laws for protection and safety. • • Membership Dues Each Member Organization shall pay dues annually to Boys & Girls Clubs of America based on its total operating expenses of the previous year. The amount of dues is determined by the following formula: CLUB OPERATING EXPENSES RATE OF DUES PAYABLE $99,999 or less 1.25 percent of the total amount. $100,000-$199,999 $1,500 plus 1 percent of the excess over $100,000 $200,000-$499,999 $2,500 plus .5 percent of the excess over $200,000 $500,000-$999,999 $4,000 plus .25 percent of the excess over $500,000 $1,000,000 — $4,999,999 $6,000 plus .25 percent of the excess over $1,000,000 Over $5,000,000 $15,000 plus .25 percent of the excess over $5,000,000 Dues are payable in full by October 1. Membership of a Member Organization may terminated for non-payment of dues. A system of fees for special services, which are unusual and over and above those normally expected to result from the payment of dues, shall be established by the President of Boys & Girls Clubs of America with the approval of the Board of Governors. STANDARDS OF ORG OYS & GIRLS CLUBS OF AMERICA NIZATIONAL EFFECTIVENESS May 2006 As revised and approved by the National Council of Boys & Girls Clubs of America at its annual meeting in May 2006 Review of Compliance with Membership Requirements Is your organization in compliance with the following BGCA' Requirements for Membership? Yes No Membership Requirements Audit: Cause an audit of its financial accounts to be made and reported letter, if issued, thereof to be sent to Boys & Girls Clubs of America organizations. Member organizations with annual revenues totaling audit. upon annually by an independent certified public accountant and cause a copy of such audit and management and shall maintain its financial records in accordance with generally accepted accounting principles for nonprofit ess than $100,000 may submit a review of financial statements by an independent public accountant in lieu of such Compliance: Comply with all applicable federal, state and local laws and reporting requirements and conduct its business with high ethical standards. Records: Keep satisfactory records of the youth served by the Clubs it operates, their activities, programs and attendance. Dues: Pay to Boys & Girls Clubs of America annual membership dries as determined by the National Council. Benefits: A. Make the following benefits available to its full-time employees * Comprehensive major medical coverage. * Group life insurance. * A retirement program which is qualified under applicable Internal * A long-term disability plan. B. Maintain a salary structure that is competitive with other local organizations C. Review, at least annually, its employment policies and procedures regulations based on applicable federal, state and local laws and and pay at least 50 percent of the cost of such benefits. Revenue Service regulations. and agencies. and take requisite steps to achieve or maintain compliance with equal employment opportunity -egulations as are in effect from time to time. Liability Insurance: Maintain comprehensive, general liability coverage extended to name Boys & Girls Clubs of America as an additional insured with a combined minimum single limit of coverage in the amount of at least $1 million which shall be and file a certificate of insurance with Boys & Girls Clubs of America annually. Organizational Assessment: A. Conduct, every third year, an organizational assessment in consultation entities based on "Standards of Operational Effectiveness" app-oved B. Maintain a rating of"operational" as defined by the "Standards Organization. with Boys & Girls Clubs of America and utilizing its respective governing body, staff, and other appropriate by the National Council and submit a report of this assessment to Boys & Girls Clubs of America. of Operational Effectiveness". Such rating shall be determined and assigned by the governing body of each Member • Communication: Maintain at least one computer capable of electronic communication with Boys & Girls Clubs of America. Background Checks: Conduct criminal background checks of all would disclose, at minimum, sexual offenders and include a social security regular intervals, not to exceed 24 months of employment. employees and volunteers who have repetitive direct contact with children. Such checks should be of the type that number trace and a national criminal file check. Such checks shall be conducted prior to employment and at May 2006 Page 2 of 31 Does your organization have operating policies and practices at comprise BGCA's Core Promises? Yes No Core Promise Safety — All Boys & Girls Club organizations should develop a comprehensive • Safe daily operations • Crisis response preparedness • Strategic risk management planning Each Club should: • Review the organization's safety and facility policies, • Review the organization's insurance coverage, • Review existing and pending facility use agreements, • Establish an active Facilities and Property Committee which addresses • Maintain reasonable staff ratios and provide regular staff training, • Consistently document procedures, accidents and incidents, • Establish a realistic safety budget, and • Take the long view on risk management. safety program to make continued improvements in three key areas: safety policies and procedures, The organization meets above requirements regarding safety. Impact — Commitment to Quality process The organization completed the annual Commitment the programs offered. to Quality impact assessment. The results from the assessment are used to improve the quality of Hiring Staff and Selecting Volunteers of High Character— An organization's them current. A thorough screening process should be: • Legally compliant • Systematic • Match the level of screening with position -specific risks • Applied uniformly to the selection criteria foral candidates for a specific Essential steps for thorough staff screening include: • A screening policy that is compliant with current employment laws • Clearly written position descriptions and selection criteria, • Detailed recruitment and application processes, • An interviewing process that consists of scripted, open-ended questions • Thorough reference checks, • Criminal background checks, which must be conducted at regular • Provide an orientation for new employees or volunteers during an overall standard of care should combine practical policies and procedures with a strategy to keep position and exercises a reasonable standard of care, and the applicants should be encouraged to ask questions, intervals not to exceed 24 months, and established provisional period. There are up-to-date, written policies and procedures • the organization's intent to be fair, consistent • background checks, the consequences of person from employment or volunteer service; • confidentiality and security of all information. reviewed by counsel that address: and nondiscriminatory, and to meet all legal requirements; providing false or misleading information and criminal or civil records that will automatically bar a and There are clearly written job descriptions for each • duties and responsibilities, • education and experience, and • professional and ethical conduct required position that define: for the position. May 2006 Page : 1 Yes No Core Promise All staff and volunteer candidates are required • information about an applicant's work f • waivers and statements about the Club's to complete an application form that collects: istory, education and background. hiring practices. There is a defined process to gather information • a fair and consistent process to screen resumes; • telephone interviews to pre-screen candidates; • interview questions and rating that utilize to be successful in the position; • use of more than one interviewer during • selection based on meeting job requirements, needed to make informed hiring and selection decisions for staff and volunteers including: a "Behavior -Based Interview and Selection" method to assure skills, knowledge and character needed in -person interviews; core competencies and experiences which align to requirements of the job and work environment. Reference checks to gain insight into the candidate's • past employers; • supervisors; • co-workers; • subordinates; and • others, depending on the position. experience, skills and character are conducted with: Background checks on all staff and volunteers checks should include: • a Social Security number trace; • a national criminal record search; • a national sex offender registry search; • additional background checks as approp are conducted prior to hiring and at least every 24 months after hiring. Minimally, background d ate to specific positions. There is a defined system to evaluate findings • barrier crimes that automatically bar the • a process for creating a review committee o seriousness of the crime; o length of time since last offense; o pattern of criminal activity; and o activities in which the applican- bout criminal records or other concerns uncovered during the hiring process that includes: person from consideration; to evaluate hiring recommendations of staff or volunteers with criminal records that take into account: has been involved since the offense occurred. A formal introductory period for staff and volanteers is established that includes: new staff or volunteer; the new staff or volunteer; and end of the introductory period. • an employment agreement, signed by the • an organizational code of ethics signed by • a formal appraisal of performance at the Financial Oversight — Successful financial management is a result of a strong management process, it is important for each person involved with the Club financial system works, since nonprofit organizations are run differently than • Roles for the CVO and other board members, CPO and other staff, • A system for planning, developing and monitoring budgets and cash • A conflict of interest policy and sign -off procedure for board and • A policy for managing investments, • A risk management strategy for financial, physical and other threats, • Financial management policies and procedures, • Polices which ensure donor requirements and fmancial reporting • Policies for conducting financial reviews. joint initiative of the CVO and board, CPO and other Club staff. As part of the financial to understand his/her role in the process. In addition, the board should understand how the Club's for -profit institutions. Each organization should establish: and Club volunteers, flow, staff, guidelines are met, and May 2006 Page 4 of 31 Yes No Core Promise There are clearly defined roles and responsibil legal, ethical and business requirements. • The board protects the organization's assets requirements. • Staff develop and implement financial systems standards. ties for how board and staff work together to assure that the organization's finances meet all and provides oversight to financial systems, budget, policies, procedures, insurance, legal and donor and budgets and oversee day-to-day implementation of financial policies, practices and There is an active board finance committee that: • develops and monitors financial policies • reviews financial statements and reports, • develops an investment strategy, and • assures the organization has a risk management and practices, plan. The organization has policies, procedures and practices. These include: • clear limits of authority • internal controls over expenditures • systems and procedures for: handling and donor, legal and financial spending and reporting • controls to ensure restricted funding and • compliance with all local, state, federal, systems that are reviewed and monitored by the finance committee