Board Orientation

Table of Contents: About ECCF I. How to Login to Secured Site II. Policy List and Approval Dates III. What is a Community Foundation

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Trustees, Every year on July 1 we change the password for the secured website. The Trustee Login link for the secured website can be found on the top tool bar of the ECCF home page.

From there, you will find the orange “Log In” which takes you to the “Username or Email” and “My Password” section.

The User name is Trustees. (It never changes.) The new password (starting July 1st, 2022) is: 2022Heart!

If you have tried several times and the password doesn’t work, please email or call us with your IP address of your computer and wpDuo, our web provider, will clear the secured website IP address at their end. We will notify you when they are done and you should be able to log in.

Email office@eccfwi.org or call 715-552-3801.

Thank you for all you do for ECCF and our community!

Sincerely,

Sue Bornick

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Eau Claire Community Foundation Policies and Approval Dates

TRUST AGREEMENT

Approval Date 9.16.21

Trust Agreement

INVESTMENT AND SPENDING POLICIES

Approval Date 7.25.19 1.30.20 4.26.12 7.22.21

Contracting for Professional Services Investment Policy Statement Public Disclosure Policy and 990-T Signature Review Policy

FUND AND GRANT OPERATION POLICIES

Approval Date

Administrative Fee Schedule Donor Advised Fund Activity Policy Emergency Grants Policy Fiscal Sponsorship Policy Gift Acceptance Policy Grant Making and Due Diligence Policy Public Fundraising Policy Scholarship Policy and Procedures Society of Founders Fund for Operations Agreement

HUMAN RESOURCE POLICIES

12.6.19 12.9.19 12.6.19 12.6.19 3.3.20 12.6.19 10.20.20 9.14.16 Approval Date 12.6.19 12.6.19 12.6.19 4.28.22 12.6.19 12.6.19 12.6.19 10.20.20 12.6.19

Confidentiality Policy Conflict of Interest Policy Document Retention Policy ECCF Employee Handbook Nondiscrimination Policy Privacy Policy Social Media Policy Travel Policy Whistleblower Policy

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1. What is a Community Foundation?

A community foundation is a grantmaking public charity created by and for a community of people. It is supported by local donors and governed by a board of private citizens who work toward the greater good of the citizens in the community. Funds come from a variety of sources, including bequests and living trusts, and are invested in perpetuity. The investment earnings are then distributed to worthy organizations or causes. There are more than 750 community foundations in the United States and more than 1800 worldwide.

Traditionally, a community foundation has four roles. It serves as a: 1. Builder and caretaker of permanent community resources 2. Service provider to donors 3. Grant maker 4. Convener, catalyst and collaborator within the community.

However, because community foundations reflect the changing nature of their communities, they are often as different from one another as the communities they serve are. The mission or focus of a foundation will change depending on its philosophy, stage of growth, and the size and composition of its asset base. They are essentially a hybrid, unlike its cousin the private foundation whose financial base most likely comes from a single donor, family or company.

A community foundation must demonstrate to the IRS that the community broadly supports it. Usually this means that at least one-third of its income comes from contributions from a diverse group of donors. Otherwise, it runs the risk of being classified as a private foundation.

2.

What are Legal Responsibilities?

There are three basic duties that board members take on as stewards of a foundation. Some states have codified these into state law.

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a. Duty of Obedience: Under this duty, board members may not approve an action by the foundation that violates its governing documents or applicable laws. As a new board member, you should have ready access to the foundation’s governing documents and ask questions if these include anything you do not understand. b. Duty of Care: Care, in this duty, might also be described as the duty to be well informed before making a decision. To enable informed choices, board members have a responsibility to review relevant materials, such as minutes, and reports or studies.

Board members must also make informed choices by accessing sources of information like committees, staff, or outside consultants, including legal counsel when needed. c. Duty of Loyalty: Board members must act solely in the foundation’s interest, avoiding conflicts of interest and maintaining confidentiality. A best practice for foundations is to ask board members annually to declare any conflicts, in accordance with the foundation’s Conflict of Interest Policy, and recuse themselves from voting when a conflict arises. Such policies often include a pledge to maintain the confidentiality of foundation discussions and actions as well. Pay particular attention to any entities with which you have financial or governance relationships, such as sitting on the board of a potential grantee organization or business interests you might have with a vendor to the foundation. These need to be declared, and your declaration recorded in meeting minutes.

It is essential, as a new board member, that you acquire the knowledge that will support your acceptance of the legal responsibility inherent in these three duties. Some violations carry monetary penalties for the organization and individuals involved, and violations have the potential to damage the reputation of the foundation. However, having a clear understanding of the basic legal responsibility of each member and of the board as a governing body will serve to protect you and the foundation.

3. What Governs a Community Foundation?

Your community foundation is subject to federal, state, and local laws. Your responsibility as a board member is to en­sure that all foundation activities meet the applicable legal requirements. You should also be on the lookout for other possible legal pitfalls, some of which are not clearly defined.

What is the Board’s Responsibility?

Because the foundation is a product of both state and federal law, it is subject to various legal rules and regulations. Board members need to be familiar with at least four areas: the Federal tax codes, the state nonprofit corporation law, the state charitable solicitation laws, and the state law regarding conflicts of interest.

As a governing Structure, the Board: • Sets the organization’s basic purpose • Oversees operations • Reviews and oversees compliance with the budget • Reviews the audit • Approves strategic plans • Approves major contracts and expenditures • Addresses potential conflicts of interest 5

• •

Ensures board continuity including maintaining minutes and documentation of board business as well as recruiting new members; and Determines employment and compensation of the chief executive and reviews his or her performance.

What Rules are imposed by the Federal Tax Code?

In order to maintain tax-exempt status, the most important thing to remember is that your foundation’s activities must further charitable purposes. The following rules ensure that this is true.

1.

Tax filing – Form 990 is required

2. Excess Benefit Sanctions – Tied to the requirement that activities meet charitable purposes in the rule that a foundation may not use its assets in nay way that results in “private inurement” - unfair or unreasonable tangible or economic benefits to individuals or companies.

3. Unrelated Business Income Tax - Although the foundation's purposes must always be charitable, it may carry on activities that do not substantially further those purposes as long as those activities do not become ends in themselves. Income from activities that do not further a charitable purpose is generally referred to as unrelated business income and, unless an exemption or exclusion applies, must be reported on Form 990-T. Any tax owed must be paid. What income is related or unrelated is often a complex question. Community foundations are most likely to have unrelated business income if they sell advertising in print publication, accept contributions of subchapter- stock, or include debt-financed property in their investment portfolios.

4. Gift Substantiation and disclosure – Gifts to the foundation are generally tax deductible for the donor. However, if the gift exceeds $250, that deduction is not available unless the donor has a receipt from the foundation. For cash gifts, the receipt needs to state the amount received. For gifts of property, the receipt must describe the property but should not indicate any value. The receipt must also tale that no goods or services were provided to the donor in exchange for the gift.

The foundation must also provide a receipt to any donor who makes a gift of more than $75 and receives goods or services in return. That receipt needs to state a goodfaith estimate of the value of those goods or services, and it must inform the donor that the eligible deduction is the value of what was contributed less the value of any goods or services. These rules do not apply to contributions from private foundations and other charities.

Gifts co donor-advised funds require a receipt from the foundation, regardless of the amount of the contribution, and must include a statement that the foundation has exclusive legal control over the contributed assets.

Are There Other Potential Legal Issues?

You may encounter myriad other legal issues in running your foundation, including: • state tax exemption (sales, property, etc.)

• employment law (including tax reporting and withholding requirements) • insurance (directors and officers, general liability) • intellectual property (copyright, trademark, and patent) 6

•

securities law (including the Philanthropy Protection Act of l995)

It is impossible to identify or have in-depth knowledge of every issue that might arise. As a board member, chances are you will never be required to know more than the basics.

However, the health and legal compliance of the foundation ultimately rest in your hands.

It is up to you to fulfill your oversight role.

If legal violations do occur, the state or federal government can apply a variety of enforcement tools including fines and civil or criminal action against individuals or the foundation. In egregious cases, the organization could lose its charitable status. Therefore, most boards rely on the guidance of experienced legal counsel to help them stay abreast of relevant legal issues.

4. What are the Board’s Fiduciary Responsibilities?

One of the most important responsibilities of board members is to ensure that the foundation’s fiduciary responsibilities are met. A fiduciary relationship is one in which one side places the utmost trust and confidence in the other to manage and protect the assets.

Fiduciary responsibilities include oversight of annual audits, internal controls, investment performance, compensation policy, and state and federal tax and regulatory filings, performed by board members. Another major aspect of this responsibility is ensuring that decisions are made for the good of the foundation.

The management aspect of foundation fiduciary responsibilities has two components: 1) Investment oversight requires that the board approve investment policies, review investment performance, and employ appropriate asset management. This function is becoming increasingly complex as foundations move into investments that relate to the mission of the organization (including mission related and program related investments and impact investing).

2) Fiscal oversight requires that the board develop the foundation budget, monitor financial performance, oversee annual independent audits, and ensure that internal controls are in place. Fiscal oversight also includes timely filing of tax and regulatory reports and determining reasonable rates of compensation for any paid employee (or on some boards, compensation for board service).

What Every Board Should Ask about the Foundation's Financial Health • • • • • • • •

Is our financial plan consistent with our strategic plan?

Is our cash flow projected to be adequate?

Do we have sufficient reserve? ls the endowment growing?

Are we regularly compar­ing our financial activity with what we have budgeted?

Are our expenses appropriate?

Do we have the appropri­ate checks and balances to prevent errors, fraud, and abuse?

Do we have a process in place that ensure compliance with donor intent?

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What Is D&O Insurance?

Risk management policies and procedures alone may not adequately protect your foundation or you against liability. Directors and officers (D&O) insurance helps protect board members and the foundation in the event of lawsuits. Some foundation indemnification policies, including a policy offered through the Council on Foundations, also pay legal costs for claims related to board service. A good D&O policy will also reimburse the foundation for indemnification expenses it may incur.

5. How Does a Community Foundation Raise and Handle Funds?

One of your jobs as a board member is to help build the foundation’s assets. In order to do this well, you need to know the foundation's potential donors, the kinds of funds your foundation holds, the kinds of gifts that help build those funds, and your role in raising money. Building your foundation's assets is a joint venture between board and staff. Board members work with senior staff to design a long-range plan that has measurable financial and marketing goals. The board must also ensure that their development plan is tied to the foundation's strategic plan.

What is the Development Committees Role?

Much of the foundation’s asset building is done through a development or advancement committee, whose primary role is to advise the foundation board and staff on all matters pertaining to fund development, including policy development and review and strategic planning. They oversee the development plan, carry out specific fund rais­ing activities, communicate with individual board members about their fundraising responsibilities, and work with management to ensure that the development tasks allocated to the board are completed.

The Importance of a Development Plan A development plan is a prioritized and systematic roadmap of how to achieve the foundation's fund­raising objective. A good plan includes: • measurable objectives, such as benchmark figures for major and planned gifts over a multi-year period • a work plan with staff responsibilities to meet these goals • clearly assigned volunteer responsibilities Specific development committee responsibilities often include: • developing and modifying policies regarding the acceptance of gifts or the creation of funds • making recommendations when proposed gifts do not comply with the foundation's policies • considering strategies to build the foundation's endowment Why Do Donors Give to a Community Foundation?

Giving to a community foundation helps donors of all types achieve their charitable and financial goals by pro­viding tools and resources that make giving easy, flexible, and effective. Community foundations provide: •

Local expertise: They have an in-depth understanding of the community’s challenges and the groups and individuals addressing them 8

• •

Community leadership: They play a key role. in addressing community needs, now and in the future Personalized service: They help individuals, families, businesses, and nonprofit agencies achieve their charitable and financial goals by providing tools and resources that make giving easy, flexible, and effective

What Happens After Someone Makes a Gift?

Once a gift has been made to a community foundation, the donor may have some say in how the funds are used, but they no longer have absolute authority over the funds. Although a donor can offer advice or recommendations to the foundation, once the gift is complete a donor cannot control when or to whom charitable distributions are made, or with whom the funds are invested.

Remember that once a donor makes a gift to the community foundation, the donor no longer owns it. The donor can name the fund, decide if it is to be endowed or passed-through, specify a charity as beneficiary, and designate a purpose for which the gift can be used.

However, the donor cannot wait to choose a recipient, control the timing of the distribution; require that a particular financial advisor irrevocably manage a gift, or require the foundation to hold assets (except if the asset is used directly in a charitable activity).

Donors can make recommendations, but they are subject to the approval of the foundation board of trustees.

What is a Material Restriction A material restriction is any condition imposed by a donor that prevents a community foundation from freely and effectively employing contributed assets or the investment return on those assets to further the community foundation's exempt purpose.

Can Community Foundations Ever Remove Donor Restrictions?

If, over time, a restriction on a gift no longer makes sense, there are a number of ways a community foundation might be able to remove donor restrictions.

First, a donor may agree to the change. The Uniform Management of Institutional Funds Act (UMIFA), enacted in most states, permits donors to consent to the removal of a donor restriction. Consult counsel on whether UMIFA, or a recently revised version of UMlFA, the Uniform Prudent Management of Institutional Funds Act, has been adopted in your state and whether, as adopted, the donor may release restrictions.

Second, the foundation may exercise it variance power. All community foundations are required to have this power that specifically allows the board to modify any restriction or condition on funds. Typically, this power is described in the foundation bylaws, although it may also appear in articles of incorporation or trust agreement or in the fund agreements themselves.

Examples of when a community foundation might exercise its variance power include when: • • •

a charity designated by the donor has ceased to exist a fund's purpose no longer makes sense a charity designated by the donor has become seriously dysfunctional or has significantly changed its original mission and purpose

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Because any attempt to alter donor restrictions can be controversial, it should be exercised with caution and only if the board feel that it is justified under the circumstances. As always, consultation with legal counsel is advisable.

Third, the foundation may remove restriction through court action. UMIFA permits courts to remove donor restric­tions if the restriction has become "obsolete, inappropriate, or impracticable." However, a court may not change an endowment fund into one that is not endowed. Notice of a proposed change must be given to the state’s attorney general.

Normally, the variance power that the donor grants to the community foundation should make it unnecessary to seek court approval to remove a restriction.

What is Variance of Power?

Variance power allows a community foundation to remove or modify a donor restriction if it becomes unnecessary, is incapable of fulfillment, or is no longer in the best interest of the community.

Under the community trust rules in the tax regulations, a fund will not be considered a component of a community foundation unless, among other things, the governing body has the power to "modify any restriction or condition on the distribution of funds for any specified charitable purpose or to any specified organization if, in the sole judgment of the governing body, such restriction or condition becomes, in effect, unnecessary, inca­pable of fulfillment, or inconsistent with the charitable needs of the community or area served."

Although the community trust rules only apply explicitly to community foundations created in the trust form, they have also been applied to assets held by community foundations organized in corporate form. Therefore, for a restricted fund to be considered a fund of the community foundation, and not a separate private foundation, the governing board must posses the variance power with respect to that fund. Under IRS rules, the authority to exercise the variance power may be granted in either the governing documents, board resolution, or the fund agreement. However, because a community foundation may have little or no opportunity to negotiate the terms of the gift instrument for testamentary gifts, variance power language must appear in the governing documents to ensure that the governing board possesses the variance power for all funds.

6. How Do Community Foundations Conduct Grantmaking?

The ability to award grants drives community foundations and is the end result of the fundraising, investment, and community study that came before it. Grants touch people.

They make a difference in the community. Grants that positively impact the community are one of the true measures of a successful community foundation.

What Kinds of Grants Do Community Foundations Make?

Your foundation may make grants that serve a variety of purposes. Some typical grant options are: • Project support: A project grant supports a prescribed set of activities to achieve a defined project outcome.

• Seed grants: These support new organizations or programs. The grantee can use the funds for planning, feasibility studies, or initial staff and operating costs.

• Research or planning grants: Research and planning grants give organizations or individuals time, support, and leverage to plan for and gather information on a specific project

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• • •

Matching or challenge grants: With these, your foundation pledges to match the amount an organization can raise from other sources. The match ratio may be 1:1 or greater.

General (unrestricted) or operating support: These grants can be used for the full range of grantee activities, including operating expenses and overhead.

Capital grants: These support land purchases, facility construction and renovation, and similar activities.

What Is the Grants or Program Committee’s Role?

This committee is composed of board members who are familiar with the community, best represent different aspects of that community, and under­stand the approaches and operations of the foundation's policies.

Usually, this committee: • works with staff to develop a grantmaking plan consistent with the foundation's mission and vision • reviews program focus areas and, based on community needs, recom­mend revision to the entire board • attends site visits-planned visits to potential grantees and their organizations-to learn about the nonprofits that the foundation fonds • reviews grant proposals and authorizes funding based on the proposal's merits, available funding, and foundation priorities • monitors compliance with donor restrictions on specific named fund • helps set the grantmaking budget • reviews the outcome of grants and the effectiveness of the programs the foundation supports What Do Foundations Look for in Grant Proposals?

• • • •

Importance: Should this project be done? Is it significant? Is there evidence that the project will trigger action or work that the community wants? Given your other funding opportunities, is this one worthy of support at this time?

Credibility: Does the applicant organization know what it wants to accomplish? Is there evidence chat it is currently achieving its goals? What kind of reputation doe the organization enjoy within its community and beyond?

Capability: What skills do the organization's staff and board have? Has the organization succeeded in similar endeavors of equal scale?

Feasibility: Can the project get done? Has the organization allotted enough time and money?

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Table of Contents: Governance

I.

Full Board and Committee Schedule

II.