to assure sound financial processing income; collecting and reporting membership; participation and outreach data; and meeting requirements. endowments are accurately monitored and appropriately spent :RS and ERISA regulations Under the direction of the finance committee and/or auditor, annually. • A separate audit committee is recommended • The finance committee or treasurer reviews • If a management letter is received, it is provided audit committee, a complete financial audit is conducted by a board -appointed, independent for organizations with budgets larger than $2,000,000. Form 990 prior to submission. to BGCA and an appropriate response is prepared and implemented. An annual organizational budget is developed objectives. • Fundraising and administrative expenses and approved by the board to assure resources are allocated to meet organizational goals and fall between 15 to 20% of the total budget. The board develops and approves an investment • investments are diversified and performance • a spending rate policy provides guidelines management policy that assures: is closely monitored and on maximum percent of principle to be used for operating. There is an annual evaluation and update to the • a physical review of facilities and vehicl_s; • a review of insurance coverage; and • a review to ensure that the organization's organization's overall risk management strategy. This includes: building(s) are up to city, state and federal codes and have all required inspections and certifications. Ethics and Accountabi ity - Building an organization committed to the highest that create an environment of transparency, accountability and integrity, including: • Defining roles for the board of directors, staff and volunteers. • Developing and providing a code of ethics for employees. • Requiring a signed code of ethics for the board of directors. • Requiring a signed code of ethics for vendors. • Maintaining a compliance, reporting, and investigation policy. ethical standards demands more than just following the law. It also requires fostering practices May 2006 Page E. 1 Yes No Core Promise There is a board -approved ethics policy with a supported by: • training for all staff and volunteers; • an appointed ethics officer; • whistle -blower protection; and • a compliance, reporting and investigatio onflict of interest statement that is signed annually by all board and staff. The policy is policy. Accurate membership and participation data — It is essential that information collected, organized and presented with a high level of accuracy and credib is consistently implemented in every unit. Establish a system for collecting • determining the needed information and clearly defining the terms • developing a carefully thought-out system for collecting and recore • training staff to collect the information, • determining how information will be stored and how long it will b • tracking and counting youth served in membership and through co used to monitor performance and communicate the Club's reach, participation and impact be lity. Each Club must define a process for collecting, storing and organizing data and ensure the process data by: ing data, - kept, and munity outreach. Standard Boys & Girls Club definitions are us • registered members, • youth served through community o • attendance, and • average daily attendance. d consistently to count: treach, There is a tested, well thought-out system consistently member participation on a daily basis. This system • a current membership form with a parent • a defined policy and practice for entering • a defined policy and practice for recording • a written record of all attendance and • an organizational goal of at least 25% applied throughout the organization for collecting and recording information about includes: or guardian signature on file for every Club member; and exiting the building that includes recording attendance; attendance at off -site activities; program participation; and of members participating daily. There is a tested, well thought-out system for collecting consistently applied at every Club. This system • a defined policy and practice for collecting • collecting and recording information • a written record of all attendance and participants. and recording youth served through community outreach on a daily basis that is includes: and recording youth served through community outreach; daily; and program participation including name of event, date, location and total number of non-member All staff are trained in every aspect of the Club's youth served through community outreach. • Each unit has a designated staff person • Roles for all staff are clearly defined • There is a board policy defining standards polices and practices for tracking attendance and participation of registered members and responsible for managing and implementing this system. and included in job descriptions and performance plans. for accurate organizational data. There is a defined policy and procedures for how • all information can be easily retrieved • there is a record retention policy of • information about individual members information is stored that assures: by authorized staff; at least five years; is kept confidential; May 2006 Page 6 of 31 Yes No Core Promise • all information is backed up. All data is repeatedly checked for accuracy before • an ongoing system for monitoring p • two people reviewing the information; • the CPO and CVO approving all reports it is presented to anyone outside the Club or used in any marketing material. This includes: -ocedures to assure they are followed consistently at all units; and before information is presented outside the organization. Has a plan been developed with your organization supported b your regional service director, to respond to any standards not met? n Yes n No May 2006 Page 7 1 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOEs) B ARD GOVERNANCE Topic Summary Developing Operational Advancing Excelling The written, identification, and based Individual co are ❑ ❑ CI The organization has one or more board members who are Movement leaders and who share models for a written board development process, which includes identification, recruitment, selection, orientation, ongoing evaluation and recognition. 80% of all eligible board volunteers are recognized utilizing Boys & Girls Clubs of America's National Service Recognition Awards or equivalent recognition program. A. BOARD DEVELOPMENT PROCESS ■ ❑ ■ ■ ❑ • ❑ • • There is an informal process for identifying and recruiting board members, not necessarily based on the organization's goals and objectives. organization has and utilizes a board -driven process for the selection, recruitment orientation of board members on its goals and objectives. responsibilities, as well as lective roles of board volunteers written and clearly defined. The organization utilizes a written, ongoing board development process, which includes identification, recruitment, selection, orientation, ongoing evaluation and recognition. 60% of eligible board volunteers are recognized utilizing Boys & Girls Clubs of America's National Service Recognition Awards or equivalent recognition program. B. BOARD MEMBERSHIP TY business influence resources. board conflict individual on moderate in organization, begun re federal ■ ■ ■ ■ ❑ ■ El ■ ■ ❑ ■ ■ The board has few, if any, active community leaders who influence community decisions and resources. There is little board involvement that fulfills the organization's needs. e board has some recognized and public leaders who community decisions and The organization has a -approved code of ethics and of interest policy on which board members sign off an annual basis. There is a level of board involvement the appropriate areas of the and the board has to establish a good ationship with local, state and government officials. The board consists mainly of business and public leaders who influence decisions and resources and who are involved in meeting most of the organization's needs. The board has good relationships with local, state and federal government officials who understand the value of Boys & Girls Clubs. The board consists of business and public leaders who influence decisions and resources, provide effective governance, generate needed resources and are actively involved in meeting the organization's needs. The board has excellent relationships with local, state and federal officials. May 2006 Page 8 of 31 Topic Summary Developing Operational Advancing Excelling C. GOVERNANCE LEADERSHIP AND COMMITTEE STRUCTURE There an th. res.onsibilities. an bo on V.lunteer a : Premises of dri str m.rger, in O pe ■ ■ ■ • ■ ■ ❑ ❑ ■ ■ ■ ❑ The board has no functioning committees and/or task groups. There is little structure and minimum officer involvement. No board governance is evident. The Chief Professional Officer does not receive a formal annual performance review. are appointed committee or task group teams with chairs occasionally meet and act on Officers are elected involved in assigned roles. The d is in compliance with anizational by-laws. The Chief Officer has been provided GCA orientation on the Core and has signed a statement nderstanding. A written board- en strategic plan addressing tegic initiatives (collaboration, growth with impact, etc.) is .lace. The Chief Professional leer receives an annual written ormance review. The board has organized, functioning committees and/or task groups with chairs that make written recommendations for board action. Officers are functioning in accordance with defined leadership roles and a written succession plan for board leadership is in place. A written board -driven strategic plan is integrated into board and committee/task group meetings. The Chief Professional Officer receives a formal annual written performance review based on measurable objectives linked to the strategic plan and agreed on by the board leadership and the Chief Professional Officer. Committees/task groups have defined written objectives consistent with the organization's written strategic plan. Officers lead board member involvement and are given new leadership opportunities to support the organization's written board succession plan. With input from external and community stakeholders, a written strategic plan is updated and reviewed annually that includes clear benchmarks and outcomes. An evaluation of effectiveness is completed annually. D. BOARD FINANCIAL GIVING At m• the V.lunteer th. T th. T. ■ • ❑ ❑ ❑ ■ ■ ■ ❑ ❑ ■ ❑ At least 50% of board members make a personal unrestricted gift to the annual campaign. least 75% of board members e a personal unrestricted gift to annual campaign. The Chief Officer personally solicits se members who are not giving. - board has been informed about purpose and goals of "It Just es One." 100% of board members make a personal unrestricted gift to the annual campaign. All board members have a written annual personal giving plan. 25% of the individual board members make a written commitment to the Club's endowment program. 90% of all board members achieve their personal giving plans. 50% of the individual board members make a written commitment to the Club's endowment program. E. BOARD DIVERSITY T m. co th.. pr.vides ed m. co fu ❑ • • • • • ❑ ❑ • El• ❑ The board is not diverse in its makeup or in relation to its community. e board has some diversity in its eup, is reflective of the munity and has a plan to expand diversity. The organization an annual diversity cation opportunity for its board mbers. Diversity standards are sidered in various committee ctions. The organization conducts a formal assessment of the board's makeup and develops written plans based upon the assessment results. The board is diverse in its makeup, is reflective of its community and has a written plan underway to maintain diversity. One or more board members are Movement leaders sharing models and best practices in valuing diversity. May 2006 Page f 1 Topic Summary Developing Operational Advancing Jxcelling F. CORPORATE DATA TRACKING There is limited tracking of data, a lack of systems, and little, if any, board and staff accountabilities. All definitions. fo-ms available. thought-out collecting membership A the for defined tracking through O There is a system for collecting and recording program participation data. The Club has a board -approved organizational measurement strategy which utilizes BGCA metrics for participation and daily attendance. • • • • ❑ units use standard BGCA Signed membership for the current year are There is a tested and well system for daily and recording of and participation data. 1 data is checked and signed off by CVO and CPO before being used external audiences. There is a system and process for and counting youth served community outreach. The Club has a plan to measure outcomes of targeted programs and overall Club outcome using the Outcome Measurement Tool Kit. G. BOARD MEETINGS/ ATTENDANCE There meetings 5C% Professional agenda Volunteer packets all prior develops beard each groups re.ommendations The retreat members Ell • O O • • O ❑ • • ❑ • Board meetings are not held on a regular basis. Attendance is less than 50%. Agenda is dominated by problems and crises, preventing board from dealing with substantive policy issues. are regular, scheduled board attended by not less than of the members. The Chief Officer develops the and reviews it with the Chief Officer. Board business are prepared and delivered to board members at least 10 days to a meeting. The organization and distributes an annual calendar at the beginning of year. Committees and task provide reports and for board action. board conducts an annual board with at least 50% of board in attendance. The board has regular, duly constituted meetings with not less than 60% attendance and with a clear focus on policy issues and decisions. Utilization of technology (i.e., teleconferencing, online meetings, etc.) to support member participation in meetings is evident. At least one meeting per year has a BOARDROOM Training module or equivalent training. The board conducts an annual board retreat with at least 60% of board members in attendance. The board has regular, duly constituted meetings with not less than 65% attendance, active participationand a clear focus on policy issues and decisions. There is a written plan for utilizing technology in board member communication and business meetings. At least two board meetings a year are comprised of BOARDROOM Training modules or equivalent training. The board conducts an annual board retreat with at least 65% of board members in attendance. H. STATE ALLIANCE SUPPORT AND INVOLVEMENT The member h m th th � � • • � • • ❑ • • The board has no awareness of the state alliance and leadership has no contact with state officials to support alliance efforts. organization is a contributing of the state alliance; wever, participation at state etings is limited. Promotion of alliance only happens to benefit local organization. . Board members and professional staff promote the alliance and actively contact state leaders to support the work of the alliance. The board and CPO assure Club involvement in statewide projects. The board works in conjunction with the alliance leadership to gain support from state leaders. Board members have an opportunity to serve on the alliance board or committees. Board members and the CPO actively support state initiatives to enhance statewide collaboration. May 2006 Page 10 of 31 Topic Summary Developing Operational Advancing Excelling I. BOARD EDUCATION AND PARTICIPATION There Council board board board reoeived BOARDROOM CD and CVO Oficers registered • ■ ❑ ❑ ■ ❑ ❑ ■ ■ ❑ ■ ❑ There is very little or no planned education or participation by board members in Boys & Girls Clubs of America events and training. There is little use of BGCA board development training tools or equivalent board training. The CVO is registered on bgca.net. is board participation in Area events, state alliances, and leadership conferences. All The organization has strategic board representation/participation at key Boys & Girls Clubs of America and other events including Area Council meetings, state alliances, board leadership conferences and the National Conference. Board officers meet the Silver Level of the BOARDROOM Board Education Skills Training (BEST) program (8 Modules) or equivalent training every three years. 50% of board members are registered on bgca.net. Board officers and committee chairs meet the Gold Level of the BOARDROOM BEST program (12 Modules) or equivalent training every three years. Board members are actively engaged; take initiative and plan continuous learning opportunities; share/seek best practices and are active in planned continuing education for board volunteers. members have attended a local member orientation and and reviewed the new board member ROM. The CVO has received reviewed the BOARDROOM Guide and Toolkit CD ROM. and committee chairs are on bgca.net. J. LEADERSHIP: BOARD SUPPORT FOR TECHNOLOGY Th- Committee/Task the technology into Resources allocated technology tra-king p bo ❑ ❑ ❑ ■ ❑ ■ ■ El ❑ The organization does not have a Technology Committee/Task Group to address technology in a formal plan. board has a Technology Group; however, organization lacks a formal plan that is integrated the overall strategic plan. for technology are on an as -needed basis. A -based process for membership fees and icipation data is monitored by the d. The organization has a written, board -approved technology plan that is integrated into the overall strategic plan. The plan includes a Web strategy, technology program for members, Internet safety, and acceptable use policies. The technology plan is fully funded, staffed and part of the ongoing budget. Technology is integrated throughout all areas of the Club operation. Policies and procedures are in place to drive continuous system improvements and to support technology replacement cycles. May 2006 Page 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) HUMAN RESOURCES 'Wide gib„ 6e v3a: Ile* l'opimg Operational Advancing Excelling A. CHIEF PROFESSIONAL The basic leadership the System Chief Leadership ❑ ❑ ❑ ■ • ❑ ■ ❑ The Chief Professional Officer (CPO)/leadership team needs basic management training. CPO/leadership team possesses executive competencies and attributes as outlined in Professional Development "Executive" Profile and the Professional Officer Model. The CPO/leadership team demonstrates effective leadership as outlined in the Professional Development System "Executive" Profile and the Chief Professional Officer Leadership Model. The organization has a staff succession plan and deploys career development accordingly. Turnover is analyzed for human resource planning. The CPO has a written performance evaluation based on the strategic plan that is conducted annually by designated board leadership. The CPO/leadership team demonstrates a high level of executive competency in providing leadership to the organization as outlined in the Professional Development System "Executive" profile and the Chief Professional Officer Leadership Model. The organization develops a written plan and scorecard based upon the key human resource factors. The CPO is actively engaged in support of Movement -wide initiatives. OFFICER/ LEADERSHIP TEAM B. JOB CLASSIFICATION AND COMPENSATION MANAGEMENT PROGRAM All of Classification salary a ■ ❑ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The organization has an informal g salary administration program and is committed to improving salaries. Salaries and wages are not within established ranges. No formal performance management system in place. salaries and wages are in range g g the recommended Job and Compensation Management Program or equivalent administration model. There is performance plan in place. The organization has utilized g QUEST to create a written Job Classification and Compensation Management Program that is revised every two years, which includes up- to -date job descriptions, performance profiles and reviews, and an organizational chart The board has approved the salary plan with appropriate funding for merit increases and equity adjustments. A performance management plan is in place for all full-time and part-time employees. The organization provides monetary and non -monetary pay for performance. Reward systems are based upon board -approved strategic performance standards goals and ethics that are acceptable for not -for - profit industry business practices. May 2006 Page 12 of 31 7 ap ca usmmary Lteveloping Operational Advancing Excelling C. PROFESSIONAL DEVELOPMENT PROCESS O CI• • • • O 0 • • O There is no identifiable, consistent orientation or training for staff. Job profile and job descriptions are utilized for developing a basic plan of action to support job related competencies. CPO completed the New Executive Orientation training within the first year of employment. A "Professional Orientation Program" is in place for all staff as wellas a staff development plan. The organization assures a budget allocation to support the staff development plan. When appropriate, the chief professional officer has completed the New Executive Orientation Program eight months after the date of employment and attends the Executive Leadership Program within two years of employment. The CPO has been provided a BGCA orientation on the Core Promises and has signed a statement of understanding. A written, annual staff development plan is in place. All eligible staff is active members of The Academy/ Boys & Girls Club University at the member professional level. The organization utilizes a formal, written professional orientation and training program and a written, two year, professional development career plan. Training opportunities are identified that address the gap in staff development. Part-time staff participates in a minimum of. eight hours of training, and full-time staff participates in a minimum of 24 hours of training annually. The organization ensures that the appropriate tools, resources and professional memberships to support and train staff are in place (Professional Development System). Policies include a written, board - adopted succession -planning strategy. The organization utilizes BGCA's Training Management System to manage and maintains records maintain records for all staff attending training. Part-time staff participates in a minimum of 16 hours of training, and full-time staff participates in a minimum of 48 hours of training annually. Training plans are tied to the written compensation plan, career tracking and succession plan. D. HUMAN RESOURCE POLICIES The organization has limited written human resource policies. The organization maintains compliance with Equal Employment The organization has comprehensive, written human The organization has comprehensive, written human resource policies that Background checks are not Opportunity regulations. The resource policies that are reviewed are reviewed and revised by external consistent with BGCA membership regulations are consistently applied and revised annually by internal legal counsel not less than every two requirements. throughout the organization. human resource professionals and years. Background checks Background checks are performed internal legal counsel. Background (including finger printing/screening) on all staff and volunteers including checks, which include inquiry