Board Description

III. Trust Agreement for ECCF

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2022 Board, Committee and Events Schedule BOARD OF TRUSTEES January 27, 2022 April 28, 2022 July 21, 2022 September 8, 2022 October 27, 2022 January 26, 2023

Last Thursday of the following month of each quarter 7:30 – 9:00 a.m. - ECCF Plan date for the Strategic Planning meeting Review unrestricted Grants for approval, Audit review Introduce new Trustees (Please note date change for 2022 only) Strategic Planning Meeting 7:30 a.m. – 10:00 a.m.

Review Budgets Strategic Planning discussion

Development Committee Schedule Second Wednesday of every other month 7:30 a.m. - ECCF January 12, 2022 Plan speaker for Professional Advisor Event/Legacy March 9, 2022 Plan Professional Advisor Event/Spring mailing/ECCF Education Event/Legacy May 11, 2022 Plan Autumn Social/ECCF Education Event July 13, 2022 Finish Professional Advisor Event/Autumn Social/Annual Meeting September 14, 2022 Plan Holiday Professional Advisor mailing November 9, 2022 Complete Development plan for next year Communication Committee Schedule Second Tuesday of every other month 8:00 a.m. at ECCF January 11, 2022 Review Annual Report and Other Business March 8, 2022 Plan 25th Anniversary Meeting May 10, 2022 Plan Autumn Social/Annual Meeting Summer Newsletter July 12, 2022 Plan Annual Report September 13, 2022 Review final PowerPoint for Autumn Social/Fall-Winter Newsletter/Annual Report November 8, 2022 Review Annual Report Investment Committee Schedule 4 meetings with Investment Advisor 7:30 – 9:30 a.m. - ECCF Optional for Board of Trustees not on the committee January 25, 2022 End of year review April 25, 2022 Review Policy Statement July 25, 2022 Mid-year review October 24, 2022 Distribution policy review January 23, 2023 End of year review Operations Committee January 19, 2022 8:00 a.m. Final review of year-end expenses and next budget for Board approval.

October 20, 2022 8:00 a.m.

January 19, 2023 8:00 a.m.

Audit Committee April 20, 2022

7:30 a.m. – ECCF

Personnel Committee September 7 or 14 8:00 a.m. Schedule annually before the fall Operations Committee.

Nominations Committee February Annually

Gift Acceptance Committee As needed

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2022 Events ECCF June 20

September 8

ECCF’s 25th Anniversary Event: Join us as we celebrate 25 years of supporting the community and local nonprofits!

5:00 – 8:00 p.m.

Location: The Florian Gardens Board of Trustee - Strategic Planning Meeting 7:30 a.m. – 10:00 a.m.

Location: TBD

September 19 Autumn Social/Annual Meeting: Promote Legacy and new funds – learn about ECCF 4:30 – 7:00 p.m.

Location: Holiday Inn October 20

Professional Advisor Event: Educate PA on ECCF & tax law – EC credit available 3:30 – 5:30 p.m.

Location: TBD

Women’s Giving Circle March 3 Educational Event: Learn about the needs in our community 6:00 – 7:30 p.m.

Hybrid Event – Eau Claire Golf and Country Club and Virtual May 5

Spring Gathering: Learn about the grants distributed – WGC update 5:00 – 7:30 p.m.

Location: Eau Claire Golf and Country Club

November 1

Annual Meeting: Financial and committee update Time: 4:30 – 6:30 p.m.

Location: TBD

December 7

Gift of Giving Breakfast: Distribute grant checks Time: 7:30 - 9:00 a.m.

Location: Florian Gardens

TBD

Merry Mingle: Membership event Time: TBD Location: TBD

Eau Claire Public Schools Foundation April 14, 2022 Golden Apple Banquet Florian Gardens

September 22, 2022 Fore the Kids Golf Scramble (formerly Border Battle) Noon Registration Location: Wild Ridge Golf Course

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2021-2022 Grant Schedule Early November

Online application forms become available and are accepted until the deadline; an announcement is posted on the ECCF website, emailed to nonprofits, and sent as a press release

Nov. 11, 12-1 p.m.

Dec. 7, 2-3 p.m.

Jan 5, 11 a.m.-12 p.m.

Jan. 20, 11:45 pm Jan. 28 Late January February-March March 14 March 21

Informational meeting for grant applicants Grants Committee members are invited.

Informational meeting for grant applicants Grants Committee members are invited.

Informational meeting for grant applicants Grants Committee members are invited.

Grant applications are due Subcommittees are finalized and reviewers receive links to their assigned applications Application spreadsheets and grant descriptions are mailed to donor advisors Subcommittees meet to discuss scoring (locations and times determined by Subcommittee Chairs) Donor advisors’ grant recommendations are due Reviewers’ scores are due using the online evaluation forms (Please contact grants@eccfwi.org if you have questions.)

April 13, 7:30-9:30 a.m.

Final Grants Committee meeting to determine recommended grants

April 28 Early May

Board of Trustees meeting—grant recommendations presented for approval Applicants are notified of BOT decision and Grant Acceptance forms are sent.

NOTE: Grant checks are usually presented at the Annual Meeting in early June, but because of this year’s 25th Anniversary Celebration on June 20, 2022, grant checks will be mailed and grantees will be listed in the 25th Anniversary Event program.

*Applicant informational meetings are not required. They are for educational purposes only for applicants and interested Committee members.

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Title:

Board of Trustees (BOT)

Accountable To:

Donors, Community, and Organization

Major Purpose:

To act as a voting member of the Board with full authority and responsibility to develop policies, procedures, and regulations for the operation of the organization; to monitor the organization’s financial health, programs, and overall performance; and to provide the Executive Director with the resources to meet the needs of those the organization serves.

Ideal Composition: Eleven to seventeen members with diverse backgrounds and strong community commitment Length of Term:

Trustees serve one three-year term with the option to be asked to serve a second three year term.

Responsibilities:

Establish Policy Hire and evaluate the Executive Director Secure adequate funds for the organization Monitor finances Create and update strategic plan for the organization Adopt key operating policies and procedures Approve contracts, as appropriate Attend Board and other meetings Represent ECCF to individuals, the public and other organizations Support the organization through a personal financial contribution Serve on at least one committee

Board Structure:

Chair, Vice Chair, Secretary, Treasurer Committee Structure

BOT Meets Quarterly: January, April, July, and October – Last Thursday of the Month 7:30 a.m. – 9:00 a.m. at the Foundation

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Title:

Officers

Accountable:

Board of Trustees

Major Purpose:

Leaders of the Board of Trustees

Ideal Composition:

Chairman, Vice Chair, Secretary, Treasurer

Responsibilities: Board Chair: The Chair shall convene regularly scheduled Board meetings, shall preside or arrange for other members of the Executive Committee to preside at each meeting in the following order: Vice Chair, Secretary and Treasurer.

Vice Chair:

The Vice Chair will chair committees on special subjects as designated by the Board and also chairs Audit, Nominations, and Gift Acceptance Committees.

Secretary:

The Secretary shall be responsible for keeping records of the Board actions, including overseeing the taking of the minutes at all board meetings and making sure each Board member receives announcements, copies of minutes and an agenda. Assures that all corporate records are maintained.

Treasurer:

The Treasurer shall make a report at each Board meeting. The Treasurer shall chair the Operations Committee, assist in the preparation of the budget, help develop fundraising plans, and make financial information available to Board members and the public.

Structure:

Each officer position is for a two-year term.

Goals:

Each position is filled with a Board member that accepts the challenge and goals of the organization.

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9 WAYS TO BE A GREAT AMBASSADOR 1. Identify yourself as a Community Foundation trustee at every opportunity: • When you introduce yourselves to others • Anytime you are interviewed or honored • On your CV/resume • In your holiday letter to friends, family, and colleagues 2. Include www.eccommunityfoundation.org in your email signature.

3. Invite a friend to have coffee with you and a staff member.

4. Share the names of your professional advisors (accountant, attorney and/or financial planner, with the Community Foundation and we will prepare a letter to those people, over your signature, encouraging them to learn about us from you; and offering to introduce the staff to them.

5. Invite staff to speak at meetings you attend—nonprofits, church/synagogue, professional associations, service groups, staff meetings at work.

6. Introduce staff to the executive staff of organization on which boards you sit.

7. Bring staff to benefits and other public functions of organizations of which you are a part.

8. Bring staff to your workplace (or former workplace) and introduce them.

9. Tell your friends and colleagues what’s happening at the Community Foundation when they ask you “What’s new?”

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TRUST AGREEMENT FOR THE EAU CLAIRE COMMUNITY FOUNDATION Established: April 17, 1997

WHEREAS, the undersigned citizens of Eau Claire, Wisconsin, as well as other citizens of Eau Claire, Wisconsin, propose the creation of a trust fund for the purpose of encouraging and promoting worthwhile charitable enterprise in and around the Eau Claire area and for the purpose of providing a mechanism for people of goodwill interested in said area to make donations for the improvement of quality of life within said area for present and future generations; NOW, THEREFORE, the undersigned do hereby create and establish the EAU CLAIRE COMMUNITY FOUNDATION.

ARTICLE I. NAME The name of this foundation shall be the EAU CLAIRE COMMUNITY FOUNDATION.

ARTICLE II. DEFINITION A.

“Trust” and “Foundation” mean the Eau Claire Community Foundation.

B. “Gifts” includes the transfer of money or other property of any kind, real, personal or mixed, or any interest in property whether made by gift, delivery, grant, conveyance, devise, bequest or any other method of transfer.

C. “Fund” means property from time to time held by the trust hereunder regardless of the nature of the property or its investment.

D.

“Effective date” means April 17, 1997.

E. “Donor” means the maker of any gift to the foundation whether an individual, corporation, partnership, trust or other person or organization.

F.

“Trust Agreement” means this agreement.

G. “Charitable purposes” includes all purposes defined as deductible under Section 170 (2) (b) of the Internal Revenue Code of 1986 (the “Code”) H. “Qualified charitable organization” means an organization described in Section 170 (c) (1) or (2) of the Code.

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I. “Reasonable return of net income” means a reasonable return of net income (or appreciation when not inconsistent with the Foundation’s need for current income) with due regard to safety of principal and furtherance of charitable purposes of the Foundation, as determined from time to time by the Foundation Board.

J. Any reference in this Trust Agreement to a provision of the Code or the regulations implementing it includes the corresponding provisions in effect as of the date of the adoption of this provision and any subsequent changes to said law.

K. The “Eau Claire area” is defined as Eau Claire County and the surrounding area as deemed appropriate from time to time by the Board of Trustees.

ARTICLE III. PURPOSE OF THE FOUNDATION The purpose of the Foundation is to receive and accept property to be administered exclusively for charitable purposes, primarily in, and for the benefit of the people of the Eau Claire area, including for such purposes: A. To administer for charitable purposes property donated to the Foundation, especially to meet charitable needs of a new or innovative nature and generally to fulfill unmet needs and develop programs in educational, literary, arts, scientific, and other charitable fields.

B. To distribute property for such purposes in accordance with the terms of gifts to the Foundation not inconsistent with its purposes, as set forth in this Trust Agreement, or in accordance with determinations made by the Board of Trustees pursuant to this Trust Agreement.

C. To distribute property to qualified charitable agencies or organizations.

ARTICLE IV. THE BOARD OF TRUSTEES A.

Powers and Duties of the Board of Trustees:

1. The Board of Trustees is the Foundation’s ultimate governing body. Except as otherwise provided in this Trust Agreement, all the powers, duties and functions of the Foundation conferred by law or otherwise shall be exercised, performed or controlled by the Board of Trustees to carry out the aims and purposes of the Foundation. Its property and assets shall be managed or controlled to this end.

2. In addition to its other responsibilities, the Board of Trustees shall designate the charitable uses and purposes to which the income and corpus of the trust may be applied and shall appoint the beneficiaries who shall receive the income and corpus from the trust as particularly provided in Article VI below.

3. The Board of Trustees shall exercise the powers described in Treasury Regulation Section 1.170A-9(f)(11)(v)(B), (C) and (D) in the best interests of the Foundation.

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Unless otherwise approved by the Board of Trustees, all assets shall be held as component funds of the Foundation as provided in Section 1.170A-9(f)(11) of the Treasury Regulations.

Contributions to the Foundation shall be deductible as charitable contributions pursuant to Section 170 of the Code, and the Foundation shall not engage in any activities that may cause it to lose its exempt status under Sections 501(c)(3) or 170 of the Code or the associated Treasury Regulations.

4. The Board of Trustees is hereby committed to obtain information and to take other appropriate steps to see that the administration of funds of this Foundation is in accordance with the provisions of Treasury Regulation Section 1.170A-9(f)(11)(v)(F).

5. The Board of Trustees shall prepare a written statement of the goals and guidelines to be followed in investing and managing the Foundation’s funds, including the acceptable degree of risk to be assumed, the desired return on investment, the proportions of debt and equity securities to be maintained, the maximum amounts to be invested in a single security or industry, and a statement of the types of investments which are not permitted to be made with the Foundation’s funds, and to revise and update such a statement from time to time as it deems appropriate.

6. The officers of the Foundation shall be a Chairman of the Board, a ViceChairman, a Treasurer, and a Secretary, who shall also be members of the Board. Said officers shall be chosen by a duly adopted motion of the Board of Trustees and shall hold office until the later of the next annual meeting of the Board following their election, the expiration of their term (for Chair and Vice Chair), or until their successors are elected and qualified. The Board may also elect or appoint other officers, who need not be members of the Board.

7. The Board is authorized to employ such persons, including an executive officer, attorneys, accountants, money managers, agents and assistants, as in its opinion are needed for the administration of the Foundation and to pay reasonable compensation for services and expenses thereof. The Board of Trustees may also, from time to time, appoint, as advisors, persons whose advice, assistance and support may be deemed helpful in determining policies and formulating programs for carrying out the Foundation’s purposes, including an “Advisory Counsel” of local citizenry who, in the opinion of the Board, represent the interest of the community as a whole; such as subcommittees of the Board, as the Board may deem appropriate; and “Ex-officio” members to the Board, all as the Board deems reasonable and prudent. Such individuals’ tenure, authority and responsibilities will be solely within the discretion of the Board.

8. The Trustees, as such, shall receive no compensation for their services.

Members of any executive, standing or special committee may by resolution of the Board, be allowed such compensation for out of pocket expenses as the Board may deem reasonable.

9. Should any question arise concerning the qualifications of any member of the Board of Trustees, a decision in respect thereto by a majority of the members of the Board of Trustees not including such member shall be final.

10. The Board of Trustees shall adopt a Conflicts of Interest Policy consistent with the requirements of the Code as applicable to charitable organizations. The Conflicts of 21

Interest Policy shall apply to all Board members, committee members, employees, volunteers, agents, and contractors of the Foundation and its supporting organizations and affiliates. All covered individuals shall be required to provide an annual acknowledgment and disclosure statement with respect to conflicts and potential conflicts.

B. Number and Terms of Office: The initial Board of Trustees shall consist of eleven (11) members, thereafter the Board shall consist of an uneven number as agreed upon by twothirds of the Board, no fewer than nine (9) nor more than seventeen (17). The term of office for Trustees shall be three (3) years. The initial Board of Trustees shall have five (5) members selected to serve one year, three (3) members selected to serve for two (2) years, and three (3) members selected to serve for a full three (3) year term, thereafter, all terms shall be three (3) years.

A Board member may serve no more than a maximum of two (2) consecutive full terms and at an expiration of the successive years of such service a Board member shall not be eligible to be appointed or elected for a period of two (2) years. The exception to this rule shall be to allow a retiring member to fulfill his or her elected term as Board of Trustees Chair or, if newly elected or serving as the Vice-Chair, to allow the Vice-Chair to succeed to the position of Chair.

The term of office for the Chair and Vice-Chair shall be two (2) years. After serving a period of two (2) years as Chair, the Chair may move into the Past Chair position as ex-officio for a term of two (2) years, unless the second term of three (3) years has not expired then the Board of Trustees Chair would continue as a voting Trustee until the second term of three (3) years is served.

After the appointment of the original Board of Trustees, being the signatures to this Agreement, the election or appointment to the Board of Trustees shall be made by a vote of the remaining members of the Board of Trustees.

C. Qualifications: Members of the Board of Trustees shall be appointed or elected on the basis of knowledge of the educational, cultural, civic, moral, recreational, public and other charitable needs of the Eau Claire area, or on the basis of activity in or representation of public institutions or organizations in such areas. The purpose of this provision is to make the Board of Trustees generally representative of the public interest in these needs in the Eau Claire area. In considering the composition of the Board of Trustees, consideration shall be given to the need for representation of service clubs and representation of commercial and citizens groups.

D. Termination: Members of the Board of Trustees who by change of residence no longer reside within 20 miles of the Eau Claire area shall automatically cease to be members of the Board of Trustees. Failure without excuse acceptable to the Board of Trustees to attend three (3) consecutive regular meetings of the Board of Trustees shall operate as a tender of resignation.

E. Removal: Trustees may be removed from office with or without cause by an affirmative vote of a majority of the Board members taken at a meeting of the Board called for that purpose with notice to all Board members of such a meeting at least five (5) business days in advance indicating the purpose of the same. Removal shall be solely in the discretion of the Board.

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F. Vacancies: Vacancies in the Board of Trustees occasioned by death, resignation, refusal to serve, or otherwise, shall be filled for the unexpired term in the same manner as members of the Board are selected for regular terms. In addition to the unexpired term served by a new Board member, said Board member shall be eligible to serve an additional two (2) consecutive full terms as provided in Article IV, Section B. G. Community Representation: All members of the Board shall represent the entire Eau Claire area as that term is defined by the Board of Trustees.