into are performed on all staff and board members at intervals not less credit, driving and sexual offender volunteers including board than every 24 months. Records of databases, are performed on all staff volunteers within 12 months of arrests (not just convictions) are and volunteers including board initial service and re -checks are obtained for new employees prior to members at intervals not less than performed on an annual basis. The hiring. The organization provides every 12 months. The organization organization has access to an online Ongoing training and legal updates provides ongoing training and legal HR advisor or service. Records of for supervisors. updates for all staff. There is a written succession plan for the CPO and other key staff. arrests (not just convictions) are obtained for new employees prior to hiring. May 2006 Page ' 31 ;tp Summary DeveloPinp. Operational Advancing Excelling E. ETHICS The approved for conflicts reporting, confidential information, government fundraising. ■ ■ ❑ ❑ ■ ❑ ❑ ■ ❑ ■ ■ ■ The organization does not have a code of ethics for staff. organization has a board- code of ethics statement staff and board which addresses of interest, financial professional conduct, and proprietary political activities, relations and The organization has a board- approved code of ethics statement for staff, board and vendors which addresses conflicts of interest, financial reporting, professional conduct, confidential and proprietary information, political activities, The Club has defined organizational values and has developed policies and training to carry them out. government relations and fundraising. F. HIRING PRACTICES • ■ • • ❑ • ■ ■ The organization does not have The organization has current written The organization utilizes QUEST to The organization performs a written current written job descriptions for job descriptions for all staff and create an up-to-date human resource assessment to insure a direct all staff and does not use a set of ttilizes a board approved, written set package for full-time and selected alignment with its strategic plan and board approved procedures for hiring cf legally compliant procedures for part-time employees who include: a mission outcomes, to job listings, and screening full, part-time staff, I sting, screening, hiring, selection, job based Behavior Based Interview screening process interview and volunteers. and orientation of all paid staff and and Selection guide. External questions, job profiles, and volunteers. counsel reviews and provides recommendations on hiring practice procedures. performance/career planning. ❑ 0 ❑ ■ 0 ■ ■ ■ • ■ ■ ■ G. DEPLOYMENT OF TECHNOLOGY FOR STAFF The organization provides limited technology to staff. Most key staff has an email address and is The key organization's leadership and staff have a computer workstation with high-speed Internet All full-time staff has daily access to a current generation computer workstation with high-speed Internet All staff computers throughout the organization are networked and have operational Internet access. The registered on www.bgca.net. Most 2ccess and a full package of access and a full package of organization has a dedicated IT staff has basic Internet skills/ productivity software such as productivity software such as support professional to oversee training. Microsoft Office. All full-time staff Microsoft Office in their work area. technology. The written technology has an email address and is A written technology plan exists. plan is updated every year and registered on www.bgca.net. Full- All staff has an email address and is adopted by the board. A technology time staff has completed a written registered on www.bgca.net. All upgrade/replacement plan is in place. technology assessment and have staff has and utilizes a personal access to BGCA's QUEST locker and profile on QUEST. Knowledge Management System. H. STAFF DIVERSITY ❑ ❑ • ■ • ■ • ❑ ■ The organization's staff makeup —he board is supportive and The organization conducts a formal The diversity plan is monitored by does not reflect the community's ecognizes the importance of assessment of staff composition, the board and updated annually to diversity and there are no plans in diversity. The organization has Club climate and develops written reflect emerging trends, opinions and place to change the situation. plans to address identifiable gaps plans based upon assessment results. feedback from staff, volunteers and egarding diversity and has an The board approves written community. increased awareness about the value strategies and action plans in support of a diverse staff. of the organization's diversity initiative, monitoring and managing progress and results. May 2006 Page 14 of 31 Topic Summary piev.eloping Operational Advancing Excelling 0 • 12 0 • • 0 ■ ■ ■ ❑ ■ The organization does not pay 50% organization pays more than The organization pays at least 80% The organization pays more than I. COMPETITIVE The BENEFITS of the cost of minimum and essential 50% of minimum and essential of the costs for minimum and 80% of the costs for minimum and benefits, benefits. essential benefits. Part-time staff has access to a benefits package that includes health benefits. essential benefits for staff and dependents and offers other incentives such as a dental/vision plan and personal leave. The organization contributes to a benefit plan for part-time staff. J. STAFF PARTICIPATION ■ • • ■ ■ ■ • in 90% of all eligible staff is members IN BOYS & GIRLS There is limited participation in Staff participates in core training in 100% of eligible staff participates the Administrative/Leadership of the Academy of Boys & Girls CLUBS OF AMERICA Boys & Girls Clubs of America's training events and conferences. The events for as outlined requirements the Professional level of the Conference, National Conference or Club Professionals and 75% of all EVENTS AND CPO and other key staff are Academy of Boys & Girls Club Youth Development Conference eligible staff are members of the PROGRAMS members of the Academy. Professionals. The CPO attends annually. 75% of eligible staff is Academy at the Professional level. either an Administrative Conference members of and active in the The CPO and other key staff have and/or the National Conference Academy of Boys & Girls Club achieved the Distinguished level in annually. All full and part-time Professionals at the Member level. the Academy of Boys & Girls Club youth development professionals 50% of eligible staff, including the Professionals. Staff is actively have completed the 3 basic training chief professional officer, is engaged in support of Movement- Eections of BGCA's Gear UP! CD members of the Academy at the wide initiatives and serves on BGCA ROM. Professional level. task forces and planning committees. Key staff is members of external and internal professional organizations. K. TECHNOLOGY SKILLS • O • • ■ • ❑ Appropriate Club staff has only a Appropriate Club staff have received Appropriate Club staff utilizes The Club has a written technology basic skill level for using training to use basic productivity technology to enhance their training plan for staff that is technology. Software, the Internet and other effectiveness and efficiency in all budgeted and adopted by the board applications (i.e.: membership major components of their job. The of directors. All full-time staff is management, donor management, Club has a technology training plan regularly tested for IT skill financial management, etc.) for staff and provides competency- competency. important to their job function(s). based testing of skills. May 2006 Page 1 31 STANDARDS OF OI GANIZATIONAL EFFECTIVENESS (SOE) RE OURCE DEVELOPMENT Tapnc} d tl Dry Dei ieloping Operational Advancing Excelling A. RESOURCE DEVELOPMENT STRATEGY/ DIVERSIFIED FINANCIAL SUPPORT ■ ■ ■ ■ ■ ■ ■ O O ■ ■ ■ The organization does not have a Resource Development (RD) Committee. The organization's fundraising is erratic with experimentation, poor results and is overly dependant on a single source of funding. There is no written RD plan. Active cultivation of new donors and prospect identification and classification are non-existent. Funding meets the organization's needs for the current year but is Highly dependant on one source of °unding. There is a Resource Development Committee that coordinates an RD plan which ncludes a strategy on how to cultivate new donors. Board members are engaged in classifying prospects for their capacity, ability and propensity to invest in the Club. No more than 40% of funding comes from a single source. The board of directors has approved a written 3-year resource development plan that clearly illustrates no over -dependency on any one source of funding. Board members are actively engaged in cultivating new prospects. The Club regularly uses research to classify current donors and obtain new donors. No more than 30% of funding comes from a single source, The board of directors has a 3 to 5- year written resource development plan that is integrated into the organization's strategic plan and includes strategies for multi -year funding, individual and major gifts, endowment and planned giving. The organization regularly screens its donor database to identify the potential of increased giving. No more than 20% of funding comes from a single source. B. RESOURCE DEVELOPMENT INFRA -STRUCTURE • ❑ • • • • • • • • • The Chief Professional Officer is the only person supporting the resource development effort. There is no database to collect and track donor information and gifts. Besides the Chief Professional Officer there is/are staff who has/have resource development accountabilities included in his/her _ ob description. There is a written organizational case statement that documents the need for support. The organization maintains accurate personal and participation donor data electronically and tracks it over multiple years. The organization has specialized staff to support the resource development plan. Staff and board members receive ongoing training to support building their resource development knowledge. The organization has an electronic donor management software application that generates reports. The organization uses the database system to instantly generate reports on donors and campaigns for increased fundraising success. The organization has dedicated staff, such as a director of development, to support the resource development plan. The organization uses donor management analytical tools and reports to increase fundraising success through targeted solicitation. The donor management. software is fully integrated with financial management software. C. INDIVIDUAL AND MAJOR GIVING (EXCLUDING SPECIAL EVENTS) D 0 0 The organization receives support from individuals including alumni, but does not have a comprehensive plan to ensure that requests to individuals are coordinated and strategic. Board members are not involved in personalized solicitations. At least 50% of Board members support events and some make personal unrestricted gifts to the annual campaign. 0 0 0 A comprehensive plan for individual aupport includes an annual giving program that recognizes and celebrates individuals. At least 50% of board members are actively nvolved in personalized solicitations. Less than 75% of board members make personal unrestricted gifts to the annual . campaign. • 0 • • • LI A written comprehensive plan for individual support includes a multi- year, annual giving strategy that ensures strong individual support. A minimum of 15% of the budget comes from individuals as unrestricted gifts. A minimum of 75% of board members are actively involved in personalized solicitations. 