H.

Meetings:

1. Regular meetings of the Board of Trustees may be held at such time and at such places within the greater Eau Claire area as may from time to time be determined by resolution of the Board, which the resolution may authorize the Chair to fix the specific date and place of each regular meeting.

2. The Board of Trustees shall have the power to fix the time for its annual meeting, to be held at its office or other place within the greater Eau Claire area, and such other meetings as it shall deem necessary. At each annual meeting, the Board of Trustees shall elect officers to fulfill expiring or vacant positions. It shall keep complete records of its proceedings, receipts, and disbursements.

3. A special meeting may be called by the Chairman of the Board, the Treasurer, or any three members of the Board acting in concert by giving 48 hour written notice specifically stating the purpose of such meeting.

4. The Board of Trustees shall act only at a duly called meeting at which a quorum is present or by electronic vote in which a quorum participates. A majority of the members of the Board of Trustees in office shall constitute a quorum. A vote of a majority of the votes entitled to be cast (a) by the members present or represented by proxy at a meeting at which a quorum exists, or (b) on an electronic motion on which no less than a quorum vote within five (5) business days of the motion, shall be an action of the Board of Trustees, unless a greater vote is required otherwise by this Trust Agreement.

5. Any Board meeting may be conducted by conference telephone or similar communications equipment by means of which all persons participating in the meeting can hear each other at the same time and participation by such means shall constitute such member being present in person at such meeting 6. Notice of all Board meetings, except as otherwise provided herein, shall be given forty-eight (48) hours before the meeting to the usual business or residence address of each Trustee, but such notice may be waived by any Trustee either orally or in writing. With the prior agreement of the Trustee, such notice may be given electronically to the electronic address provided by such Trustee. At any meeting at which every Trustee shall be present, or at a vote in which every Trustee participates, even without notice or waiver thereof, any business may be transacted. Presence at any meeting or participation in any electronic vote shall constitute a waiver of notice for that meeting or vote, as applicable.

7. A proxy appointment shall become effective when received by the Executive Director of the Foundation. Unless otherwise provided in the appointment form, a proxy 23

appointment may be revoked at any time before it is voted by written notice provided to the Executive Director. A proxy appointment shall be only for the meeting of the Board immediately following the delivery of the proxy to the Executive Director, after which time it shall expire.

8. The Board of Trustees shall, from time to time, prescribe the manner of signature or endorsement of checks, drafts, notes, acceptances, bills of exchange, obligations, and other negotiable paper or other instruments for the payment of money and designate the officer or officers, agent or agents who shall from time to time be authorized to make, sign or endorse the same on behalf of the Foundation.

9. The Board of Trustees may authorize any officer or officers, agent or agents, to enter into any contract or execute or deliver any conveyance or other instruments in the name ECCF and such authority may be general or confined to specific instances. When the execution of any contract, conveyance or other instrument has been authorized without specification of the officers authorized to execute, the same may be executed on behalf of ECCF by the Chair, Vice Chair, Secretary, or Treasurer.

I. Committees: 1. The Board of Trustees, by resolution adopted pursuant to Article IV, Section H, may designate one or more committees, each of which shall consist of one or more Trustees (one of which will Chair or two may Co-Chair) and such other members as appropriate. The designation of such committees and the delegation thereto of authority shall not operate to relieve the Board of Trustees, or any individual Trustee, of any responsibility imposed upon it, him, or her by law. The Board of Trustees shall approve all committee members both initially or as vacancies arise. Committees may be standing or ad hoc in the Board of Trustees’ discretion.

2. Each member of a committee shall serve until the earliest of the termination of the committee, or the length of term, or the resignation, or the removal of the member. The Board may remove any committee member for any reason.

3. Unless otherwise provided by resolution of the Board of Trustees, a majority of the whole committee shall constitute a quorum and the act of a majority of the members present at a meeting at which a quorum is present shall be the act of the committee.

4. A committee may adopt rules for its own governance not inconsistent with the Trust Agreement or with rules adopted by the Board of Trustees. All such rules shall be submitted to the Board of Trustees for its approval.

J. Liability for Actions: Neither the Board of Trustees, not any Trustee individually, shall be liable for negligent acts or failures to act of any employee, agent, or representative selected with reasonable care; nor shall they be liable for errors in judgment, acts done or committed in good faith on advice of counsel, or mistakes of fact or law made in good faith. The Foundation shall indemnify and hold harmless its Trustees, officers and agents consistent with the limitations set forth in this Agreement.

ARTICLE V. GIFTS TO THE FOUNDATION 24

A. Donors may make gifts to the Foundation by naming or otherwise identifying the Foundation. Gifts shall vest in the Foundation upon receipt and acceptance by the Board of Trustees or designees (whether a Foundation officer, employee, or agent), and each gift to the Foundation shall constitute a component part of the Foundation subject to the terms and conditions of the Trust Agreement. By making a gift to the Foundation, each donor accepts and agrees to all the terms of the Trust Agreement, which provides that any fund so created shall be subject to the provisions for presumption of donor’s intent, for modification of donor’s restrictions, conditions for amendments and termination, and to all other terms of the Trust Agreement.

B. If a gift is made to the Foundation in trust to make income or other payments for a period of a life or lives or other defined period, to any individuals or for non-charitable purposes, followed by payment to the Foundation, or in trust to make income or other payments to the Foundation followed by payments to any individual or for non-charitable purposes, only the payments to the Foundation shall be regarded as Foundation funds, subject to the Trust Agreement, and then only when the Foundation becomes entitled to their use. The Board of Trustees may take such action as it from time to time deems necessary to protect the Foundation’s rights to receive such payments.

C. Subject to the Trust Agreement and the Foundation’s policies and procedures, any donor (including any other qualified charitable organization) may, with respect to a gift made by such donor to the Foundation, place restrictions or conditions in the instrument of gift or transfer as to: 1. Field of charitable purposes or particular charitable purposes to be supported, including the charitable purpose of any charitable organization who so donates; 2. Particular charitable organizations to be supported; 3. Manner of distribution including amounts, times, conditions or payments and whether from principal and/or income; and 4. A name as a memorial or as an endowment fund account or otherwise for a fund given, or addition to a fund previously held, or anonymity for the gift.

D. Each fund of the Foundation shall be presumed to be intended: 1. To be used only for charitable purposes; 2. To be productive of a reasonable return of net income that (except during the period referred to in Article V, Section B, and subject to the Foundation’s policies) is to be distributed at least annually or if accumulated is to be accumulated only in a reasonable amount and for a reasonable period for a charitable purpose or purposes; and 3. To be used only for such of those purposes and in such manner as not to disqualify the gift from deduction as a charitable contribution, gift, or bequest in computing any federal income, gift, or estate tax of the donor or the donor’s estate and not to disqualify the Foundation from exemption from federal income tax as a qualified charitable organization described in Sections 501(c)(3) and 509(a)(1) or (2) of the Code, and shall not be otherwise 25

applied. If a restriction or condition by the donor, however expressed, would result in use contrary to the intent so presumed, or if the Board of Trustees is advised by counsel that there is substantial risk of such result, the restriction shall not be followed, but shall be modified by the Board of Trustees so far as necessary to avoid such result, except that if the donor has clearly stated that compliance with the restriction is a condition of the gift, then the gift shall not be accepted unless an appropriate judicial or administrative body first determines that the restrictions need not be followed. Reasonable charges and expenses of counsel for such advice and proceedings shall be proper expenses.

E. With respect to all component funds of the Foundation, whether expressly stated in any fund agreement, document, or communication with any donor, the Board of Trustees shall have the power to modify any restriction or condition on the distribution of funds for any specified charitable purposes or to any specified organizations if in the sole judgment of the Board of Trustees such restriction or condition becomes, in effect, incapable of fulfillment. The Board of Trustees shall exercise this power by a duly adopted motion. The Board shall have the unilateral right to reject any gift which, in the opinion of the Board, will not fulfill the Foundation’s objectives or will compromise the intent of the Foundation.

F. The Board of Trustees shall have the authority to enter into relationships with other organizations, which operate for the benefit of and to carry out the purposes of the Foundation.

G. No part of the net earnings of the Foundation shall inure to the benefit of any private individual, and no substantial part of the activities of the Foundation shall include carrying on of any propaganda or attempting to influence legislation. The Foundation is strictly prohibited from participation or intervening in any political campaign on behalf of any candidate for public office.

ARTICLE VI DISTRIBUTIONS AND DISBURSEMENTS A. The Board of Trustees shall, not less frequently than yearly, (i) determine all distributions to be made from net income and principal of the Foundation pursuant to provisions of the Trust Agreement and the donors’ restrictions or conditions, to the extent applicable; (ii) authorize payments to organizations or persons to whom payments are to be made, in such amounts and at such times, and with such accompanying restrictions, as it deems necessary to assure use for the charitable purposes in the manner intended; and (iii) determine all disbursements to be made for administrative expenses incurred by the Foundation and funds to be charged.

B. All determinations shall be on a duly adopted motion, unless otherwise expressly provided for by restriction or condition of the donor as a condition of the gift, which restriction or condition was accepted by the Board of Trustees. Every authorization and direction of the Board of Trustees shall be in writing and kept in the office of the Board of Trustees.

C. Determinations may be made to distribute principal from funds given without directions as to principal or income as well as pursuant to the directions expressly permitting use of principal.

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D. The Board of Trustees shall gather and analyze facts and conduct investigation and research as from time to time is necessary in order to determine the most effective agencies and means for meeting the needs of the Eau Claire area through distribution of funds given for charitable purposes, and may direct disbursements for such fact gathering and analysis, investigation, and research from funds given for such purposes or from funds given without direction as to purpose. Disbursements for other proper administrative expenses incurred by the Board of Trustees, including salaries for professional and other assistance as it from time to time deems necessary, shall be directed to be paid so far as possible first from any funds restricted by donors for such purpose, with any balance being paid from unrestricted funds or principal determined available for such purpose.

E. The Board of Trustees may, in furtherance of the Foundation’s charitable purposes when needs therefore have been determined and with appropriate provisions to assure use solely for such purposes, direct distributions to such persons, organizations, governments, or governmental agencies as the Board of Trustees determines can best carry out such purposes, or help create new qualified charitable organizations to carry out such purposes.

ARTICLE VII POWERS AND DUTIES OF THE BOARD OF TRUSTEES A. The Board of Trustees shall accept gifts only in accordance with and subject to the terms and conditions set forth in this Trust Agreement.

B. All gifts made to the Foundation for charitable purposes may be held and dealt with as a single fund, and the Board of Trustees shall not be under any obligation to retain any gift as a separate investment or in such manner that it shall be identified as a separate gift unless so directed by the terms of the gift, as accepted by the Board of Trustees, and in such case the Foundation shall be the legal and equitable owner thereof and shall exercise ultimate and direct authority and control over the funds provided by the gift. Directions for naming a fund as a memorial or otherwise may be satisfied by keeping under such name accounts reflecting appropriately the interest of such fund in each common investment or in the funds of the Foundation.

C. In administering the property of the Trust, unless the Board of Trustees has approved a donor provision otherwise, the Board of Trustees, in addition to any power and authority conferred by law, shall have the following powers: 1. To invest and reinvest the corpus and income of the Foundation in any type of real or personal property, including, among other things, securities, common trust funds, and any other property, whether or not eligible for trust investment under the laws of the State of Wisconsin, and to appoint money managers, including trust companies to actively manage some or all of the assets of the Foundation.

2. To retain gifts in the form and condition in which they may be made, notwithstanding such gifts which may not be a lawful investment for trusts under the laws of the State of Wisconsin.

3. To sell, lease for any period, convey, transfer, exchange, deliver and dispose of all or any part of the funds of the Foundation and make contracts concerning any such 27

funds, all at such prices and upon such terms and conditions as it shall deem expedient and proper; and to purchase, sell or write covered call options.

4. To consent to the extension, refunding or renewal of obligations or security therefor, and to the extension or renewal of any mortgage or lien securing the same.

5. To make, execute and deliver all proper receipts, bills of sale, conveyances, assignments, transfers, proxies, powers of attorney, and agreements as it shall deem best in the management and control of the securities and property of the Foundation. To this end, the Board shall direct any two of the four officers of the Board to execute necessary documents to accomplish the foregoing.

6. To vote or refrain from voting any corporate or other securities held by it; to give restricted or unrestricted proxies; to hold property, including stocks and other registered securities, in the name of a nominee without disclosing the interest of the Foundation except in its account or to hold such property in bearer form; to participate in reorganizations, mergers, consolidations, foreclosures, and liquidations; and to join with other security holders in delegating authority to deposing securities with, and acting through committees, depositories, voting trustees, and the like, and to accept and hold property or securities in lieu of any property or securities surrendered in accordance with any such plan; to exercise or sell subscription rights and pay security assessments.

7. To allocate receipts and disbursements to income or principal and to apportion losses to principal or income in accordance with reasonable accounting principles.

8. In general, subject to the terms and conditions hereof, to manage and control any and all funds or property deposited with the Board of Trustees if said Board were the absolute owner thereof, provided only that all such funds and property shall be devoted exclusively to the purposes set forth in the Trust Agreement.

ARTICLE VIII. MISCELLANEOUS A. Financial Reports: The independent auditor appointed or approved by the Board of Trustees shall prepare for the Foundation at least annually a financial statement, including a statement of assets and liabilities, and a statement of income, expenses, and distributions, and a list of projects and/or organizations to or for which funds were used or distributed for charitable purposes, and such other additional reports or information as may be ordered from time to time by the Board of Trustees. The auditor shall also prepare such financial data as may be necessary for returns or reports required by state or federal government to be filed by the Foundation.

The auditor’s charges and expenses shall be proper expenses.

B. Annual Reports: The Board of Trustees shall at least annually distribute a written report of its financial condition, activities, and distributions to representative persons and organizations in the Eau Claire area as selected by the Board of Trustees.

C. Books and Records: The Foundation shall keep correct and complete books and records of account and shall also keep minutes of the proceedings of its Board of Trustees and committees having any of the authority of the Board of Trustees. The Foundation shall provide a 28

method for public disclosure of its annual IRS Form 990 and such other documents and information as required by federal, state or local law.

D. Fiscal Year: The fiscal year of the Foundation shall be fixed by resolution of the Board of Trustees.

E. Waiver of Notice: Whenever any notice is required to be given by law or under the provisions of the Trust Agreement, a waiver of the notice signed or provided electronically by a person entitled by such notice, whether before or after the time stated therein, shall be equivalent to the receipt of such notice.

F. Dissemination Of Information: The Board of Trustees shall take all other appropriate actions to make the Foundation and its purposes known to the people of the Eau Claire area, and to seek gifts to the Foundation from a wide segment of the population of the Eau Claire area.

G. Compliance with State Statutes: The Foundation shall comply with the requirements of Wisconsin Statute 440.42 regarding charitable organizations, including all filings called for therein.

H. Incorporation: 1. The Board of Trustees of the Foundation may, subject to then-current applicable state and federal law, by a vote of two-thirds of its members, form and organize a non-profit corporation for the purposes of the Foundation as set forth in the Trust Agreement.

Such corporation shall be organized under the laws of the State of Wisconsin and shall, when organized, have the power to administer and control the affairs and property, and to carry out the purposes of the Foundation.

2. Upon the creation and organization of such corporation, the Board of Trustees of the Foundation is authorized and empowered to convey, transfer and deliver to such corporation all the property and assets then owned by or to which the Foundation is, or may be or become entitled, and upon the completion of such transfer, this trust shall terminate. Such corporation, if formed, shall have the same powers and authority as are vested in the Board of Trustees.

3. The articles of incorporation, the by-laws, rules and regulations, and any other provisions for the management of such corporation and its affairs and property, shall, subject to the provisions of Paragraph 1 of this Article, be such as the Board of Trustees of the Foundation then in office shall determine.

I. Status of Foundation: It is intended that the Foundation shall have, and continue to have, the status of an organization exempt from federal income taxation under Section 501(c)(3) of the Code that is other than a private foundation as defined in Section 509 of the Code. All terms and provisions of the Trust Agreement of the Foundation and all operations of the Foundation shall be construed, applied, and carried out in accordance with such intent.

ARTICLE IX.

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If the Foundation is dissolved for any reason, the assets of the Eau Claire Community Foundation shall be dispersed exclusively for the purposes of the Foundation in such a manner or to such organization or organizations established and operated exclusively for charitable, educational, religious, or scientific purposes, which shall at the time qualify as exempt organizations under Section 501(c)(3) of the Code.

ARTICLE X INDEMNIFICATION AND INSURANCE A. The Foundation shall indemnify any person who was or is a party, or is threatened to be made a party, to any threatened, pending, or completed civil, criminal, administrative, or investigative action, suit, or proceeding (other than action by or in the right of the Foundation), by reason of the fact that the person is or was a Trustee, officer, employee, or agent of the Foundation, or is or was serving at the request of the Foundation as a director, officer, employee, or agent of another corporation, partnership, joint venture, trust, or other enterprise, against expenses, including attorney’s fees, judgements, fines, and amounts paid in settlement actually and reasonably incurred by the person in connection with such action, suit, or proceeding, if the person acted in good faith and in a manner the person reasonably believed to be in or not opposed to the best interests of the Foundation, and, with respect to any criminal action or proceeding, the person had no reasonable cause to believe his or her conduct was unlawful. The termination of any action, suit, or proceeding by judgment, order, settlement, conviction, or upon a plea of nolo contendere or its equivalent, shall not, of itself, create a presumption that such person did not act in good faith or in a manner that the person reasonably believed to be in or not opposed to the best interests of the Foundation, or, with respect to any criminal action or proceeding, that the person did not have reasonable cause to believe that his or her conduct was lawful.