100% of board members make personal unrestricted gifts to the annual campaign. The organization has a comprehensive strategy for cultivating support from individuals that includes an annual campaign, and other measures to increase giving from individuals. A minimum of 20% of the budget comes from individuals. 100% of board members are actively involved in personalized solicitations. May 2006 Page 16 of 31 TopicSummary Developing Operational advancing Excelling D. SPECIAL EVENTS The events; committee defined driven. • • ❑ ■ El• ❑ ❑ ■ ■ ❑ ■ The organization conducts no special events. organization conducts special but planning is limited, roles are not clearly and the events are staff- The organization conducts well planned special events that maximize return on investment. The committee roles are well defined, and strategies regarding leadership recruitment, cultivation, and fundraising are written and well defined. There is an intentional plan to cultivate attendees to become annual donors. The organization conducts well planned special events generating 15% of the organization's annual operating budget. The visibility of the organization is enhanced by the events, and high -profile volunteers comprise the committee's membership. Attendees are regularly recruited for ongoing organizational participation. E. GOVERNMENT FUNDING The organization does not receive government funds, nor does it have the knowledge or contact base to pursue such funding. Members of the board have little if any access to key individuals with government resources at their disposal. The understanding government inquired such n✓ hied o those resources. organization has an of the availability of funding and has about strategies to access funding. It understands the ed to improve in this area, but has little success to date. Members 'the board have some access to controlling government The organization actively pursues local, state and federal funding opportunities. It has good knowledge of proposal writing and knows how to market services that the Club provides. The organization is using government funds to leverage additional private funding. The organization is a contributing member of its state alliance. Members of the board have developed relationships with those controlling government resources and have ongoing communications with Boys & Girls Clubs of America. The organization receives a minimum of 5%, but no more than 25% of its income from a single government source. The organization has a keen understanding of the potential of government funding. The Club does an excellent job of leveraging government dollars to match income from private sources. Members of the board have a wide range of contacts within key government offices and have used such contacts to secure government funding. The organization is actively involved in the Alliance and supports national government relations initiatives. May 2006 Page 1 31 epic Summary Developing -Operational dttancing Excelling F. PLANNED GIVING AND ENDOWMENT BUILDING A staff member spends 10 to 25% of time to market and solicit planned gifts. 25% of the board members have designated the Boys & Girls Club for a planned gift. There are comprehensive gift acceptance policies in place, which include real estate, gift annuities, and charitable trusts. 50% of the board participates in an organizationally sponsored planned giving program, such as in the Heritage Club. The Club markets planned giving in Club publications. The Club has a marketing plan that includes advanced gifts. ■ The organization has no endowment policies or procedures in place. There are no formal programs for the development or promotion of planned gifts or major gifts to the endowment • staff member spends 5 to 10% of ime to run a basic planned giving .rogram. Gift acceptance policies or securities, bequests and .eneficiary designations are in place. here is a formalized planned giving ecognition program in place ncluding a Heritage Club (or eferred giving society). 25% of the .oard participates in the Heritage lub. A planned giving prospect list as been identified and a solicitation .lan is in place. A simple marketing Ian has been established. A system or record keeping is established. A staff member spends 25 to 50% of time to market and solicit planned gifts. 75% of the board participates in the organization's planned giving program, such as the Heritage Club. The Club has an aggressive marketing plan, which includes direct mail and marketing to allied professionals. The organization has established named endowment funds and solicits outright gifts to the endowment. G. STEWARDSHIP AND RECOGNITION • • • • • CD O • 0 • • • The organization has no written policies to support and implement recognition and stewardship. There is little communication with donors besides an acknowledgment letter. he organization has written cknowledgment policies. Donors eceive an annual report, which at inimum documents sources of unds, uses of funds, giving levels, . hotos of youth, a summary of the ear's highlights, and relevant ctivities of the organization. The organization has written gift acceptance and recognition policies. Donors receive 3 to 4 pieces of communication throughout the year demonstrating the Club's impact. Staff regularly visits with top donors. A written yearly plan for stewardship is in place to document how board and staff are to be involved in the stewardship process. Top donors receive personal stewardship visits from board members and top donors are engaged with the organization. H. FOUNDATIONS 0 0 0 The organization has a written plan for attracting funding from foundations. The plan includes annual solicitations and is incorporated as part of the organization's resource development plan. The organization delivers the program outcomes defined in foundation proposals. 5% of the Club's annual operating income comes from foundations. • • • CI • ❑ • • • The organization does not have a strategic plan for writing proposals or for securing grants and is unable to consistently deliver program outcomes. e organization receives funding rom various foundations. There is informal effort to attract oundation funding. The organization has a plan for securing grants from private and corporate foundations and does an excellent job of delivering the program outcomes listed in its proposals. Board members have relationships with key foundation leaders and staff and are able to leverage resources for the organization, resulting in a minimum 10% of Club annual operating income being generated from foundations. May 2006 Page 18 of 31 Topic Sulam Developing Operational Advancing Excelling I. BUSINESS SUPPORT The rr operating (including cause • O ■ ■ ■ The organization receives little or no support from businesses, including cause -related marketing income. organization receives a inimum of 5% of its annual income from businesses income derived from -related marketing). The organization has a strategy as a part of its resource development plan through which it receives a minimum of 10% (includes in -kind gifts) of its annual operating income from businesses (including income derived from cause -related marketing. The organization receives a minimum of 15% (includes in -kind gifts) of its annual operating income from businesses (including income derived from cause -related marketing. May 2006 Page 1 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) FIN CIAL MANAGEMENT Top e �t mmary »Oveloping Operational Advancing Excelling A. FINANCIAL CONTROLS AND RECORD KEEPING I local, I i q •i •ompliance ' .rganization •olicies .11 ■ ■ ■ ■ • • ❑ 0 • • ❑ • There are no evident systems in place to ensure compliance with applicable local, state and federal financial regulations. he organization complies with all state and federal regulations. he board has an active Finance ommittee in place. Key staff is ained in the organization's temal control standards and stems. There is an adequate stem to specify and assure with industry andards related to length of time •r retention and maintenance of nancial, inventory, personnel, and arranty records. The has sound financial and procedures with which staff is familiar. The board has a standing Finance Committee which addresses the audit, investments and insurance matters related to the organization. The board monitors the compliance of all contracts or agreements on an ongoing basis. The organization has a separate functioning Audit Committee that manages contracts with accounting and/or CPA files for audit purposes. Legal procedures are monitored and reviewed by staff and board leadership annually. Staff adheres to operational practices. The financial policies are updated and revised every 2 years utilizing external expert counsel. Staff receives ongoing training for implementation. The organization maintains an internal auditing system. The organization has a system adequate to maintain the compliance and precaution of all contracts of agreements. B. FINANCIAL ACCOUNTABILITY . -Itch .rganization services drganization's 1f3GCA, ■ ■ ■ 0 • O O • • • • O The financial planning and management program is limited and not clearly understood. A written financial management assessment is completed and the staff/organizational needs are identified and aligned to an action plan for correction. e organization receives an audit y an independent Certified Public ccountant and provides a copy of to Boys & Girls Clubs of erica. The organization has . en corrective action on ecommendation(s) from the anagement letter. The files a 990 and/or • 133 (if required). The rganization puts their audit out to bid at least every five years. A copy of the 990 is sent to posted on the thrganization's Web site, and copies are available to the public. The organization receives an unqualified audit report. The organization has and utilizes accounting software to record and report income and expenses in accordance with generally accepted accounting principles. The organization receives a management letter from an independent CPA with no material findings. The board has a freestanding Audit Committee responsible for the appointment, compensation and oversight of an external auditor. The Audit Committee reviews the external auditor's reports and, where applicable, implements timely and appropriate corrective action. May 2006 Page 20 of 31 <ic Summary Developing Operational Advancing ` Excelling C. FINANCIAL STABILITY A place. long-term, plan ■ ■ ■ ■ ❑ • • • • • • • The organization has experienced an operating deficit in the last 3 consecutive years. The organization has long-term debt and no written plan to address the debt. board -approved budget is in If the organization has moderate debt, a written is in place to address it. The organization has reserves equal to 6 months' operating budget. A board -approved budget is in place. The organization has reserves equal to its annual operating budget, excluding any restricted endowment funds. The organization has no operating deficit in the last 5 years. The organization has no long-term operational debt. D. BUDGET PROCESS ❑ ❑ ❑ Budget figures are unrealistic and continually revised. The board is not involved in the budget development process. hcome projections data not is c at Me • • O • • ❑ • • ❑ and expense budget are based on historical and strategic plan priorities, on percentage increases. There board participation in budget evelopment with board approval least 30 days before the start of next fiscal year. The organization has a realistic annual budget sufficient to support organizational goals and objectives. Appropriate committees make income and expense projection recommendations that result in a budget which addresses priorities in the strategic plan. The board is involved in developing