B. The Foundation shall indemnify any person who was or is a party, or is threatened to be made a party, to any threatened, pending, or completed action or suit by or in the right of the Foundation to procure a judgment in its favor by reason of the fact that the person is or was a Trustee, officer, employee, or agent of the Foundation, or is or was serving at the request of the Foundation as a director, officer, employee, or agent of another corporation, partnership, joint venture, trust, or other enterprise, against expenses, including attorney’s fees actually and reasonably incurred by the person in connection with the defense or settlement of such action or suit if the person acted in good faith and in a manner he or she reasonably believed to be in or not opposed to the best interests of the Foundation; except, no indemnification shall be made in respect of any claim, issue, or matter as to which such person shall have been adjudged to be liable for negligence or misconduct in the performance of the person’s duties to the Foundation, unless and only to the extent that the court in which such action or suit was brought has specifically determined that, in view of the circumstances of the case, despite the adjudication or liability, the person is fairly and reasonably entitled to indemnify for such expenses to the extent the court has deemed proper.

C. Expenses, including attorney’s fees, incurred in defending a civil or criminal action, suit, or proceeding may be paid by the Foundation in advance of the final disposition of such action, suit, or proceeding, upon receipt of an undertaking by or on behalf of the 30

Trustee, officer, employee, or agent, to repay such amount if it is ultimately determined that the person is not entitled to indemnification by the Foundation as authorized herein. Any such advancement shall be made by the by the Foundation on a case by case basis upon a determination that indemnification of the Trustee, officer, employee, or agent, is proper in the circumstances because he or she has met the applicable standard of conduct set forth in Section A or B of this Article. Such determination shall be made in any of the following manners: (a) by a majority vote of a quorum consisting of Trustee who were not and are not parties, or threatened to be parties, to the action, suit, or proceeding; or (b) by a written opinion by independent legal counsel, who is not an attorney or a firm with any attorney who has been retained by or performed services for the Foundation or any person to be indemnified within the past three years, where such opinion is requested by a majority of the disinterested Trustees.

The expenses incurred by a Trustee, officer, employee, or agent, in defending an action, suit, or proceeding referred to in Section A and B of this Article, including attorney’s fees, shall not be paid by the Foundation upon final disposition of the action, suit, or proceeding, or, if paid in advance of the final disposition of the action, suit, or proceeding, shall be repaid to the Foundation by the Trustee, officer, employee, or agent, if it is proved by clear and convincing evidence in a court with competent jurisdiction, that the act or omission of the Trustee, officer, employee, or agent, was undertaken with a deliberate intent to cause injury to the Foundation or was undertaken with a reckless disregard for the best interests of the Foundation.

D. Indemnification authorized herein shall continue as to a person who has ceased to be a Trustee, officer, employee, or agent, and shall inure to benefit of the heirs, beneficiaries, executors, and administrators of such a person.

E. The Foundation may purchase and maintain insurance, or furnish similar protection, including, but not limited to, trust funds, letters of credit, or self-insurance, for or on behalf of any person who is or was a Trustee, officer, employee, or agent of the Foundation against any liability asserted against the person in incurred by the person in any such capacity, or arising out of the person’s status as such, whether or not the Foundation would have the power to indemnify the person against that liability under this Article X. Such insurance or insurance substitute may be purchased from or maintained with a person or firm in which the Foundation has a financial interest or who has a conflict of interest in regard to the matter; provided such conflict is timely disclosed and the person and any Trustee with a conflict of interest are not present during and abstain from all votes related to the provision or maintenance of the insurance or insurance substitute.

ARTICLE XI. This Trust Agreement may be amended or modified from time to time by the affirmative vote of two-thirds (⅔) of all persons then constituting the Board of Trustees of the Foundation voting (a) at a properly noticed meeting, (b) by electronic vote within five (5) business days of the motion, or (c) by written action without such notice whenever necessary or advisable for the 31

more convenient or efficient administration of the Foundation, or to enable the Board of Trustees to carry out the purpose of the Foundation more effectively, but no such amendments or modification shall alter the purpose stated in the Trust Agreement that this Foundation be operated exclusively for charitable purposes. Grammatical and typographic corrections or clarifications to the Trust Agreement or to Foundation policies that do not alter the meaning of any provision therein may be made by the Executive Director without Board of Trustee approval.

The Executive Director shall maintain a written record of such changes following the Foundation Document Retention Policy.

Dated this 17th day of April, 1997 The following signatures constitute the initial members of the Board of Trustees of the Eau Claire Area Foundation.

Jon N. Homstad John B. Young, Jr. Kaye Senn Kenneth Vance Richard Cable Jack Postlewaite Thomas H. Barland Susan K. Tietz Richard D. Larson Bryan J. Farmer Amended 4/27/2006 Board of Trustee Minutes & Resolution Name Change Amended 7/27/2006 Board of Trustee Minutes- Article IV –9B Amended 5/27/2004 Board of Trustee Minutes- Page 4 Section B Amended 12/19/2002 Board of Trustee Minutes- Page 3 Section 8 Amended 5/27/2010 Board of Trustee Minutes- Page 4 Section B Amended 3/17/2011 Unanimous Consent to Action, Article IV, Paragraph H, sub paragraphs 5 and 6 noted in Board of Trustee Minutes-3/31/2011 Amended 3/31/2011 Board of Trustee Minutes- Article X Amended 3/27/2012 Unanimous Consent to Action, as stated in the Amendment to the Eau Claire Community Foundation Trust Agreement noted in Board of Trustee Minutes- 4/26/2012 Amended 4/26/2012 Article VII section C 5 Amended 5/1/2014 Article IV section B Amended 10/30/2017 Article IV, Section A 1, 3, 5, 9, 10; Section E; Section H 1,2; Section I 1, 2, 3, 4 Article V, Section A; Section D2, 3; Sections E and G Article VI, Sections A, B, D, and E Article VII, Sections B and C

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Article VIII, Sections C, D, E, F, H, and I Moved Article X to IX Added Article X, Indemnification and Insurance Moved Article IX to XI Article XI, added last sentence The original document showing marked changes is saved on file with the Oct. 26 Board of Trustees minutes. * Specific amendment changes can be found in the Board of Trustees minutes.

Amended 3/14/19 Article IV section 6 expiration of term Chair and Vice-Chair Amended 9/16/2021 Article IV, section 10B; clarification past chair position and H. Meetings; addition of # 8 & 9

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Table of Contents: Financials & Board Packets

I.

Board of Trustees January Meeting Packet a. January Agenda b. October 29, 2021 Minutes c. Financials

II.

Society of Founders and ECCF Operations Funds Memorandum of Understanding

III. Board of Trustees April Meeting Packet a. Audit b. Community Grant Cycle c. PTO Revisions d. Grant Extension Requests e. Gift Acceptance Policy IV. April Consent Agenda

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BOARD OF TRUSTEES MEETING AGENDA Thursday, January 27, 2022 7:30 a.m.

HYBRID MEETING

1. CALL TO ORDER 2. Welcome Erin Dayton, Operations Director

BOARD PACKET 3. FINANCIAL REPORTS ending 12/31/2021

Linda Danielson

Dale Wood

4.

Executive Committee Linda Danielson Fiscal Sponsorship and other important updates Approval requested: a) Pledge written off 12.22.2021 - $200 Chris and Susan Terski b) Confluence Building Endowment Fund Amendment to Agreement Name change to Pablo Center on the Confluence Endowment Fund c) L.E. Phillips Sr. Center Endowment Fund (New) d) L.E. Philips Sr. Center Endowment Fund Amendment to Agreement Name Change to L.E. Phillips Sr. Center Agency Fund

5.

Investment Committee Minutes, January 25, 2022 Distribution Policy 4% - No change recommended

Jeff Kowieski Separate on secured site

6. Director Report Sue Bornick WGC – Letter of Request for Approval - Current grant amount $48,045.

Fundraise to raise $4500 to reach over $50,000 in grants for 15th Anniversary Consideration for 25th anniversary – additional $25,000 grant from SOF to support the 2022 grant process?

7. Trustee Review & Discussion Linda Danielson a. Types of Funds – handout Sue Bornick b. ECCF Contributions over 5 years c. 1. Secured website 2. Donor Portal Erin Dayton d. Next Strategic Planning Meeting Linda Danielson i. Suggested dates: Thursday August 18, 25, September 1 or 8 (Labor Day is September 5) Topics: ii. Staffing changes iii. Endowment gifts - 5 year plan iv. Society of Founders Fund for Operations e. Thank you – Board call list 8.

CONSENT AGENDA Linda Danielson a. Financial Reports 12.31.2021 b. BOT Minutes – October 27, 2021 and 4th quarter approvals c. Committee Minutes - (See Committee Packet) d. Operations Committee has two request for approvals i. Recommend 2022 budget for approval. ii. Recommend increasing the hourly admin fee for extra requests from $25 to $40.

Grants e. SOF Grant $50,000 for 2022 Grant Catalog categories Give Green & Offer Opportunities f. April Base Fund – Anonymous g. Draper Hills Financial Literacy Fund –35 first semester program salary

h. Draper Hills Financial Literacy Fund – added an additional $50,000 to fund other needs.

Needs. Request for 2021/2022 school year is for desks. i. Thomas and Jill Barland Fund – Grant for Storybuilder Campaign j. Ken Vance Foundation – Grant for Pablo Operations k. Wildenberg Family Fund – Grant for Humane Society match Funds l. Iwakiri Designated Pass-through Fund m. Jack and Lois Postlewaite Designated Pass-through Fund n. James and Valerie Fedie Fund o. John and Tami Satre Family Fund p. Paul Del Torto Fund Legacy – Statement of Intent q. Marianne and David Klinkhammer – Statement of Intent, establish fund upon death 9. NEW BUSINESS

10. NEXT BOT MEETING:

Linda Danielson

Thursday, July 21, 2022 (Note date change) Thursday, October 27

11. ADJOURN:

Linda Danielson

Karl Murch

Spring Events: Women’s Giving Circle – Education Event Topic: Our Community Explores Affordable Housing Moved to a 100% Virtual Event March 3rd 6:00 – 7:30 p.m.

Women’s Giving Circle – Spring Gathering Eau Claire Golf and Country Club May 5th 5:00 – 7:30 p.m.

ECCF’s 25th Anniversary Event The Florian Gardens June 20th 5:00 – 8:00 p.m.

36

BOARD OF TRUSTEES MINUTES Thursday, October 28, 2021 7:30 am Hybrid Meeting (Zoom/ECCF Office)

TRUSTEES PRESENT: Linda Danielson, Cody Filipczak, Cindy Hangartner, Karl Murch, Julia Kyle, Dale Wood, Tom Larson, John Satre, Amelia Daniels, Jackie Rasmussen, Greg Bremer, Sarah Stokes, Jeff Kowieski TRUSTEES ABSENT: Kim Bodeau, Jason Beckermann STAFF PRESENT: Sue Bornick, Erin Dayton, Cindy Fahser Linda called meeting to order at 7:32 am.

Financial Reports Dale presented financial reports. Revenue exceeds expenses by just over $30K. Karl asked about Story Builder Fund. Should their pledges be recognized as pledges receivable on our balance sheet? Linda asked if there is a way to break apart this report to make it clearer. Karl mentioned that we are not responsible for collecting those pledges.

Sue said it is considered an agency pass-through so it’s reflected in our totals on the balance sheet, and on the second page, the totals are broken down by Agency and Non-Agency. CSuite is not set up to separate these numbers on the balance sheet. That is why we include the Agency and Non-Agency numbers on the second page.

Dale reviewed last year’s audit. The audit has a page in the back showing pledges received of $5.1 million. End of 2020, Story Builder account was $852,000. This amount is shown in the liability section of balance sheet. We are tracking this on our interim statements. Karl believes assets are overstated, because pledges will be backed out. Dale said related grants show in the expense column. Dale summarized discussion that Story Builder funds will not be included in final financial statements. Tom suggested a separate line for pledges receivable for pass-through. Sue offered to create a separate report to show Story Builder more clearly.

Investment Committee – The returns are reflected in the minutes. The distribution percent was discussed for 2022. The discussion was tabled until the committee reviews the history of the grant distribution percent and past amounts. The percent will be reviewed at the January meeting.

Development committee Greg Bremer shared that the primary focus this year is the committee and sub-committee members meet/email/call people to encourage them to look at their long term plans and consider the foundation in their legacy. This year’s focus has been on getting 25 new legacy members. Linda said there are people who have left us in their will who are not on our radar. She felt legacy should be mentioned at the Professional Advisor’s event and in more detail. Greg mentioned that individuals on the current fund holders and foundation supports lists may need to be reassigned and asked for Board support. It was

37

decided to let Erin know who board members may want to contact. Erin will let those members know if anyone else is contacting them. Erin will send a draft email to those who will contact others to get a starting point. Linda said it is important and it could be a continuing effort. Linda also made mention of the WEAU interview with Sue that came out yesterday.

Cindy Hangartner gave an update on the Charitable Remainder Trust Event. About 20 people attended.

A panel discussion presentation featured Cindy, Jason Munz and Christy Boysen. About 85% of Americans give to charity every year, but only 2-4% remember charity in their trust plan. Cindy reviewed the slide show presentation that was shown at that event.

Strategic planning meeting – Goal Setting Linda discussed an illustration that was created to show change in growth of contributions vs. investments. There has been a 12 % average growth in endowments over the last five years. The board discussed setting a goal of 15% growth in endowments. Another goal may be to hit $35 million in five years. We currently have $28 million in endowments less agency funds. When we hit 35 million with Morgan Stanley we get a lower fee structure.

The 25th anniversary could be an opportunity to educate people on where we are and where we would like to be as an organization. Grants should be the emphasis at the event. Tom said we have exceeded previous goals – 25 million in 25 years in assets, hence the importance of grants. Sue says we could celebrate 25/25 and easily focus on grants. Linda said it would be worked on at exec committee level and will come back to the board.

Linda asked board members to choose individuals to call and thank on the new funds list. Cody offered to Jason Vance. Jackie will call Carol Larson and Al Lechleitner. Tom will call Brandon from RCU. John will call Jeff White.

Sue reviewed Alvin and Marcia Lechleitner fund. This Fund shows the importance of working with financial advisors. Unfortunately, the family can’t open a fund with ECPSF because the gift comes from an IRA. The Fund will support scholarships for students at Memorial and North. A discussion of how to administer this fund followed. The Donors want to be engaged with scholarship review. Sue suggested that the ECPSF could manage the grants, but we would have to pay a fee for them to do it. Scholarships are quite a bit of work and our normal fee is 2% for a Scholarship Fund. Tom Larson said it would be a bargain to let ECPSF administer the scholarship for 2% of the grants, $40 fee.

On a different topic, Sue feels that ECPSF should be an Affiliate Fund instead of a Supporting Organization. Linda says this topic came up last summer. Linda thinks a couple of our Trustees and a couple of ECPSF Trustees could work on this. This can be part of our long term plan. Sue will talk with Sarah to start the conversation.

Consent agenda items BOT Minutes - Both July 22, 2021 minutes and Strategic Planning Meeting minutes 9/16/2021 are included.

38

Committee Packet - Audit RFP recommendation is posted, if you would like to see the entire proposal, please email Sue Bornick. Operations budget final approval will be at the January Board meeting.

Jeff and Kathy White Jeff and Kathy White are joining the Legacy Society and are establishing a donor advised fund that will be funded with approximately $25,000, with a stock donation.

Ann Thornburg Ann donated $60,000; $10,000 to Confluence Building Fund, $5,000 to Storybuilder Fund, $40,000 to the pending Thornburg Pass-Through Fund, and the remaining $4,600 will establish the Ann Gunderson Thornburg Fund, a donor advised fund. The Ann Gunderson Thornburg Pass Through Fund is a standard pass-through for two organizations with a 1% admin fee.

M&J Employee Impact Fund We found that the Fund was not compliant as a donor advised fund. We set up it up as an Endowment Fund and a Grants Fund, similar to the Royal CU Professional Development Fund. The Grants Fund is in the Intermediate Portfolio and the Endowment Fund is in the Diversified long Term Portfolio.

Grant Recommendations  Landmark Conservancy is requesting $48,000 for its 2020 and 2021 spending policy request for upkeep and management costs.  The Women’s Giving Circle is recommending $43,629 for 9 grants. Descriptions are posted on secured site.

Grant Extension Request Chippewa Valley Museum received a WGC grant in 2020 for an exhibit, but due to supply chain issues, it might not be able to implement the exhibit within the grant period and so is requesting an extension, which was approved the WGC Grant and CAT teams.

Tom L moved to approve the consent agenda. Dale Wood second. Motion passed.

New Business  Staffing changes - Cindy F accepted the Financial Assistant position. Kevin’s focus college required more time than anticipated. A Grant for $5,000 came in for the ECPSF Gateway Fund from another Foundation for the 25th Anniversary Grant Catalog promotion. We didn’t think of addressing grants from other nonprofits in the 25th Anniversary Nonprofit Tool Kit. We assumed tax deductible donations from businesses and individuals were all that would be accepted for a three-week promotion. The Board agreed to accept this grant but going forward the Tool Kit and website would need to be updated to reflect this this change.  Karl asked a question about the Confluence Building Fund– Sue reported that ECCF over granted to the Confluence. Pledge amounts are still coming in so it will be ok. Administrative fees end in December, 31 2021 per our agreement. Sue said the Confluence Board is aware of this over funding. Karl thinks it may take more than 6 months to recover it and is concerned how it will show up in the audit. Sue will share the pledge list at the next meeting. Tom asked if an addendum can be added to the Confluence agreement to continue charging fees since ECCF is

39

still receiving pledges. Linda said maybe they should be paying us as long as funds are still coming in. Sue will look into it and come back with a plan for the executive committee.