a long-range (at least 3-year) budget to support the organization's strategic direction focusing on capacity, growth and program. E. EXPENDITURES • The t t dxpenditures process inform Organizational for fundraising. adequate time ■ ■ • ❑ • • • ❑ • ❑ U ■ There are no evident systems in place to control expenditures within budget. organization has systems in lace to control expenditures. The oard provides ongoing oversight assure organization's are within budget. A exists to educate and the board of directors of expenditures. No more than 20% of expenditures are management/general and The organization has processes to allocate staff to functional categories. Cash flow projections are developed and reviewed monthly utilizing accepted accounting practices. Prompt corrective action is taken in response to projected or significant variations from budgets. No more than 16 to 19% of expenditures are for management/general and fundraising. No more than 15% of expenditures are for management/general and fundraising. May 2006 Page : 31 Topic Summary: Developing Operational Adtancing Excelling F. FINANCIAL DATA TRACKING ❑ ■ ■ ■ ■ ■ ❑ ■ ■ ❑ ■ ■ The organization does not track financial data electronically. —he organization accurately tracks income and expenses electronically. Data is secured and backed up on a regular basis. The organization uses fund accounting software, and generates appropriate financial statements monthly to accurately track, manage and report on funds from multiple sources, across multiple budget periods. Monthly financial statements are reviewed by management and the board to help make decisions. Financial statements/reports are provided to BGCA on a regular basis as required. Fund accounting software is fully integrated with donor management software. The system is configured to accommodate staff in remote locations that need access to accounting information over a wide area network (WAN). Financial data is secured and backed up on a regular basis and is kept off site. G. INSURANCE AND RISK MANAGEMENT ■ ■ ■ ■ ■ • ❑ ■ ■ ■ ■ ■ ■ Organization lacks adequate insurance coverage or reserve funds. e organization has adequate surance coverage meeting all embership requirements and ames Boys & Girls Clubs of merica as an additional insured. The organization has a written risk management plan, which incorporates adequate insurance coverage. The organization independently reviews and prices insurance coverage for adequacy at least every 2 years. H. INVESTMENT MANAGEMENT ❑ ❑ ■ ■ ■ ■ ■ ■ • ■ ■ ❑ Organization lacks policies guiding the management of their restricted funds/investments. he organization has restricted nds/investments and has written nvestment policies and objectives o guide their management. nvestments are diversified and erformance is monitored .uarterly by the Investment ommittee and reported to the I oard. The organization uses ncome in accordance with board alleles and donor requirements. The organization's written investment policies address well defined goals and objectives, risk tolerance, asset allocation, disposition of undesignated funds, spending rules, and gift acceptance guidelines. An independent review of strategy and performance is ' conducted on an annual basis by a noncommissioned professional. An independent investment manager is employed to manage the organization's portfolio in accordance with policy and objective statements. The investment manager has the ability to manage and administer charitable gift vehicles. May 2006 Page 22 of 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) IMPACT ASSESSMENT/PROGRAM Topic Sumirita Develop'iiip Operational Advancing Excelling A. SAFE AND POSITIVE ENVIRONMENT Some program areas are open without adult supervision. Updated bulletin boards and member pictures are not consistently displayed. Members have limited knowledge of the rules and are not engaged in helping to reinforce positive behavior. Staff, volunteers, and junior staff are not clearly identifiable and do not have training in emergency procedures. A by boards, displayed. o help staff the trained I program areas are staffed continually a responsible adult. Updated bulletin posters, and member pictures are Members are knowledgeable ' rules and are expected to promote and reinforce positive behavior. All is clearly identifiable, is aware of Club's atmosphere and safety, and is in emergency procedures. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of safe and positive environment. The Club consistently meets all practices in the area of safe and positive environment and provides added value through local practices. B. SUPPORTIVE RELATIONSHIPS Staff situations ensures a member. irformal resolution, setting. Member p-ogress staff models encouraged Several small conversations. ❑ knows names, interests, and family of regular members. Staff that regular Club members have relationship with at least one staff Staff members are trained in guidance techniques, conflict decision -making, and goal All members go through a new orientation. Staff discusses the of new members in weekly meetings. All staff is positive role for members and friendships are and supported at the Club. areas of the Club encourage -group interactions and quiet El• ❑ • • Li• ❑ • Staff knows the names of regular Club members. There is no planned attempt to ensure every member develops relationships with at least one staff member. Limited attention is spent on the transition of new members and staff do not view themselves as role models for members. Limited time is spent developing peer -to -peer relationships at the Club and there are few spaces available for small groups or quiet pursuits. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of supportive relationships. The Club consistently meets all practices in the area of supportive relationships and provides added value through local practices. May 2006 Page 2 31 Topic ;u►ary Developing Operational Advancing Excelling, C. OPPORTUNITIES AND EXPECTATIONS Staff to weekly, calendar activities fcr with staffed operating st-ategies expectations citizenship, avoidance st education, are engage ❑ • • ❑ ❑ • ■ ❑ ❑ ■ ■ ❑ Little time is spent planning the overall Club program. The Club provides limited opportunities in the five -core program areas. Few computers are available for member use and Internet access is not available. Members do not receive a consistent, strong message about the importance and expectation of character, citizenship, leadership, health, and wellness, avoidance of risk behaviors, academic success, graduation, post -secondary education, and career plans. Members do not have a choice in how they spend their time at the Club. meet regularly and work together develop and implement a daily, monthly, and yearly program that ensures a range of in all five -core program areas all age groups. A technology center . quality equipment is available, and well utilized throughout hours. A wide variety of are used to express high for all members' character, leadership, health, wellness, of risk behaviors, academic ccess, graduation, post -secondary and career plans. Members able to choose what activities they in while at the Club. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of opportunities and expectations. The Club consistently meets all practices in the area of opportunities and expectations and provides added value through local practices. D. FUN Fun, scheduled P and members. based d'scussed staff "on ■ ■ ❑ ■ ❑ ❑ ■ ■ ❑ ❑ ■ ❑ Fun, interest -based activities are restricted to the gymnasium and games room. The Club has adequate space for its program needs, but the building lacks attractive features for young people. Staff members implement activities and programs exactly as prescribed; there are no modifications to attract or retain the interest of young people. interest -based activities have been for all areas of the Club. •ogram areas of the Club are organized designed to be attractive to all The infusion of fun, interest - activities into all program areas is in weekly staff meetings. All members have a ready supply of -the -spot" fun games. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of fun. The Club consistently meets all practices in the area of fun and provides added value through local practices. E. RECOGNITION S d participation strategize redirect staff regularly rrembers' p'oviding young n-otivations and ■ ■ ❑ ❑ ❑ ■ ❑ ■ ■ ■ ■ ■ Staff members acknowledge the presence of young people by speaking to as many young people as they can as they walk through the Club. Major awards and accomplishments are prominently displayed. The Club provides extrinsic rewards to encourage program participation and celebrate program completion. aff members meet on a weekly basis to . scuss successes and shortcomings in of youth. Staff members on the best ways to reward or young people's behavior. The has an established system for displaying and updating work and achievement and of extrinsic rewards and assisting people in developing intrinsic to participate in program attain outcomes. The Club meets all statements in the operational category and consistently implements 75% of the practices in the area of recognition. The Club consistently meets all practices in the area of recognition and provides added value through local practices. May 2006 Page 24 of 31 Ticir'u r nary Developing Operational an Advancing Excelling F. OVERALL CLUB ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ■ ❑ ■ OPERATIONS AND Club operates on average at less than Club operates on average at 75% to 85% The Club meets all statements in the The Club consistently meets all in Club SUPPORT 75% of optimal daily attendance, less than 30% of members participate two of of optimal daily attendance, 31% to 45% members participate two or more operational category and consistently implements 75% of the practices the area of overall operations and support and provides or more times per week throughout the times per week throughout the year, and practices in the area of overall Club added value through local practices. year, and there are no membership there are written membership operations and support. recruitment or retention plans. The recruitment and retention strategies. The Club has minimum operating hours and Club operates six days per week and at some members are unable to least five hours per day and membership participate because of fees. The Club and program fees exclude some collects membership information and members, but scholarships are provided. daily attendance. There are few The Club has an ongoing system for partners and limited community events measuring and assessing the reach and take place at the Club. Parents seldom impact of the Club. Club has outstanding participate in Club activities. community partnerships and hosts a number of ongoing community meetings and special events. Parents are encouraged to be involved in the Club. G. TEENS 'lhhe • ❑ ❑ CI• ❑ • • ❑ ❑ • ❑ The Club has dedicated hours and a Club has dedicated program hours The Club meets all statements in the The Club consistently meets all modest budget for teen programming. dr space as well as an annual budget for operational category and practices in the area of teens and The Club's teen program is a version ten programs that reflects a consistently implements 75% of the provides added value through local of the core program experience for all commitment to serve significant practices in the area of teens. practices. members. There is little involvement of teens in the development and implementation of programs and activities. There are regular opportunities for teens to provide numbers of teens. The Club provides a nique experience for all members. eens are engaged