Adjourned 9:10. Next meeting January 27, 2022 at 7:30 a.m.

Respectfully submitted by Cindy Fahser and Sue Bornick

40

41

42

43

44

45

46

47

Fund Summary Report :: 01/01/2021 - 12/31/2021 Fund Balance (CY)

Fund Balance (LY)

Pass-Through

1,190,065.48

1,244,866.58

1,370

745,063.30

551

Agency Pass-Through

2,014,052.88

3,569,539.79

787

1,579,209.88

Unrestricted

5,147,709.74

4,736,463.27

37

132,310.74

28,082.44

Agency Fund

4,417,111.77

Designated Donor Advised Restricted

Grants (CY)

Grants (LY)

1,069,880.50

138

837,879.24

127

1,128,357.11

655

945,591.35

4

2,695,000.00

2

243,409.72

91,945.99

200

54,594.02

62

155,381.00

22

43,280.00

172

104,090.85

2

5,000.00

4,263,726.03

21

149,158.67

34

146,917.99

13

412,408.30

6

154,167.67

1,557,799.42

1,258,118.69

59

214,357.19

54

64,729.64

37

23,266.00

28

21,440.00

1,135,782.99

574,763.93

43

535,893.77

27

4,400.25

3

30,139.05

20

17,310.00

11,796,228.21

9,929,283.36

117

1,625,527.18

114

631,409.07

168

584,540.75

94

390,102.00

Field of Interest

5,248,111.43

4,781,351.41

1,034

222,098.69

1,014

166,652.33

24

150,393.78

35

130,023.65

Scholarship Named

2,030,957.44

1,791,498.23

35

103,372.18

53

61,811.53

32

42,670.00

27

47,626.00

ECPSF Acorn Fund

71,181.19

27,142.11

196

42,731.16

0

0

1

500.00

ECPSF Designated

80,414.67

70,654.94

4

477.73

16

7,750.77

0

1

150.00

ECPSF Donor Advised Restricted

150,774.87

118,290.60

4

23,200.00

4

5,500.00

3

2,242.89

2

1,821.00

ECPSF Field of Interest

305,207.04

307,546.26

10

41,832.48

7

5,792.00

1

350.00

1

10,365.63

ECPSF Pass-Through

554,974.04

523,987.37

591

411,451.46

649

487,118.52

96

268,562.16

76

206,431.94

2,133,265.74

1,692,606.46

13

251,600.00

3

250,100.00

9

44,510.45

17

42,938.00

412,529.74

352,618.32

29

5,533.08

17

2,300.00

0.00

0.00

38,378,477.39

35,270,539.79

4,522

6,147,543.61

3,400

3,909,547.97

590

5,247,343.62

459

2,437,922.72

Acorn Fund

Donor Advised Unrestricted

ECPSF Scholarship ECPSF Unrestricted System Fund Total

Donations (CY)

48

Donations (LY)

Fund Group Percentages Current Year Pass-Through Agency Pass…

Unrestricted Acorn Fund

13.4%

Agency Fund

13.7%

Designated 11.5%

Donor Advis…

Donor Advis…

Field of Inter…

30.7%

Scholarship…

1/2

Fund Group Balances Current Year

Pass-Through Unrestricted

Last Year

Agency Fund Donor Advised Restricted Field of Interest ECPSF Acorn Fund ECPSF Field of Interest ECPSF Unrestricted 0

5,000,000

10,000,000

49

15,000,000

Donations Current Year 2,000,000

Internal External

1,500,000

1,000,000

500,000

0

gh … ted nd nd ted d… d… est a… n… … r… f… … … r… nd rou ass-T stric rn Fu cy Fu igna vise vise Inter ip N cor esign ono eld o ass-T chola rest m Fu h n A i T D e s d d f h e o ss- y P Unr Ac Agen De or A or A ld o lars PSF SF D PSF SF F SF P SF S SF U Syst Pa genc n on Fie cho EC CP C CP CP CP CP o E E D D E E A E S E

Grants Current Year 3,000,000

Internal External

2,000,000

1,000,000

0

gh … ted nd nd ted d… d… est a… n… … r… f… … … r… nd rou ass-T stric rn Fu cy Fu igna vise vise Inter ip N cor esign ono eld o ass-T chola rest m Fu h n A i T D e s d d f h e o ss- y P Unr Ac Agen De or A or A ld o lars PSF SF D PSF SF F SF P SF S SF U Syst o e Pa genc n n i P P P P P C F Sch E EC EC EC EC EC EC Do Do A

50

Eau Claire Community Foundation 2021 Quarterly Expenses vs Budget and 2022 Budget 1st Qtr REVENUE 47000 Admin Fee Charged to Funds 45000 Sponsorships and Contributions 45300 Grants Revenue 48000 In-Kind Donations 46000 Interest Income on Investments 48500 Other Income-Graphic Design Services Total Subtotal Revenue Plan for ERTC benefit claim to offset 2021 payroll

89,153 7,195 3,000 3,348 763 103,459

EXPENSES Awareness 63610 Newsletter 63611 Annual Report 63620 Annual Meeting 63621 Autumn Social 63622 Professional Advisor Event 63612 Promotional Materials-Brochures/Envelopes/Folders 63625 Committee Special Projects (CF Week) 63630 Advertising 63631 Billboard Advertising 63624 Special Events (25 Anniversary) 63640 Board Development (Stratgic Plan Meeting) Subtotal

2,868 2,682 -

Dues *$ Based on Assets 62310 Chamber* 62311 Vac Scoyoc Assoicates 62330 Council on Foundations* 62320 WI Philanthropy Network* 62340 Subscriptions and Fees Subtotal Maintenance & Equipment 62110 Copier Maintenance 62120 Office Maintenance-General and Cleaning 62130 Equipment/Furniture Expense (Capitalization under 5,000) Subtotal Insurance 62210 Insurance-Liability D&O 62220 Insurance-Work Comp & GB 62225 Cyber Insurance Subtotal

2nd Qtr 94,032 4,217 3,411 101,660

3rd Qtr

4th Qtr

104,236 4,750 3,100 (16,883) 348 95,551

Total YTD

104,353 56,225 5,696 653 175 167,102

787 4,784 583 257 565

1,134 891 2,940 1,918 1,000

893 768 8,637

850 1,748 10,481

2021 Budget

Balance (O)/U

391,774 72,387 11,796 (9,471) 1,286 467,772

390,000 30,000 12,000 15,107 447,107

(1,774) (42,387) 204 24,578 (1,286) (20,665)

1,921 3,759 5,415 3,523 2,175 4,088 1,700 3,290 768 26,638

3,000 2,800 2,500 3,500 1,600 2,000 3,000 500 2,550 1,000 600 23,050

1,079 (959) (2,915) (23) (575) (2,088) 3,000 500 850 (2,290) (168) (3,588)

365

(1,073) (1,063)

5,550

631 (159) 850 649 1,970

-

-

1,000 232 1,232

1,750 654 2,404

989 1,354

723 723

1,750 1,000 2,598 5,713

375 1,000 1,750 1,000 1,525 5,650

200

216 576 792

254 455 478 1,187

312 1,139 15,022 16,473

982 2,170 15,500 18,652

1,100 900 800 2,800

118 (1,270) (14,700) (15,852)

1,721 1,721

85 85

1,789

2,034 2,034

1,789

1,789 1,806 2,034 5,629

1,705 2,100 2,034 5,839

(84) 294 210

3,240 789 3,727 7,756

20,056 4,760 3,056 1,214 4,262 33,348

20,056 2,500 3,300 1,450 1,000 28,306

(0) (2,260) 244 236 (3,262) (5,042)

200 -

365

-

10

Technology 62410 Software License 62420 Computer Systems Support 62450 Telephone and Internet 62430 Website Maintenance 62440 Planned Upgrades Subtotal

620 711

20,056 550 767

1,331

21,373

350 789 1,214 535 2,888

Office Expense 62510 Rent 62520 Postage/PO Box/Other Mailings 62540 Supplies Subtotal

4,537 16 483 5,036

3,403 516 1,695 5,613

2,268 444 1,902 4,614

3,402 360 1,580 5,342

13,610 1,336 5,660 20,606

13,610 2,000 4,000 19,610

0 664 (1,660) (996)

Professional Fees 63210 Audit 63200 Professional Fees 63240 Banking and Licenses Subtotal

6,500 5,583 205 12,288

3,300 7,721 50 11,071

5,284 174 5,458

8,694 50 8,744

9,800 27,281 479 37,560

10,300 40,000 300 50,600

500 12,719 (179) 13,040

Payroll 61100 Salaries 61200 FICA and Medicare 61250 Simple IRA Plan Subtotal

35,806 2,527 1,557 39,890

54,680 4,183 1,269 60,133

61,319 4,691 1,252 67,262

63,098 4,827 1,277 69,202

214,903 16,228 5,356 236,487

199,719 15,279 5,786 220,784

(15,184) (949) 430 (15,703)

6 219 225

201 158 359

80 25 219 324

287 244 377 908

800 1,000 600 2,400

Total Expenses

67,785

105,436

91,485

120,834

385,540

359,039

(27,501)

Total Total

35,674

4,066

46,267

82,231

88,068

(6,837)

Travel 62610 Mileage 62620 Conferences, Hotel, Meals, Etc 62630 Training Subtotal

Cost of Operations: Operation Expenses-Audit w depreciation Total Assets - Audit Ratio of Operations to Total Assets

2017 234,660 21,892,093 1.07%

(3,776)

-

2018 289,231 22,115,079 1.31%

51

2019 275,791 28,678,997 0.96%

2020 320,553 32,616,282 0.98%

513 756 223 1,492

2021 385,203 38,402,932 1.00%

108412.6

Society of Founders Fund for Operations and the ECCF Operations Fund Memorandum of Understanding

Society of Founders Grant Fund:       

The name of the Society of Founders Grant Fund will be changed to Society of Founders Fund for Operations and will be designated for the operations of the Foundation.

The funds from the Society of Founders Fund for Operations will be distributed to the Foundation’s Operations Fund and require Board of Trustee approval.

Funds will be invested in the Long-Term Pool.

The Society of Founders Fund for Operations will not participate in the costs and expenses of ECCF as described in the Administration and Management of Funds.

Society of Founders Fund for Operations accepts gifts in honor or in memory of the Founders.

The Fund will cease granting December 31, 2012.

As of May 1, 2012, the Society of Founders Fund for Operations balance becomes the principal of the Fund.

ECCF Operations Fund: 1. The ECCF Operations Fund consists of administration fees, sponsorships and unrestricted gifts in conjunction with the Gift Acceptance Policy of the Foundation.

2. The Operations Committee will review the previous year’s history of administrative fees, sponsorships, unrestricted gifts to operations and the income from the Society of Founders Fund for Operations when determining the budget and the amount of funds that will be held in the Operations Fund for the next year.

3. The ECCF Operations Fund will consist of 100% of next year’s budget. If necessary an additional approximately 50% of that amount may be added as recommended by the Operations Committee.

4. The Operations Committee will recommend to the Board of Trustees for approval, the amount to be transferred from the Society of Founders Fund for Operations to the ECCF Operations Fund, each year.

5. The Operations Committee will recommend additional fundraising as necessary for the Operations Fund.

6. If the principal from the Society of Founders Fund for Operations is needed for budget concerns the special request will be reviewed by the Board of Trustees.

7. If there are additional reserves from the Operations Fund at the end of the year, the Operations Committee will recommend the funds be moved to the Society of Founders fund for Operations or may be recommended for grant distribution once the Society of Founders Fund for Operations reaches $1,000,000.

8. All investment pools utilize the Operations Fund for balancing purposes.

Revisions: 9.14.2016 procedures removed and clarification of procedures are updated under # 3 and # 4 was added.

52

BOARD OF TRUSTEES MEETING AGENDA Thursday, April 28, 2022 7:30 a.m. – 9:00 a.m.

ECCF CONFERENCE ROOM Zoom link available

1. CALL TO ORDER

Linda Danielson

2.

FINANCIAL REPORTS

Board Packet Dale Wood

3.

COMMITTEE REPORTS a. Audit Meeting - Minutes, April 20, 2022 Request for Approval - 2021 Audit Nominations Committee - Minutes, March 18, 2022 Discussion – Committee members in Consent agenda

Thomas Larson Thomas Larson

Grant Committee Minutes - April 13, 2022 Jackie Rasmussen Request for Approval – 2022 Community Grant Cycle Request for Approval – Designated Funds Grant Recommendations (Sue - New reporting update – Designated and Grant Categories) Personnel Committee Handbook Revision - Accrued PTO before use Revision – Signature page of Handbook 4. DIRECTOR’S REPORT Grant extension requests (2) Gift Acceptance Policy – Executor Appointment 5.

Linda Danielson

Sue Bornick/ Rebecca White Body

CONSENT AGENDA Linda Danielson a. Financial Reports – March 31, 2022 b. BOT Minutes – January 27, 2022 c. Nominations Committee minutes March 18, 2022 d. Filipczak Designated Pass-through Fund e. Filipczak Family Fund Grant Recommendation f. Jerry and Sue Bauer Family Fund Grant Recommendation g. Lac Coutre Oreilles Foundation, Inc. Pass-Through Fund – Sunset to close in 2022 h. Bremer Legacy Statement of Intent i. Betsy McDougall Gibbs Legacy Statement of Intent j. Committee Minutes k. Director Notes and Approvals

6. DEVELOPMENT DISCUSSION “Trustee New Fund Thank You Calls” Legacy Initiative discussion 25th Anniversary update

Linda Danielson

7. NEW BUSINESS

Linda Danielson

8. NEXT BOT MEETING: 9.

Thursday, July 28, 2022 (Week early)

ADJOURN:

Linda Danielson Linda Danielson

53

Important Dates: WGC Spring Gathering Wednesday, May 4 5 – 8:00 p.m. Eau Claire Golf and Country Club 25th Anniversary Celebration Monday, June 20 5 – 8:00 p.m. at The Florian Gardens Autumn Social/Annual Meeting Monday, September 19 5 – 8:00 p.m. Holiday Inn Professional Advisor Event Thursday, October 20 3:30 – 5:30 p.m. at Eau Claire Golf and Country Club

54

Eau Claire Community Foundation Statement Of Financial Position Date: 03/31/2022 Financial View: Balance Sheet 2022-03-31

2021-03-31

Change

Cash in Checking and Money Market

1,474,437.07

2,974,093.81

(1,499,656.74)

Pledges Receivable

2,185,212.41

3,095,096.46

(909,884.05)

20,520.92

21,569.29

(1,048.37)

3,680,170.40

6,090,759.56

(2,410,589.16)

22,310,685.04

20,891,341.35

1,419,343.69

Socially Responsible Investments-Morgan Stanley

6,678,397.92

6,344,432.58

333,965.34

Badgley Phelps Intermediate

2,403,922.46

2,412,120.68

(8,198.22)

US Bank Wealth Management

1,197,390.93

1,203,239.48

(5,848.55)

32,590,396.35

30,851,134.09

1,739,262.26

Leasehold Improvements

4,147.00

4,147.00

0.00

Furniture and Equipment

50,342.97

50,342.97

0.00

(53,155.98)

(52,472.46)

(683.52)

1,333.99

2,017.51

(683.52)

36,271,900.74

36,943,911.16

(672,010.42)

Accounts Payable

0.00

17,122.70

(17,122.70)

Other Liabilities

0.00

(2,887.69)

2,887.69

0.00

14,235.01

(14,235.01)

0.00

14,235.01

(14,235.01)

36,271,900.74

36,929,676.15

(657,775.41)

Total Net Assets

36,271,900.74

36,929,676.15

(657,775.41)

Total Liabilities + Net Assets

36,271,900.74

36,943,911.16

(672,010.42)

Assets Current Assets

Other Assets

Investments Diversified Portfolio-Morgan Stanley

Fixed Assets

Accumulated Depreciation

Total Assets Liabilities Liabilities

Total Liabilities Net Assets Net Assets Beginning Fund Balance

55

Eau Claire Community Foundation Statement Of Financial Position Date: 03/31/2022 Financial View: Balance Sheet Non-Agency

Agency

Total

1,144,234.27

330,202.80

1,474,437.07

368,366.00

1,816,846.41

2,185,212.41

20,520.92

0.00

20,520.92

1,533,121.19

2,147,049.21

3,680,170.40

18,678,590.25

3,632,094.79

22,310,685.04

Socially Responsible Investments-Morgan Stanley

6,057,105.27

621,292.65

6,678,397.92

Badgley Phelps Intermediate

2,403,922.46

0.00

2,403,922.46

US Bank Wealth Management

1,197,390.93

0.00

1,197,390.93

28,337,008.91

4,253,387.44

32,590,396.35

Leasehold Improvements

4,147.00

0.00

4,147.00

Furniture and Equipment

50,342.97

0.00

50,342.97

(53,155.98)

0.00

(53,155.98)

1,333.99

0.00

1,333.99

29,871,464.09

6,400,436.65

36,271,900.74

29,871,464.09

6,400,436.65

36,271,900.74

Total Net Assets

29,871,464.09

6,400,436.65

36,271,900.74

Total Liabilities + Net Assets

29,871,464.09

6,400,436.65

36,271,900.74

Assets Current Assets Cash in Checking and Money Market Pledges Receivable Other Assets

Investments Diversified Portfolio-Morgan Stanley

Fixed Assets

Accumulated Depreciation

Total Assets Net Assets Net Assets Beginning Fund Balance

56

Eau Claire Community Foundation Statement Of Activities Date: 01/01/2022 to 03/31/2022 Financial View: Change in Net Assets Operations

ECCF Funds

EC Public School

Story Builder

Agency Funds

Total

100,958.46

0.00

4,679.97

0.00

0.00

105,638.43

2,353.80

591,093.44

356,201.70

50,723.65

40,850.00

1,041,222.59

Revenue Revenue Administrative Fees Charged to Funds Sponsorships and Contributions Interfund Contributions In-Kind Donations Investment Returns

0.00

0.00

6,000.00

0.00

0.00

6,000.00

463.19

0.00

0.00

0.00

0.00

463.19

(6,193.70)

(1,876,304.11)

(225,075.13)

0.00

(315,648.99)

(2,423,221.93)

97,581.75

(1,285,210.67)

141,806.54

50,723.65

(274,798.99)

(1,269,897.72)

97,581.75

(1,285,210.67)

141,806.54

50,723.65

(274,798.99)

(1,269,897.72)

Awareness

6,332.37

0.00

207.42

0.00

0.00

6,539.79

Dues

3,419.24

0.00

626.00

0.00

0.00

4,045.24

Total Revenue Expenses Expenses

Maintenance and Equipment Insurance Technology Office Expense

299.36

0.00

0.00

0.00

0.00

299.36

2,987.00

0.00

0.00

0.00

0.00

2,987.00

24,356.16

0.00

0.00

0.00

0.00

24,356.16

6,510.60

0.00

515.54

0.00

0.00

7,026.14

Professional Fees

17,912.97

2,945.69

242.55

227.33

0.00

21,328.54

Payroll

67,532.77

0.00

8,970.84

0.00

0.00

76,503.61

Travel, Training and Conferences

219.00

0.00

225.00

0.00

0.00

444.00

Investment Management Fees

129.01

39,085.63

4,441.57

0.00

6,272.40

49,928.61

Administrative Fees

0.00

78,514.36

14,547.33

2,499.99

10,076.75

105,638.43

Grants and Scholarships

0.00

491,943.31

35,761.00

0.00

3,300.00

531,004.31

Program Expenses

0.00

1,290.86

5,286.88

0.00

0.00

6,577.74

Interfund Transfers

11,495.39

71,164.61

150.00

(85,000.00)

2,190.00

0.00

141,193.87

684,944.46

70,974.13

(82,272.68)

21,839.15

836,678.93

Total Expenses

141,193.87

684,944.46

70,974.13

(82,272.68)

21,839.15

836,678.93

Change in Net Assets

(43,612.12)

(1,970,155.13)

70,832.41

132,996.33

(296,638.14)

(2,106,576.65)

57

Eau Claire Community Foundation 2022 Quarterly Expenses vs Budget

1st Qtr

2nd Qtr

3rd Qtr

4th Qtr

Total YTD

2022 Budget Balance (O)/U

REVENUE

47000 45000 45300 48000 46000 48500

Admin Fee Charged to Funds Sponsorships and Contributions Grants Revenue In-Kind Donations Interest Income on Investments Other Income-Graphic Design Services

SubtotalTotal Revenue

100,958 2,354 463 (6,194) 97,582

-

-

-

100,958 2,354 463 (6,194) -

-

(100,958) (2,354) (463) 6,194 -

97,582

-

(97,582)

3,902 368 2,062 -

2,000 3,900 3,800 1,700 2,500 1,600 500 2,550 6,000 900

6,332

25,450

19,118

750 1,000 669

380 1,000 2,000 1,000 2,800

380 1,000 1,250 2,131

2,419

7,180

4,761

299 -

1,100 1,800 600

801 1,800 600

299

3,500

3,201

2,987

1,800 2,100 2,200

1,800 2,100 (787)

2,987

6,100

3,113

Plan for ERTC benefit claim to offset 2021 payroll EXPENSES Awareness

Dues

63610 63611 63620 63621 63622 63612 63625 63630 63631 63624 63640

Newsletter Annual Report 3,902 Annual Meeting Autumn Social Professional Advisor Event Promotional Materials-Brochures/Envelopes/Folders 368 Committee Special Projects (CF Week) Advertising Billboard Advertising Special Events (25 Anniversary) 2,062 Board Development (Stratgic Plan Meeting) -

Subtotal

6,332

*$ Based on Assets 62310 Chamber* 62311 Vac Scoyoc Assoicates 62330 Council on Foundations* 62320 WI Philanthropy Network* 62340 Subscriptions and Fees Subtotal

-

-

-

1,000 750 1,000 669 3,419

-

-

-

2,000 (2) 3,800 1,700 2,132 1,600 500 2,550 3,938 900

Maintenance & Equipment

62110 62120 62130

Copier Maintenance Office Maintenance-General and Cleaning Equip/Furniture Exp (Capitalization 5,000)

299 -

Subtotal

299

-

-

-

Insurance

62210 62220 62225

Insurance-Work Comp & GB Insurance- Liability D&O Cyber Insurance

Subtotal

-

2,987 2,987

-

-

-

Technology

62410 62420 62450 62430 62440

Software License Computer Systems Support Telephone and Internet Website Maintenance Planned Upgrades

Subtotal

22,596 936 789 35 24,356

-

-

-

22,596 936 789 35

21,059 7,500 3,200 1,214 1,200

(1,537) 6,564 2,411 1,214 1,165

24,356

34,173

9,817

4,937 539 1,035

14,808 2,000 5,500

9,871 1,462 4,465

6,511

22,308

15,797

11,000 6,856 57

12,000 25,000 500

1,000 18,144 443

17,913

37,500

19,587

61,408 4,857 1,269

255,216 19,524 7,431

193,809 14,667 6,162

67,533

282,172

214,639

219

800 1,500 600

800 1,500 381

Office Expense

62510 62520 62540

Rent Postage/PO Box/Other Mailings Supplies

Subtotal

4,937 539 1,035 6,511

-

-

-

Professional Fees

63210 63200 63240

Audit Professional Fees Banking and Licenses

Subtotal

11,000 6,856 57 17,913

-

-

-

Payroll

61100 61200 61250

Salaries FICA and Medicare Simple IRA Plan

Subtotal

61,408 4,857 1,269 67,533

-

-

-

Travel

62610 62620 62630

Mileage Conferences, Hotel, Meals, Etc Training

219

Subtotal

Total

219

-

-

-

219

2,900

2,681

Total Expenses

129,570

-

-

-

128,570

421,283

292,713

Total

(31,988)

-

-

-

(30,988)

(421,283)

390,295

Cost of Operations: Operation Expenses-Audit w depreciation Total Assets - Audit Ratio of Operations to Total Assets

2017

2018

2019

2020

2021

234,660

289,231

275,791

320,553

385,203

21,892,093

22,115,079

28,678,997

32,616,282

38,402,932

1.07%

1.31%

0.96%

58

0.98%

1.00%

Fund Summary Report :: 01/01/2022 - 03/31/2022 Fund Balance (CY)

Fund Balance (LY)

Pass-Through

1,227,206.71

1,075,408.95

686

299,021.00

79

251,615.22

44

Agency Pass-Through

2,147,049.21

4,001,703.80

79

281,550.66

257

278,937.74

0

Unrestricted

4,754,139.76

4,831,756.59

6

17,200.00

4

2,449.68

6

25,000.00

0

1

3,300.00

5

Acorn Fund

Donations (CY)

Donations (LY)

Grants (CY)

156,420.87

Grants (LY)

29

520,137.32

0

123,845.87

40,294.57

5

1,331.15

44

11,687.04

Agency Fund

4,120,473.63

4,401,110.22

8

40,850.00

10

96,213.67

Designated

1,521,285.63

1,365,666.50

58

78,519.76

14

84,813.09

0

Donor Advised Restricted

1,004,970.53

615,636.17

2

103.09

11

33,948.61

11

44,500.00

1

4,139.05

Donor Advised Unrestricted

46,130.00

0

10,751,716.11

10,600,003.61

63

69,871.22

12

648,149.84

51

179,830.00

31

40,180.00

Field of Interest

4,934,475.00

4,936,247.81

57

82,448.59

252

116,167.06

3

66,642.44

1

45,000.00

Scholarship Named

1,907,558.59

1,813,554.63

7

50,830.62

13

1,990.00

9

19,550.00

11

12,270.00

ECPSF Acorn Fund

75,189.20

36,142.55

7

9,651.55

37

8,407.39

ECPSF Designated

73,616.99

72,283.38

0

3

277.73

1

660.00

0

ECPSF Donor Advised Restricted

137,330.39

120,882.95

0

1,986.60

ECPSF Field of Interest

298,410.43

309,850.29

18

ECPSF Pass-Through

1

200.00

3

7,723.10

5

20,651.55

0

0 0

600,556.63

315,533.69

144

91,002.05

82

30,587.57

25

32,114.40

25

43,763.00

ECPSF Scholarship

2,212,420.30

2,018,778.23

4

250,300.00

1

250,000.00

2

1,000.00

1

500.00

ECPSF Unrestricted

381,655.76

374,822.21

7

825.00

6

150.00

0.00

0.00

36,271,900.74

36,929,676.15

1,151

1,281,227.79

831

1,836,246.19

156

531,004.31

104

712,119.37

System Fund Total

59

Fund Group Percentages Current Year Pass-Through Agency Pass…

Unrestricted Acorn Fund

13.1%

Agency Fund

13.6%

Designated 11.4%

Donor Advis…

Donor Advis…

Field of Inter…

29.6%

Scholarship…

1/2

Fund Group Balances Current Year

Pass-Through Unrestricted

Last Year

Agency Fund Donor Advised Restricted Field of Interest ECPSF Acorn Fund ECPSF Field of Interest ECPSF Unrestricted 0

5,000,000

10,000,000

60

15,000,000

Donations Current Year

300,000

Internal External

200,000

100,000

0

gh … ted nd nd ted d… d… est a… n… n… r… f… … a… r… nd rou ass-T stric rn Fu cy Fu igna vise vise Inter ip N cor esig ono eld o ass-T chol nrest m Fu h e -T y P nre co en Des Ad Ad of rsh F A F D F D Fi F P F S ss F U Syst F S r r A Ag S a d U no ono Fiel chol ECP CPS CP CPS CPS CPS CPS Pa genc o E D D E E E S A E E

Grants Current Year

200,000

Internal External

150,000

100,000

50,000

0

gh … ted nd nd ted d… d… est a… n… n… r… f… … a… r… nd rou ass-T stric rn Fu cy Fu igna vise vise Inter ip N cor esig ono eld o ass-T chol nrest m Fu h T e - y P nre co en Des Ad Ad of rsh F A F D F D Fi F P F S ss F U Syst F S r r A Ag S a d U no no Fiel chol ECP CPS CP CPS CPS CPS CPS Pa genc E E Do Do E E E S A E

61

AUDIT COMMITTEE MINUTES Wednesday, April 20, 2022 7:30 a.m.

Hybrid Meeting

Tom Larson called meeting to order at 7:31 am PRESENT: Dale Wood, Bill Brunner, Karl Murch, Tom Larson, John Satre, Linda Danielson ABSENT: GUEST: Mark Bergquist from Olsen-Thielen STAFF PRESENT: Sue Bornick, Erin Dayton, and Cindy Fahser INTRODUCTIONS: All staff introduced themselves to Mark Bergquist, auditor from Olsen Thielen APPROVAL OF MINUTES - April 21, 2021 Minutes from April 21, 2021 meeting were discussed. Tom asked about questions in minutes that were posed prior to the 2021 audit meeting. Dale Wood said questions were posed ahead of time and were answered by Dawn Yarrington from CLA. Some questions were answered on the third page under other questions asked.

Tom asked about segregation of duties. Sue explained internal controls that were put in place after Sharon left.

• The monthly financial statements and payroll was outsourced with CLA. • Donation checks and cash received is logged by either Erin, Brenna or Sue. The log is secured.

Cash is immediately taken to Associated Bank and not held overnight.

• Checks for expenses and grants are logged by either Erin, Brenna or Sue before they are printed by Cindy. The log is managed by Erin, Brenna, and Sue. The key to the cabinet that holds checks is held by Erin and Sue. Karl and Tom suggested a procedure manual. Cindy is already logging procedures as she completes them. We will add the above controls and label her book. Cindy is also saving them in SharePoint.

Sue discussed our conversion to Share Point and that we can put limits on files based on job duties.

Signing of checks were discussed. Sue said it is in a policy; she approves check runs and can sign checks $5000 and under. Checks over $5000 require two signatures. The Treasurer signs off on all invoices.

Karl asked about footnote on Note #9. Footnote on financial statement is wrong concerning capitalization policy. It was changed to $5000 at a board meeting. Mark explained that furniture made up a lot of that number.

Dale Wood moved to approve the minutes; Karl Murch seconded and were passed unanimously.

PRESENTATION BY OLSEN THIELEN Mark Bergquist Mark has been with Olsen-Thielen (OT) for about 30 years. They have a staff of 100 in Twin Cities.

They do quite a bit of work with 501(c)3s. ECCF made the switch to OT as CliftonLarsenAllen (CLA) does our bookkeeping now. Typical problems in nonprofits are segregation of duties and preparation of financial statements. Because ECCF has outsourced accounting to CLA, no material weaknesses were found due to segregation of duties or prep of financial statements. We have good segregation for a nonprofit this size.

Reclass entries were discussed. Agency funds are in net assets and should be considered a liability.

CSuite software is designed to include agency funds as an asset. Dale asked if a work paper was 62

designed by OT that we could use. Our agency funds currently hit our operating statement but should not be there. Mark said he could share the work paper, but it might be hard to follow. Mark said Steve could make the entries for us. Tom said it would be better to track this during the year rather than make all the year-end adjustments.

Dale says we should look at work papers before assigning anything. Tom wants to schedule a call with committee members after we look through the work papers. These adjustments could be done on a quarterly basis. Executive committee will decide if additional meeting is needed.

Mark says the $2M difference in fund balance has to do with agency funds and pledges receivable.

This can be reconciled back and forth. If you have a variance power, Mark questioned if a fund is really an agency fund or not. Example: Boy Scouts Fund. Fund statement says we have variance of power over the of funds. Mark thinks our agency fund agreements could be worded differently. Karl asked if this is Council on Foundations wording. Sue will double check COF. Sue explained the use of thirdparty donations for example, the L.E. Phillips Sr. Center Designated Fund was set up to accept third party donations and is an asset. If we receive a donation from a 501c3 to a 501c3, we keep those dollars segregated in an agency fund.

Language for audit reports changed in 2021. Opinion is now at the front, instead of the back. New Auditing standards came out with this format. Tom asked if OT reviewed prior year audits. Mark says they looked at 2020 audit. Tom asked about unmodified opinion. Mark says it used to be unqualified and that unmodified is the new language.

CONSOLIDATED FINANCIAL STATEMENT Main areas OT looked at were investments, contributions, and pledges. Last year auditors spent quite a bit of time on investments, but Steve did that for this year and it saved time. Pledges receivables were backed out. Bill asked if uncollectable was backed out. Mark said it wasn’t applicable. Steve backed out $13,000 at year end for uncollectable. Very little was written off in 2021. Uncollectable is very small and mostly related to Carson Park. Carson Park has $67k in pledges receivable.

Other pledges receivable was discussed. Tom asked about our role in pledges. We are a pass through, but we are not taking on role of calling donors to receive uncollectable pledges. It is the responsibility of the fundholders. Sue said we were scheduled to be finished with Confluence but there are a few pledges left that were extended. Tom asked if are taking on any new liability for Confluence. Sue answered – no. Carson Park is still on our books. Karl says Confluence messed up our books for a long time; and made the financial statements look misstated.

Other corrections: Consolidated Statement of Financial Position - under Net Assets – Karl noted the colon should be removed.

Consolidated Statement of Activities – Mark looked at contributions and grants including the documentation on these. Any that apply to an agency fund were backed out. Tom mentioned a typo should say 2021 was compared to 2021 on page 4.

Consolidated Statement of Functional Expenses – Grants are most of the expenses. Nonprofits are required to look at expenses on a functional basis. How does staff spend time? How does payroll get allocated? At ECCF, 88% of expenses go to program. A It was noted that more time was spent in fundraising this year. Karl asked about admin fee revenue line; he thought it seemed low. Mark said this number is a net fee, revenue, and expense. Linda says it would be nice to know if admin fees are covering expenses.

63

Consolidated Statement of Cash Flows – Mark said this looks good. Increase in investments caused decrease in cash.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS Note 1 - Nature of Organization: Property and equipment footnote will be corrected to $5,000.

Furniture was big expense in 2021.

Mentioned: here is a new accounting pronouncement for 2022. If you have more than a one-year lease, you record the payments as an asset and liability. This will be on the balance sheet. Our lease commitment is about $74K and can be found on page 19 in the Footnotes. There will be a new standard for 2023. A new quantitative standard will be added in.

Note 2 - Pledges Receivable: Bill suggested that discount rates should have the years they are applicable for.

Note 3 – Investments: Nonprofits are not required to break out realized and unrealized gains. Bill asked about other assets on the statement. Mark said these are alternative equities and most likely they are stocks in mutual funds. Dale thinks this is how Morgan Stanley and US Bank classifies this.

Tom asked for an example of an alternative. Mark says he would need to refer to statements to answer. Group decided this was immaterial.