in the development d implementation of programs and tivities. There is an active, year-round service to their Club. Teens with innate leadership abilities are provided junior iS staff program for teenagers. There an ongoing process, via Club ongoing opportunities to utilize and programs and activities, to develop new develop their leadership skills. teen leaders in the Club. H. TRANSITIONS The ❑ ❑ ❑ Club has defined policies on how • • ❑ • • • ❑ • ❑ There are no policies for how members The Club meets all statements in the The Club consistently meets all enter and exit the building. The front members enter and exit the building. operational category and practices in the area of transitions entry is not distinguished by check -in- The entry area is clearly defined and consistently implements 75% of the and provides added value through desk staff. Members are not greeted as staffed. Members are greeted by first practices in the area of transition. local practices. they enter the building and name as they enter the building and must membership cards are not required. present a membership card to gain entry. The Club does not conduct a new The organization conducts an orientation member orientation and there are few for new members and daily, weekly, and program schedules on display. monthly schedules are posted in a prominent location and at the entrance of each program area. May 2006 Page ; 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) MARKET=NG AND COMMUNICATIONS Topic Summ i Develop. Operational Advancing Excelling A. BOARD INFLUENCE AND INVOLVEMENT There C other ■ ■ ■ ■ ❑ ❑ ■ ■ ■ ❑ ■ ■ No board or staff leaders of the organization are involved on other community boards or groups. is limited involvement by ub board and staff leaders on community boards and groups. The organization has (board and staff) representation on issues affecting youth through community boards, commissions and civic organizations. The organization has active board and staff representation on various community boards, commissions and civic organizations that affect decisions and influence/advocate for youth issues. B. IMAGE ❑ ❑ ❑ Facilities, vehicles and other Club assets are poorly maintained and often used in a manner that does not reflect a positive image. Facilities, assets a positive ■ • • ❑ ❑ ■ ■ • ■ vehicles and other Club are maintained and utilized in manner that generally reflects a image. The organization's facilities, vehicles and other Club assets are maintained and utilized in a manner that reflects a positive image. The organization uses external market resources to support and develop its image. The organization's facilities, vehicles and other Club assets are maintained and utilized consistent with written guidelines and training and in a manner that always reflects a strong positive image. The Club measures external market research and implements plans for improvements. C. MEDIA RELATIONS Tie occasional representatives advertising ■ ■ ■ ■ ■ ❑ ❑ ■ ❑ ■ ■ ■ There is little or no attempt to maintain contact with local media representatives. organization has periodic or contact with local media for publicity and purposes. The organization has regular, planned contact with local media representatives for publicity and advertising purposes. The organization has a written plan for ongoing contact with local media representatives and maintains a local media list. The organization maintains.and reviews a written plan for ongoing contact with all local media, both for publicity and advertising. The plan maximizes media exposure and results are published in a quarterly report to the board. D. BOYS & GIRLS CLUBS OF AMERICA MARKETING MATERIALS The Clubs announcements o rr Girls rr ■ ■ ■ ■ ❑ ■ ■ ■ ■ ■ ■ ❑ The organization does not use Boys & Girls Clubs of America marketing materials or they are used with very poor adaptation. organization uses Boys & Girls of America public service sporadically. The ganization does not coordinate edia requests with other Boys & Club organizations in the same edia market. The organization regularly uses Boys & Girls Clubs of America public service announcements and marketing materials. The organization coordinates with other Boys & Girls Club organizations in the same media market, and localizes ads only as appropriate. The organization uses Boys & Girls Clubs of America public service announcements and marketing materials. Local campaigns are created and implemented to augment and complement Boys & Girls Clubs of America advertising materials. May 2006 Page 26 of 31 Topic Summary D teloping Operational Advancing Excelling E. MARKETING STRATEGY The and that implement recognition Club(s). Boys advertising, announcements rr ❑ ■ ■ ❑ ❑ ■ ❑ ■ ❑ ❑ ■ ■ The organization has no Marketing and Communications Committee and little, if any, activity underway to promote awareness of and support for its Club(s). organization has a Marketing Communications Committee meets occasionally to plan and efforts to gain and support for its The organization utilizes & Girls Clubs of America's public service and other marketing aterials. The organization has a Marketing and Communications Committee which meets regularly and has developed and implemented a written strategy to gain recognition and support for its Club(s) as "The Positive Place for Kids," including a written plan for targeting appropriate publics. The organization has an active Marketing and Communications Committee leveraging outside resources to assist in developing and implementing an aggressive written strategy and plan for positioning its Club(s) for community/brand recognition and support as "The Positive Place for Kids," with written outcome measures resulting in income streams for the organization. F. COMMUNICA- TIONS/PUBLIC RELATIONS CAMPAIGN T p o- public. ❑ ■ 0 ■ ■ El ■ ■ ❑ ■ ❑ The organization has no public relations/communications program. iere is a limited communications ogram, which includes utilization appropriate media to reach the The organization implements a year- round written communications/ public relations program including utilization of appropriate media to reach each public; allocation of budget; and evaluation of total program. The organization implements a comprehensive written communications/public relations program including utilization of appropriate media to reach each public, allocation of at least 5% of budget and evaluation of the total program. G. PROMOTIONAL MATERIALS REFLECT POPULATION SERVED Promotional reflect • ❑ ❑ • ❑ • • • • •El■ Promotional materials do not reflect diversity of the organization. materials occasionally diversity of youth. Promotional materials usually reflect diversity of the youth and staff. Promotional materials always reflect diversity of the youth, staff and board. H. CRISIS MANAGEMENT PLAN ❑ ❑ ❑ There is uncertainty as to who speaks for the organization and with what message. There p (CPO) organization. ❑ • ❑ CI ■ ■ • is a written crisis management an. The chief professional officer usually speaks for the The organization has a designated spokesperson with written guidelines for responding to crises that are clearly understood by board and staff members. The organization has a written crisis management plan approved by the board that is clearly understood by board and staff members. Response to crises is reviewed and rehearsed at least annually. I. BOYS & GIRLS CLUBS OF AMERICA'S GRAPHIC STANDARDS The Girls o`i a complies standards. 000 Vendors, staff, and board members receive annual orientation and training on graphic standards. ❑ • ❑ 0 ■ ❑ • Adherence to graphic standards is limited. current service mark of Boys & Clubs of America is displayed the outside of its building and on I appropriate printed matter and with approved graphic Staff and board share best practices and adherence to graphic standards with the Movement. May 2006 Page 31 Topic. &num:nary Developing Operational Advancing Excelling J. INTERNET UTILIZATION AND WEBSITE MANAGEMENT T Web quarterly. available organization dubs standards t • ❑ ■ ■ ❑ • ❑ ■ • ❑ ■ ❑ The organization lacks a functioning, professionally developed Web site. to organization maintains a basic site that is updated at least There is little use of marketing materials. The meets Boys & Girls of America's graphic and the site contains a link www.bgca.org. The organization's Web site contains essential, accurate information about Club programs and events and is updated monthly. There is a designated staff person or volunteer to update and maintain the organization's Web site. National marketing materials are regularly downloaded and used. The organization maintains a high - quality, regularly updated Web site. Email inquiries from the public are answered promptly. Resources are downloaded and used. Acost- benefit analysis is conducted annually. May 2006 Page 28 of 31 STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE) FACILITIES 6;pie.Summary Developing Operational Advancing Excelling A. SAFETY u E n v .N E. i PI 5 T3 • 0 0 • • D O • • • • • Club personnel are not easily identified. Configuration of building makes it difficult to supervise youth. Building and grounds do not appear secure. There is no emergency plan in place. The facility has a basic security system in place. tie board has established a 3mmittee to ensure Club safety and aintenance. Club staff is easily lentified. There is controlled cess to the building. Building(s) 'are regularly inspected by the fire There is good visibility all activity spaces. A written isis plan is available to all staff. uildings and grounds are free of .immon hazards. Emergency exit oors are unblocked, clearly arked, alarmed, and operable. Clothing or ID easily identifies Club staff. There is controlled access to property and buildings. The organization has an electronic security system that is monitored externally. Entrance routes are observable and controllable at all times. There is walk -by visibility into all program areas as well as video and/or staff monitoring capabilities internally and externally. The organization provides documented crisis response training for all staff. STRATEGICALLY Facilities effective number • • • • • ElB. • • • Facilities are located in an area that is clearly inappropriate for access by large numbers of youth. are located in a marginally area for reaching a large of youth. The organization's facilities are located so as to reach and serve a large number of targeted youth. The organization's facilities are strategically located so as to reach and serve a large number of targeted youth. The organization conducts a periodic review to assure continued location appropriateness. LOCATED C. ADEQUACY OF FACILITIES The facilities equipped varied • O 0 • • • • • • ❑ • • The organization operates poorly equipped, limited facilities only capable of housing a marginally varied and diversified program. organization operates limited that are adequately and capable of housing a and diversified program. The organization operates facilities that are adequately equipped and capable of housing a varied, diversified program. The organization operates optimally equipped facilities capable of housing a varied and diversified program.. D. MAINTENANCE OF FACILITIES All grounds, a`e p-operly odes, o-dinances. • D El • • • O • El Facilities are believed to be safe, but are not regularly cleaned or repaired to remain functional. components of building, equipment and furnishings cleaned regularly and operate in accordance with local applicable laws and The organization has a written maintenance schedule for cleaning, for repairing and replacing equipment and furnishings as needed. The organization has a written, multi -year preventive maintenance plan and upgrade