Note 4 Liquidity: Line item Financial Assets available to Meet Cash Needs for General Expenditures Within One Year. This consists of SOF and operating funds. Mark said we have large unrestricted net assets of $17M. Mark says these are not available and a large portion comes from donor advised funds for granting purposes. The question is Should assets available for expenditure include funds used for granting. Sue said donor advised funds which are unrestricted is approximately 35% of our funds that support grants. John asked what general expenditures included. Are grants considered general expenditures? Mark said we could have a line that lists unrestricted net assets. Karl likes the numbers excluding grants. It was decided to change the title of that line to Financial Assets available to Meet Cash Needs for General Expenditures, Excluding Grants, Within One Year.

In CSuite we can flag funds for temporary, unrestricted, or restricted use and will work on that this summer. Donor advised funds would be flagged as unrestricted. Tom says this change could be done for 2022 audit. The Distribution policy was discussed. Sue said policy says 4% unless recommended differently from the Investment Committee and approved by the Board of Trustees.

Note 6 – Agency Funds: The negative balance in the Story Builder Library Fund was discussed. Once pledge receivables were backed out, a negative balance showed. Sue said that admin fees and credit card fees were not pulled out before the grants were awarded in 2021, creating the negative balance.

Dale asked if this audit will be made available to the public. Dale said a footnote could be added to explain that dollars were made up within weeks. Mark said the note could say “subsequent to year end, donations came in”. Bill asked if the Story Builder Fund included new money or pledges receivable. Erin explained shortfall and new money. It was suggested the Play Forever Fund could be combined with other Agency Funds.

Note 7 - Restricted net assets: Bill mentioned typo in the word: Circle. Karl suggested listing assets from high to low amounts.

64

Note 8 – Donor Advised Funds: Dale noted a typo in word from. This could be caused from the watermark.

Note 9 – Endowments: Dale suggests that on page 18 under Distribution Policy, change “will be established” to “is established” in the first paragraph.

Note 10 – PPP loan and Forgiveness: No comments Note 11 – Lease Commitments: Discussed earlier in the minutes Note 12 – Retirement Plan: Karl mentioned the period missing at the end of the paragraph.

Bill wanted to know if audit could be scheduled earlier. Mark says we could move it up a week or so.

Nonprofits are scheduled for Mid-March thru May at OT. Bill said that for many years the annual report has had to list restated amounts It was discussed to move the published date after audit approval the end of April.

Karl asked about the audit cover sheet dates. He thinks prior year should be listed too as those numbers are included. Mark says that is their policy to list just one year. Mark says he would take it under advisement. Dale asked what subsequent event date would be. Mark said it will be the date of approval at Board meeting.

Mark says he will send an updated copy once changes are made. Sue will double check them before sending to the committee.

Bill asked about internal control letter. Mark said there was no internal control letter because there were no material weaknesses.

Mark says everything went very smoothly. Sue was good about getting back in a timely manner on questions. Mark though CSuite was good to work with. He was able to look up funds and documentation. He mentioned pledge receivable schedule. It should be run it on December 31st. Sue liked Olsen Thielen’s work paper. She could understand it and liked the dates included. Mark said Steve was helpful and had done some audit adjustment entries ahead of time. Mark said he had to tie into opening balances which was harder due to reclass. Mark suggested looking at wording on funds.

Mark will send revised preliminary draft of audit findings for ECCF board meeting. Dale reminded Mark to send work papers on reclass. Mark left meeting at 9:25 am.

OTHER NOTES: Dale asked if report will be sent out for vote. Sue said it would be.

Tom expressed gratitude to Bill Brunner for his many years on the committee. Bill said he really enjoyed it and it was a pleasure.

ADJOURN: 9:28 am

Tom Larson

Submitted by: Cindy Fahser and Sue Bornick

65

PR EL IM IN A R Y

Board of Directors Eau Claire Community Foundation Eau Claire, Wisconsin

We have audited the financial statements of Eau Claire Community ity Foundation for fo the year ended December 31, 2021 and have issued our report thereon dated Professional ated ____________. __________ _______ standards require that we provide you with the following information mation tion related to our o audit.

Our Responsibility Under U.S. Generally Accepted Auditing ting g Standards

As stated in our engagement letter dated November mber 1, 2021, our ou responsibility, as described by whethe the financial statements prepared by professional standards, is to express an opinion about whether management with your oversight are fairly presented, respects, in conformity with resented, in all material m U.S. generally accepted accounting principles. ciples. Our audit aud of the financial statements does not relieve you or management of your responsibilities. onsibilities. nsibilities.

Our responsibility is to plan and perform rform m the audit to obtain reasonable, but not absolute, assurance that the financial statements are free of material misstatement.

As part of our audit, we considered m the internal control of the Foundation. Such Suc considerations were solely for the purpose of determining our audit procedures cedures and not to provide any assurance concerning such internal control. We are responsible significant matters related to the audit that are, in sible ible for communicating commun our professional judgment, ment, relevant to t your responsibilities in overseeing the financial reporting process. However, we are not required requir to design procedures specifically to identify such matters. e and Timing of the tth Audit Planned Scope

We performed med the audit according ac to the planned scope and timing previously communicated to you ssion of o planning plan in our discussion matters on March 16, 2022.

66

Eau Claire Community Foundation Page 2 Significant Audit Findings Qualitative Aspects of Accounting Practices

PR EL IM IN A R Y

Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the Foundation are described in Note 1 to the financial statements. No new accounting policies were adopted and the application of existing policies was not changed during the year. We noted no transactions entered into by the Foundation during the ounda und year for which there is a lack of authoritative guidance or consensus. All significant significa transactions have been recognized in the financial statements in the proper period. man Accounting estimates are an integral part of the financial statements prepared by management and ut past and current curr cur are based on management’s knowledge and experience about events and ess are particularly particula sensitive because assumptions about future events. Certain accounting estimates se of the possibility possibi possibil that future events of their significance to the financial statements and because d. The most sensitive sens affecting them may differ significantly from those expected. estimates affecting the financial statements were as follows: Estimate

Management’s Manag Mana gement eme Method of Determination

Functional Expense Allocation

Based on review re of employee duties and time studies and an estimated program use of facilities, services service and office expenses.

Pledges Receivable

Based on discounted Bas u unconditional promises.

Allowance for Receivable Losses sses

Based on assessment of the current status of individual accounts and trends of historical write-offs.

present

value

of

We evaluated the key factors, actors, assumptions assumpt assump and any subjective or complex judgement made by o develop these estimates e management used to in determining that they are reasonable in relation to the financial statements ments taken as a whole. w The disclosures res in the financial financia statements are neutral, consistent, and clear. fin Difficulties Encountered in Performing the Audit Encount

We encountered no difficulties in dealing with management in performing and completing our audit.

We wish to thank the Foundation’s management and staff for their assistance.

Corrected and Uncorrected Misstatements Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are trivial, and communicate them to the appropriate level of management. No such misstatements were identified.

We noted no uncorrected adjustments that, in our judgement, could have a significant effect on the Foundation’s financial reporting process.

67

Eau Claire Community Foundation Page 3 Significant Audit Findings (Continued) Disagreements with Management For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.

PR EL IM IN A R Y

Management Representations

re included in i the management We have requested certain representations from management that are representation letter dated ____________. antss Management Consultations with Other Independent Accountants

h other accountants accou ac In some cases, management may decide to consult with about auditing and pinion” on certai certain situations. If a consultation accounting matters, similar to obtaining a “second opinion” involves application of an accounting principle to the Foundation’s financial statements or a Foundatio Foundat exp determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting with us to determine that the g accountant to check c consultant has all the relevant facts. To our urr knowledge, there ther the were no such consultations with other accountants.

Other Audit Findings or Issues

We generally discuss a variety the application of accounting principles and ety of matters, including inc auditing standards, with management each year prior to retention as the Foundation’s auditors.

However, these discussions ons occurred in the tth normal course of our professional relationship and our responses were not a condition to our re retention.

This information iss intended solely solel for the use of the Board of Directors and management of the Foundation and nd d is not intended to be and should not be used by anyone other than these specified parties.

Roseville, Minnesota o ____________

68

R PR E V EL IS IM ED IN AR Y

Eau Claire Community ity Foundation Fou F Consolidated d Financial S Statements nts ts with Together w dependent ependent Au eport Independent Auditors’ Report

Decemberr 31, 2021 D

69

EAU CLAIRE COMMUNITY FOUNDATION CONTENTS

Page INDEPENDENT AUDITORS’ REPORT

1-2

CONSOLIDATED FINANCIAL STATEMENTS: 3

Statement of Activities

4

Statement of Functional Expenses

5

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Statement of Financial Position

6

Statement of Cash Flows

ents Notes to Consolidated Financial Statements

77-19

70

INDEPENDENT AUDITORS’ REPORT

Board of Directors Eau Claire Community Foundation Eau Claire, Wisconsin Opinion

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We have audited the accompanying consolidated d financial statements statement of Eau Claire Community state Commu Foundation (a nonprofit organization), which comprise the consolidated statement conso con nt of financial finan position as of December 31, 2021, and the related ated consolidated statement of activities, ivities, functional function expenses, and cash flows for the year then ended, and the related relat notes to the financial rela nancial statements. statements

In our opinion, the consolidated financial referred to above present material cial statements refer sent fairly, in all ma mat respects, the financial position Eau u Claire Community Communi Foundation as off December ecember 31, 2021, 202 and the changes in its net assets and with d its cash flows for the year then n ended in accordance accorda accord accounting principles generallyy accepted in the United States of America.

Un erica. ca.

Basis for Opinion

We conducted our audits in accordance with auditing standards in the United accordanc accord tandards andards generally genera accepted a States of America. a. Our responsibilities responsibilitie under those standards responsibilit andards ards are further described in the Auditors’ Responsibilities es for the Audit of the th Financial Statements ments section of our ou report. We are required to o be independent Foundation nt of Eau Claire Community C ation and to meet our o other ethical responsibilities in accordance with th the relevant releva ethical requirements ments ents relating to our audits. We believe that the audit evidence we have obtained btain is sufficient and appropriate opriate to provide provid provi a basis for our audit opinion.

Responsibilities of Management for the Financial State Statements

Management is responsible for the he e preparation and fair presentation of the consolidated financial statements in accordance with generally accepted in the United States of h accounting principles princip America, and for the design, and maintenance of internal control relevant to the n, implementation, a preparation and fair presentation entation ntation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is required to evaluate whether there are nancial statements stateme conditions or events, nts, considered in the aggregate, that raise substantial doubt about Eau Claire Community Foundation’s on’s n’s a ability tto continue as a going concern within one year after the date that the financial statements are available to be issued. av a

71

Eau Claire Community Foundation Page Two Auditors’ Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, sstate misrepresentations, or the override of internal control. Misstatements, including omissions, are at,, individually individ considered material if there is a substantial likelihood that, or in the aggregate, they er based on the financial statements. would influence the judgment made by a reasonable user

R PLR E AY VI S IM ED IN R

auditi standards, s In performing an audit in accordance with generallyy accepted auditing we:

ntain n professional skepticism ske sk ut the audit. x Exercise professional judgment and maintain throughout erial rial misstatement of the financial statements, ements, ments, whether due du x Identify and assess the risks of material d perform audit procedures proc ve to those risks. Such S to fraud or error, and design and responsive g, on a test basis, basis evidence regarding arding ding the amounts amount and procedures include examining, atements. tements. disclosures in the financial statements. x Obtain an understanding g of internal control contro relevant to the audit co dit in order to design audit procedures that are appropriate circumstances, but not ppropriate in the circ ot for the purpose purpos of o expressing an opinion on the effectiveness ffectiveness of Eau Ea Claire Community unity Foundation’s internal control.

Accordingly, no such expressed. ch opinion is expre x Evaluate the appropriateness of accounting policiess used of significant a sed and the reasonableness rea reas accounting g estimates made by management, as well as evaluate the overall presentation of the financial statements. tements. x Conclude whether, hether, ther, in our judgment, there here re are conditions condition or events, considered in the aggregate, that raise rais substantial doubt bt about Eau Claire Community Foundation’s ability to continue as a going concern for a reasonable asonable period of ttime.

We are required to communicate with those charge charged with governance regarding, among other matters, the planned scope and timing audit, significant audit findings, and certain internal ming of the audit control related matters that we identified during the audit.

Prior Period Financial Statements tatements tements

The consolidated financial nancial statements of Eau Claire Community Foundation, as of December 31, 2020, were audited d by other auditors auditor whose report dated April 29, 2021, expressed an unmodified opinion on those statements. atements. ments

Roseville, Minnesota ____________

72

EAU CLAIRE COMMUNITY FOUNDATION CONSOLIDATED STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2021 AND 2020 2020

$ 3,362,838 375,542 32,646,411 20,521 – 1,334 36,406,646

$ 4,279,973 400,447 27,908,108 21,569 4,168 2,018 32,616,283

TOTAL ASSETS

$ 36,406,646 36

$ 32,616,283 2,616,283 6,2

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2021 ASSETS: Cash and Cash Equivalents Pledges Receivable Investments Cash Surrender Value of Life Insurance Prepaid Expenses Furnishings and Equipment Total Assets

LIABILITIES S AND ND NET ASSET ASSETS

LIABILITIES: Grants Payable Accounts Payable Accrued Expenses -Throu ugh Funds Agency Endowment and Flow-Through Total Liabilities

$

NET ASSETS: Net Assets Withoutt Donor onor Restrictions Net Assets with Donor Restrictions Total Net Assets Asset TOTAL LIABILITIES ES AND NET ASSETS

15,000 5,00 5,000 – 9,760 ,760 4,386,943 4,411,703

$

19,163 19 19, 4,501 22,781 5,116,108 5,162,553

17,453,947 17,453,9 14,540,996 14,5 14,540 31,994,943 31,9 19

14,947,654 12,506,076 27,453,730

$ 36,406,646

$ 32,616,283

The accompanying notes are an integral part of the consolidated financial statements.

73

EAU CLAIRE COMMUNITY FOUNDATION CONSOLIDATED STATEMENT OF ACTIVITIES YEARS ENDED DECEMBER 31, 2021 AND 2020

Without Donor Restriction

Without Donor Restriction

Total otal

2020 With Donor ono onor Restriction estriction rict

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SUPPORT AND REVENUE: Support: Contributions Investment Income Donated Services Administrative Fee Revenue Change in Cash Value of Life Insurance Total Support

2021 With Donor Restriction n

$ 1,767,429 1,734,936 11,796 53,160 48) (1,048) 6,273 2 3 273 3,566,273

48,979 $ 2,648,979 1,144,091 – – – 3,793,07 3,793,070 ,793,07

Net Assets Released from Restrictions

1,758,150

(1 (1,758,150) (1,75

Total Support and Revenue

5,324,423 324 4 423 4,423 42

EXPENSES: Programs and Grants Management and General Fundraising Total Expenses CHANGE IN NET ASSETS

NET ASSETS at Beginning of Year NET ASSETS at End of Year

4,416, $ 4,416 4,416,408 2,879,027 2,8 11,796 53,160 (1,048) 7,359,343

$

951,775 5 1,441,844 844 108 14,108 48,806 (841) 2,455,692 2,455,692 692 6

$ 1,745,75 1,745,7 1,745,752 1,221,51 1,221,513 – – – 2,967,265

Total

$ 2,697,527 2,663,357 14,108 48,806 (841) 5,422,957

–

1,443,006 443,0

(1,443,006)

2,034,920

7,359,343 359,343

3,898,698 3 3,898,6 898 6

1,524,259

5,422,957

2,485,723 2,485 85,,72 124,111 124 208,296 2 20 2,818,130 2

– – – –

2 2,485,723 ,485 48 ,723 723 124,111 208,296 2,818,1 2,818,130

2,230,979 94,092 131,526 2,456,597

– – – –

2,230,979 94,092 131,526 2,456,597

2,506,293

2,034,920 2,034, 920

4 4,541,213

1,442,101

1,524,259

2,966,360

14,947,654

12,506,076

27,453,730

13,505,553

10,981,817

24,487,370

$ 17,453,947 3,947 ,947

$ 14,540,99 14,540,996

$ 31,994,943

$ 14,947,654

$ 12,506,076

$ 27,453,730

The accompanying anying ying notes n are a an integral part of the consolidated financial statements.

74

–

75

Total

Grants Payroll & Benefits Equipment Professional Fees Printing and Publications Fund Event Expense Rent Supplies Community Events Insurance Dues to Other Organization Telephone Postage Awareness Conferences Depreciation Other Expenses $ 12 124,111

– 80,716 13,944 10,448 – – 3,784 1,639 9 – 1,574 3,123 84 849 474 – 1,190 190 6,1 6,18 6,180

– 128,332 2 22,170 170 6,610 16,610 – 14,940 6,015 01 2,606 2,887 2,50 2,503 – 1,351 754 – – 302 9,826

$ 208,296 296

$

$ 2,818,130

$ 2,341,985 2,341,98 290,344 50,159 59 37,581 7,58 18,4 18,490 1 14,940 13,610 5,896 5,774 5,663 3,123 3,055 55 5 1,70 1,706 1,700 1,190 684 22,230

Tot Total

$ 2,230,979

2, $ 2,044,497 119,499 15,938 5,949 10,125 – 5,867 ,867 7 2,416 2,2 2,216 3,05 3,055 – 1,448 956 6 8,4 8,40 8,400 – 338 10,275

Prog Program and Gr Grants

– 64,282 4,282 8,574 3,200 200 – – 3,15 3,156 1,300 – 1,643 3,918 779 514 – 6,544 182 – $ 94,092

$

$

$

131,526

– 93,391 93,3 12 12,459 4,651 – 7,277 4,587 1,888 2,740 2,389 – 1,133 747 – – 264 –

2020 Management and General al Fundraising Fun

D Y E R S I A V N I E R IM L E R P $

2021 Management and General Fundraising

The accompanying anying ying notes n are a an integral part of the consolidated financial statements.