schedule. May 2006 Page : 31 Toic Summary Developing . Operational Advancing Excelling E. AGE APPROPRIATE - NESS P b.th space G e.ch g, ■ ■ ■ • 0 ■ ■ ■ ■ ■ 0 Facilities attract children and teens, Facilities but there is no apparent effort to address different age groups' needs by providing age -appropriate equipment and furniture. ogram areas are functional for children and teens with shared but distinct equipment. es, toys, books and furniture for age group are available and in od repair. Program areas are dedicated for two age groups (6 to 12 and 13 to I8). Games, toys and books for each age group are available and in good repair. Furniture is kid/teen friendly. Within each program area there are dedicated spaces for 3 main age groups (6 to 9, 10 to 13, and 14 to 18). Games and toys for each age group are available and in good repair. Furniture is available in 3 sizes to accommodate most members. Pertinent information is displayed at eye level of target audience. F. CLUB ENVIRONMENT E P f.r o t• ❑ ■ ❑ ■ ■ ■ ■ • ■ • 0 ❑ Program spaces are inadequate in size/proportion for use. Decor is drab, outdated, mismatched or disorganized. tire facility is clean and well lit. ogram spaces are of adequate size function. Color scheme may be t of date but clean. Light levels d sound controls are adequate for ks; temperature is appropriate. Program spaces are of adequate size and proportion and can be used for multiple functions Color scheme is fun and child -friendly, and there is a sense of order in the space without it being rigid. Light levels, sound control and temperature support the Club environment. Program spaces are inviting, are of adequate size and proportion and support several different furniture arrangements for different learning styles. The color scheme is fun and child -friendly and planned to enhance environment. Light sources exceed recommended standards and include abundant natural light. Sound levels and temperature are conducive to fun and learning. G. FINANCIAL RESERVES FOR MAINTENANCE T f i c.st c.stly • ■ ❑ ■ ❑ ■ ■ ■ ❑ ■ ❑ ❑ There is no plan or provision for major repairs and improvements to facilities and equipment. e organization usually finds nding for major repairs and provements, sometimes at the of operating income or with delays. The organization has access to funds for major repairs and improvements to facilities and equipment The organization has a designated facilities reserve fund. The organization has designated adequate financial reserves for the maintenance and replacement of facilities and equipment. H. PLANNED MAINTENANCE b f ■ ■ ■ ■ ■ ■ ■ ■ ❑ ■ 0 ❑ The planned maintenance program, if any, is superficial and sporadic, responding primarily to urgent conditions. ere is an informal planned aintenance program characterized frequent inspections of major cilities and equipment. The organization has a systematized, ongoing planned maintenance program. The organization has a written planned maintenance program, complete with schedules and accountability assignments. May 2006 Page 30 of 31 Topic Summary Developing Operational Advancing Excelling I. FACILITY/ EQUIPMENT USAGE POLICY ❑ ❑ ❑ There are no established policies for the use of facilities by others during non -Club hours. ❑ ❑ ❑ Toe organization has policies regarding the use of facilities by others during non -Club hours. ❑ ❑ ❑ The organization has established written policies for use of its facilities by others during non -Club hours. ❑ ❑ ❑ The organization has formal, comprehensive policies for the use of its facilities and equipment by others that are reviewed annually by the board in line with budget considerations. J. GENDER INCLUSION AND ACCESSIBILITY ❑ ❑ ❑ Facilities and equipment favor one gender. ❑ ❑ ❑ F icilities and equipment are generally reflective of gender needs it appropriate balance and are g-adually improving. An effort is trade to mainstream disabled children as needed. ❑ ❑ ❑ Facilities and equipment are reflective of gender needs, and a written plan is being implemented for needed changes. ❑ ❑ ❑ Facilities and equipment reflect full and equal consideration for girls and boys. A written plan is in place to make the building compliant with the Americans with Disabilities Act. May 2006 Page: 31 RESOLUTION 2011 — RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY AUTHORIZING THE MAYOR TO EXECUTE A 20-YEAR LEASE BETWEEN THE CITY AND THE BOYS' AND GIRLS' CLUB OF GREATER SAN DIEGO, INC., FOR THE CITY -OWNED LAND AND BUILDING LOCATED AT 1430 D AVENUE, AND RESCINDING RESOLUTION NO. 2010-273 WHEREAS, in December, 2008, shortly after the Boys' and Girls' Club of National City merged with the Boys' and Girls' Club of Greater San Diego, Inc., ("BGCGSD"), the City entered into a month -to -month lease with BGCGSD of its land and building at 1430 D Avenue (the "Property") with the understanding that a long-term lease would eventually be entered into; and WHEREAS, BGCGSD and the City are now desirous of entering into a long-term lease for the Property for the purpose of maintaining a clubhouse thereon, and for promoting the physical, mental, and moral well-being of the boys and girls of the City of National City, and for boys and girls in the immediate vicinity; and WHEREAS, the term of the Lease will be for a period of 20 years with an annual payment to the City of $1.00; and WHEREAS, the use of the Property for the purpose of a Boys' and Girls' Club will promote the general welfare of all the inhabitants of the City of National City; and WHEREAS, Resolution No. 2010-273, approving a previous version of the Lease, should appropriately be rescinded. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of National City hereby authorizes the Mayor to execute a Lease with the Boys' and Girls' Club of Greater San Diego, Inc., for the land and building located at 1430 D Avenue. Said Lease is on file in the office of the City Clerk. BE IT FURTHER RESOLVED that Resolution No. 2010-273 is hereby rescinded. PASSED and ADOPTED this 16th day of August, 2011. Ron Morrison, Mayor ATTEST: Michael R. Dalla, City Clerk APPROVED AS TO FORM: Claudia G. Silva City Attorney Esther Clemente From: Mike Dalla Sent: Wednesday, August 17, 2011 11:39 AM To: Esther Clemente Subject: FW: Boys and Girls Club Lease FYI Original Message From: George Eiser Sent: Wednesday, August 17, 2011 11:03 AM To: Ginny Miller Cc: Mike Dalla Subject: RE: Boys and Girls Club Lease Both parties should have an original. I know of no obstacle to having the City's original recorded, and returning the other to the Boys and Girls Club. Although the Club's original will not be recorded, we should still have both originals notarized, so they are identical. George Riser Legal Counsel Office of the City Attorney City of National City 1243 National City Boulevard National City, CA 91950 619-336-4221 Original Message From: Ginny Miller Sent: Wednesday, August 17, 2011 10:10 AM To: George Riser Cc: Mike Dalla Subject: RE: Boys and Girls Club Lease The signature pages have been signed for notarization. I thought there should only be one original of a recorded document?? Who is their attorney? I need to provide the name & address to the Clerk's office since they process all agreements. Ginny Miller Original Message From: George Eiser Sent: Wednesday, August 17, 2011 9:48 AM To: Ginny Miller Cc: Mike Dalla Subject: Boys and Girls Club Lease Ginny, The Council approved the Boys and Girls Club lease last night!! :):) The lease must be recorded, so the Mayor's signature must be notarized. One signed original should then be sent to the atty for the Club, and one sent to the City Clerk to be recorded. Thanks. 1 Page 1 of 2 Esther Clemente From: Mike Della Sent: Wednesday, August 17, 2011 11:25 AM To: Esther Clemente Subject: FW: Lease between City of National City and Boys and Girls Club From: George Eiser Sent: Wednesday, August 17, 2011 11:22 AM To: Mike Dalla Cc: Ginny Miller Subject: FW: Lease between City of National City and Boys and Girls Club Mike: The fully -executed original of the lease should be sent to Laura Bright, the attorney for the Boys and Girls Club, addressed as follows: Laura B. Bright, Esq. White & Bright 970 Canterbury Place Escondido, CA 92025 Thank you. George Eiser Legal Counsel Office of the City Attorney City of National City 1243 National City Boulevard National City, CA 91950 619-336-4221 From: George Eiser Sent: Wednesday, August 17, 2011 11:14 AM To: Laura Bright Cc: Mike Della; Ginny Miller Subject: Lease between City of National City and Boys and Girls Club Laura: At last evening's meeting, the City Council approved the 20-year lease of 1430 D Avenue to the Boys and Girls Club. The version of the lease that was approved was the one most recently signed by the Club's representatives. Once the lease is signed by the Mayor, the City Clerk will send you an original. Thank you for your courtesy and cooperation in bringing this matter to a mutually satisfactory conclusion for our respective clients. George Eiser Legal Counsel Office of the City Attorney 8/22/2011 COUNTY OF SAN DIEGO Ernest J. Dronenburg, Jr. ASSESSOR/RECORDER/COUNTY www.sdarcc.com ASSESSOR'S OFFICE 1600 Pacific Highway, Suite 103 San Diego, CA 92101-4056 (619) 236-3771 * Fax (619) 557-4056 Correspondence Number: 127117820110825 CITY CLERK CITY OF NATIONAL CITY 1243 NATIONAL CITY BLVD NATIONAL CITY, CA 91950 Dear Sir/Madam: CLERK RECORDER/COUNTY CLERK'S OFFICE 1600 Pacific Highway, Suite 260 P.O. Box 121750 * San Diego, CA 92112-1750 Tel. (619) 238-8158 *Fax (619) 557-4155 We are returning your LEASE UNRECORDED for the following reason(s): August 25, 2011 The enclosed document was received with additional unstapled, unmarked pages. References to any attachments should be included in your document (i.e. "See Exhibit 'A' attached"). Please label unmarked pages accordingly and attach them to your document for recording. (Government Code 27203) Please provide a self-addressed stamped envelope for return of the conformed copy. For your convenience, recording fees and document requirement information is available on our website which is shown above. Thank you for your cooperation in resolving this matter. Please return this correspondence with your document(s). If you have any questions, please call our Customer Service Desk at (619) 238-8158 and press 0. Enclosure(s) Very truly yours, Deputy Recorder MKENNARD +*CA<I INcoRpp tdaro September 6, 2011 Mr. Ernest Dronenburg Assessor / Recorder / County Clerk County of San Diego P.O. Box 121750 San Diego, CA 92112-1750 Dear Mr. Dronenburg, OFFICE OF THE CITY CLERK 1243 National City Blvd. National City, California 91950 Michael R. Dalla, CMC - City Clerk 619-336-4228 phone / 619-336-4229 fax We are submitting the following documents in duplicate for recording: 20-YEAR LEASE AGREEMENT: WITH THE BOYS' AND GIRLS' CLUB OF GREATER SAN DIEGO, INC., FOR THE CITY -OWNED LAND AND BUILDING LOCATED AT 1430 D AVENUE Please note the recording information on the duplicate copy provided, and return it to the Office of the City Clerk. Sincerely, Michael R. Dalla, CMC City Clerk Enclosure OFFICE OF THE CITY CLERK 1243 National City Blvd. National City, California 91950 Michael R. Dalla, CMC - City Clerk 619-336-4228 phone 619-336-4229 fax August 22, 2011 Ms. Laura B. Bright, Esq. White & Bright 970 Canterbury Place Escondido, CA 92025 Dear Ms. Bright, On August 16th, 2011, Resolution No. 2011-183 was passed and adopted by the City Council of the City of National City, authorizing execution of a Lease with the Boys' and Girls' Club of Greater San Diego, Inc. We are enclosing for your records a certified copy of the above Resolution and a fully executed original Lease. Sincerely, A Michael R. Dalla, CMC City Clerk Enclosures cc: City Attorney