$ 2,485,723

$ 2,341,985 81,296 14,045 10,523 18,490 – 3,811 1,651 2,887 1,586 – 855 478 1,700 – 192 92 6,224 224 4

Program and Grants

CONSOLIDATED STATEMENT OF FUNCTIONAL EXPENSES YEARS ENDED DECEMBER 31, 2021 AND 2020

EAU CLAIRE COMMUNITY FOUNDATION

$ 2,456,597

$ 2,044,497 277,172 36,971 13,800 10,125 7,277 13,610 5,604 4,956 7,087 3,918 3,360 2,217 8,400 6,544 784 10,275

Total

EAU CLAIRE COMMUNITY FOUNDATION CONSOLIDATED STATEMENT OF CASH FLOWS YEARS ENDED DECEMBER 31, 2021 AND 2020 2021

2020

$ 4,541,213

$ 2,966,360

(2,499,036) (63,424) 684 1,048 24,905 4,168

(2,387,183) (47,488) 784 841 279,165 79, 79,16 (1,455) (1,455 1,4 )

(4,163) (4,501) (13,021)) 65) (729,165) 8,7 8,708 1,258,708

13,37 13,372 – 77 4,777 952,777 1,781,950 1,781,9 ,781

– 7,322,148 (9,561,415) (2,239,267)

(1,420) 31,228,074 (30,932,390) 294,264

PR EL IM IN AR Y

CASH FLOWS FROM OPERATING ACTIVITIES: Change in Net Assets Adjustments to Reconcile Change in Net Assets to Net Cash Flows From Operating Activities: Net Realized and Unrealized Gains on Investments Contributions for Funds Held in Perpetuity Depreciation Change in Cash Value of Life Insurance (Increase) Decrease in Operating Assets: Pledges Receivable Prepaid Expenses Increase (Decrease) in Operating Liabilities: Grants Payable Accounts Payable Accrued Expenses Agency Endowment Funds ctivities tivities Net Cash Flows From Operating Activities CASH FLOWS FROM INVESTING ACTIVITIES: CTIVITIES Purchase of Equipment Proceeds from Sale of Investments stments tmen Purchase of Investments Activities Net Cash Flows From om m Investin Investing Invest g Activiti

CASH FLOWS FROM M FINANCING AC ACTIV ACTIVITIES: p or Funds Held in Perp Per Contributions for Perpetuity

63,424

NET CHANGE IN CASH AND CAS CASH EQUIVALENTS

R

(917,135)

Year ar QUIV QUIVAL CASH AND CASH EQUIVALENTS at Beginning of Yea CASH AND CASH EQUIVALENTS at End of Year

47,488

2,123,702

4,279,973

2,156,271

$ 3,362,838

$ 4,279,973

The accompanying notes are an integral part of the consolidated financial statements.

76

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 1 - NATURE OF ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES Nature of Activities Eau Claire Community Foundation (the Foundation) is a nonprofit community foundation that is supported by public contributions, which are used to enhance and support the quality of life in the Eau Claire area.

Basis of Presentation

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ared on o the accrual basis of accounting in The accompanying financial statements have been prepared les. Revenues, Reve loss os accordance with generally accepted accounting principles. expenses, gains and losses, nce or absence absenc of donor-imposed restrictions. estrictions. ctio and net assets are classified based on the existence ar classified and reported as Accordingly, net assets of the Foundation and related changes are follows:

Net Assets without Donor Restrictions - Resources over which the Board of Directors has discretionary control. tha are Net Assets with Donor Restrictionss - Net assets with donor restrictionss are resources that restricted by a donor for use for a particular purpos purpose or in a particular future re period. Some So donorimposed restrictions are temporary porary ary in nature, an and the restriction will expire when the resources are used in accordance with the donor’s instructions or when the stipulated time has passed. iinstr Other donor-imposed restrictions perpetual in nature; the estrictions strictions are perpet perpe e Foundation mu must continue to use the resources in perpetuity etuity in accordance accordan with the donor’s instructions. nstructions.

Consolidation

The accompanying statements nying ying consolidated financial fin s of the Foundation are prepared including the financial activity Claire Public Schools Inc. (ECPSF) and ECCF Realty ity of the Eau Cl Cla olss Foundation, Inc LLC. The Foundation entities. The Foundation undation ndation has ha an economic relationship with these t established an agreement eement eme to t manage the finances ances es of ECPSF in exchange for an administration fee effective December 1,, 2011.

The ECPSF of the Foundation. If the 20 F is a supporting organization org o ECPSF dissolves, the Foundation would maintain those funds. ECCF Realty, LLC is a single member LLC, wholly owned by the Foundation, and was set up to accept real estate gifts and sell those gifts with the funds being given ven en to the Foundation.

Foundatio The ECPSF’s mission is to serve long-term impact in promoting education. rve as a catalyst in creating c Accounting Estimates

The presentation of financial nancial statements in i conformity with accounting principles generally accepted in the United States management to make estimates and assumptions that ess of America requires re requ affect the reported and liabilities and disclosure of contingent assets and d amounts of assets as liabilities at the date financial statements and the reported amounts of revenues and e of the t fin expenses during the reporting Actual results could differ from those estimates. porting ortin period. p

77

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 1 - NATURE OF ASSOCIATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Subsequent Events In preparing these financial statements, the Foundation has evaluated for recognition or disclosure the events or transactions that occurred through ____________, the date the financial statements were available to be issued.

Cash Equivalents

R PR E V EL IS IM ED IN AR Y

nts s with wit a maturity m The Foundation considers all highly liquid debt instruments of three months or less lents are stated s xima im when purchased to be cash equivalents. Cash equivalents at cost, which approximates market value. ge e Receivable Los Loss Pledges Receivable and Allowance for Pledge Losses

al promises to give and a are recognized d as revenue in the Pledges receivable consists of unconditional ve e are not recognized recognize until they become me unconditional, that tha period made. Conditional promises to give substa ributions to be received rece rec is, when the conditions on which theyy depend are substantially met. Contributions fut ortization of discounts disco after one year are discounted using present value of future cash flows. Amortization is n revenue. revenue recorded as additional contribution ssed individually for collectability based ed on the surrounding surround Pledges receivable are assessed facts and story. circumstances and past history.

ors rs the credit quality qualit of its pledges receivable eivable ivable balance. Pledges Pl The Foundation monitors are reviewed llectability ectability of pledge balances is assessed. essed. Losses in prior p periodically, and collectability years have been e Foundation has recorded rec re nce for uncollectible uncollectibl pledges of $13,000 and insignificant. The an allowance ecember cember 31, 2021 and an 2020. $100,000 at December Investments

ketable etab securities with readily determinable fair values are valued at their fair Investments in marketable on. n. Realized and unrealized u un values in the statementt of financial position. gains and losses are included lized gains and losses los lo in the statement of activities. Realized are determined using the specific ar reported as income when earned. identification method. Interest and dividend income are Property and Equipment

Property and equipment are re e recorded at original origin cost. Additions, improvements or major renewals are capitalized. If items sold, retired or otherwise disposed of, they are removed s of property are so from the asset and accumulated depreciation accounts and any gains or losses thereon are depre reflected in the statement tement ement of activities. activitie Property and equipment over $5,000 is capitalized. Repairs and maintenance costs sts are charged to expense as incurred.

Depreciation is computed the straight-line method at lives between three to ten years. ted ed using us

78

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 1 - NATURE OF ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Revenue Recognition Contributions received and unconditional promises to give are measured at their fair values and are reported as an increase in net assets. Conditional promises to give are not recognized until they become unconditional. The Foundation reports gifts of cash and other assets as restricted support if they are received with donor stipulations that limit the use of the assets, or if they are designated as support for future periods. When a donor restriction expires, that is, when a stipulated time restriction ends or purpose restriction is accomplished, net with donor restrictions are et assets a reclassified to net assets without donor restrictions and reported ported in tthe statement of activities as net assets released from restrictions. Donor-imposed contributions ntributions are reported as net assetss with ntribution w donor restrictions, even if it is anticipated such restrictions period. ions ons will be m met in tthe current reporting g pe period

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Donated Services

Donated services are recognized for servicess that nonfinancial assets or require at create or enhance enha requir specialized skills, are provided by individuals skills, and would ordinarily be duals possessing those th purchased if not provided by donation. Contributed ontributed services, services including promises es to give, that do not n meet these criteria are not recognized. d.. Donated services were $11,796 and d $14,108 for 2021 202 and 2020.

Functional Allocation of Expense ense

The cost of providing the Foundation’s oundation’s programs program and other activities ities is summarized summariz on a functional basis in the statement off activities and statement of functional that can be state al expenses. Expenses Expe Exp identified with a specific icc program or support suppo supp service are charged rged ged directly to that program or support service. Costs common have been mmon n to multiple functions fun fu n allocated among the various functions benefited using a reasonable allocation allocatio method that is consistently allocat sistently applied, applied as follows: 1) Salaries and payroll taxes on the amounts of time es and wages, benefits, benef xes are allocated based ba b spent by employees performing those functions. perf ctions.

2) Occupancy, and internet services, supplies and miscellaneous y, telephone telepho ervices, insurance, insuranc expenses that be directly identified att cannot cann ca ntified are allocated on the basis of salaries and wages.

General and administrative expenses include are not directly identifiable with any nclude those costs that t specific program, but which provide and direction of the Foundation. e for the overall support s Fundraising costs are expensed ass incurred, even though they may result in support received in tho th future years.

Income Taxes

The Foundation and ECPSF CPSF SF are exempt from Federal and State income taxes under Section 501(c)(3) of the Internal rnal Revenue Cod Code therefore, the financial statements do not include a provision for income the Organizations are subject to income tax on net unrelated e taxes however, howeve th business income.

The Foundation and ECPSF income tax positions taken or expected to be taken in income CPS reviews revie tax returns to determine are any income tax uncertainties. This includes positions that the e if there ther th entity is exempt from income ome taxes or not subject to income taxes on unrelated business income.

The Foundation and ECPSF recognizes tax benefits from uncertain tax positions only if it is more likely than not that the tax positions will be sustained on examination by taxing authorities, based on the technical merits of the positions. The Foundation has identified no income tax uncertainties.

The Foundation and ECPSF files information returns as a tax-exempt Organization. Should that status be challenged in the future, all years since inception could be subject to review by the IRS.

79

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 1 - NATURE OF ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Credit Risk Financial instruments which potentially subject the Foundation to concentrations of credit risk consist principally of cash. The Foundation places its cash with high credit quality financial institutions and, by policy, generally limits the amount of credit exposure to any one financial institution. The Foundation had a credit risk concentration as a result of depositing $990,783 of funds in excess of insurance limits in a single bank.

Fair Value Measurements

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Under generally accepted accounting principles, fair value is the price that p th would be received ved to sell an asset or paid to transfer a liability in an orderly market participants rly ly transaction between betwe be pants at the measurement date. The accounting standards fair value hierarchy that dss establish a three-level three thre t prioritizes information used in developing assumptions an asset or liability sumptions umptions when pricing prici pric bility as follows: uoted oted prices in active markets; Level 1 - Observable inputs such as quoted

d prices in active markets, ma servable ervable either directly direc or Level 2 - Inputs, other than quoted that are observable indirectly; and, ts where there is little littl or no market data, litt ata, a, which requires the t reporting Level 3 - Unobservable inputs assumptions entity to develop its own assumptions.

bservable market da e, in making fair val valu The Foundation uses observable data, when available, value measurements. ments nts are classified a owest level input that tha is significant to the Fair value measurements according to the lowest valuation. n holds certain asse ed to be measured at fair value on a recurring The Foundation assets that are required alue of the Foun ent nt securities were determined d basis. The fairr value Foundation’s investment based on inputs as te 3. presented in Note Endowments

ions of the Wisconsin Wisco Wisc The Foundation follows the provisions Uniform Prudent Management of guida Institutional Funds Act (UPMIFA). This provides guid guidance on the classification of endowment net ure for endowment endowmen funds. Under UPMIFA all unappropriated assets and enhances disclosure red donor restricted net assets. endowment funds are considered nting ng Pronouncem Recently Issued Accounting Pronouncements

ASB issued ASU 20 In February 2016, FASB 2016-02, Leases (Topic 842), which provides guidance for ases. es. The new guidance gui g accounting for leases. requires organizations to recognize the assets and ghtss and obligations obligatio created by leased assets, initially measured at the present liabilities for the rights yments. ment The Th accounting guidance for lessors is largely unchanged. This ASU value of the lease payments. eriods riod beginning after December 15, 2021, and interim periods within fiscal is effective for annual periods em years beginning after December 15, 2022, with early adoption permitted. It is to be adopted using the modified retrospective approach. The Foundation is currently evaluating this guidance to determine the impact it may have on its financial statements.

80

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 1 - NATURE OF ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Risks and Uncertainties In March 2020, the World Health Organization declared the novel strain of the coronavirus (COVID-19) a global pandemic and recommended containment and mitigation measures worldwide.

The Organization cannot reasonably estimate the length or severity of this pandemic, or the extent to which the disruption from this pandemic may impact the Foundation’s operations and the financial statements.

Reclassifications

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Certain amounts in the 2020 financial statements and d notes have been reclassified to conform form m with the 2021 presentation. These reclassifications had for either period. d no effect on net assets as riod. iod.

NOTE 2 - PLEDGES RECEIVABLE

Pledges receivable consisted of the following ollowing at December Decembe 31, 2021 and 2020.

020.

20.

202 2021

Pledge Receivable - Short-Term erm g-Term -Term Pledge Receivable - Long-Term wanc wance Less Uncollectible Allowance % Discount to Present Value V Less .33% and .42% Total Pledgess Receivable

2020 202

$

159,167 59,1 231,176 ((13,000) 13,000)) 13,000 (1,801) ,801)

$

142,200 363,019 (100,000) (4,772)

$

375,542 375,5 375

$

400,447

$

159,167 127,468 89,308 8,700 3,500 2,200

$

390,343

Pledges receivable vable ble are due as follows fo for the years rs ended December 31: 2022 2023 2024 2025 2026 Later Years

81

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 3 - INVESTMENTS Investments consist of the following at December 31: 2021 Original Value

$ 2,355,522 6,231,426 1,968,777 77 2,027,229 ,229 19,459,703 459,703 59,70 603 603,75 603,754 03 4

$ 1,914,929 6,071,374 1,971,969 2,077,049 2 15,114,400 15,11 54 541,773

Unrealized Gain (Loss) $

440,593 160,052 (3,192) (49,820) 0) 4,345,303 303 03 61,981 1,981 81

R PR E V EL IS IM ED IN AR Y

Mutual Funds - Equities Mutual Funds - Fixed Income Corporate Bonds Government Bonds Stocks Other Assets

Fair Value

Total

Mutual Funds - Equities Mutual Funds - Fixed Income Corporate Bonds Government Bonds Stocks Other Assets Total

, , $ 32,646,411

$2 27,691,494

$ 4,954,917 954,917

Fair Value

2020 Original Value

$ 5,975,571 5, 5,97 5,709,386 5 1,870,825 1,441,047 12,838,305 72,974

$ 5,408,199 8,199 99 5,615,060 ,615,060 1,801,814 801,814 1,445,2 1,445,299 11,128,68 11,128,682 65,220

$

$ 27,908,108 , 08 ,108

$ 25,464,27 25,46 25,464,274 5,464

$ 2,443,834

2021

2020

Unrealized Gain (Loss)

567,3 5 567,372 94,326 9 69,011 (4,252) 1,709,623 7,754

Investment income come me consists of the following: Interest and Dividend nd d Income Inco In Unrealized Gains Realized Gains (Losses) Investment Fees

$

545,587 1,420,171 1,078,865 (165,596)

$ 2,879,027

Investment Income

$

393,672 2,387,469 (286) (117,498)

$ 2,663,357

The following tables, as of December ecember 31, 2021 and a 2020, provide information by level for assets alue, lue, on a recurring basis: that are measured at fair value, 2021

Level 1

Mutual Funds - Equities quities ties Mutual Funds - Fixed d Inco Income Corporate Bonds Government Bonds Stocks Other Assets Total

Level 2

Level 3

Total

$ 2,355,522 6,231,426 – 2,027,229 19,459,703 603,754

$

– – 1,968,777 – – –

$

– – – – – –

$ 2,355,522 6,231,426 1,968,777 2,027,229 19,459,703 603,754

$ 30,677,634

$ 1,968,777

$

–

$ 32,646,411

82

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 3 - INVESTMENTS (Continued) 2020 Level 1 Mutual Funds - Equities Mutual Funds - Fixed Income Corporate Bonds Government Bonds Stocks Other Assets Total

Level 2

Level 3

Total

$ 5,975,571 5,709,386 – 1,441,047 12,838,305 72,974

$

– – 1,870,825 – – –

$

– – – – – –

$ 5,975,571 5,709,386 1,870,825 1,441,047 12,838,305 72,974

$ 26,037,283

$ 1,870,825

$

–

$ 27,908,108 08 8

R PR E V EL IS IM ED IN AR Y

The fair value of the Foundation’s mutual funds, stocks, tocks, government governmen bond b fund and other er assets are determined by reference to quoted market prices information ices and other relevant rel re n generated by market transactions. These investments are e classified within Level Lev 1 of the valuation ion hierarchy.

The fair value of the Foundation’s corporate based porate bonds were determined d d on Level 2 inputs and a are estimated as the present value of expected future ca cash inflows, taking the type g into nto account (1) th of security, its term, and any underlying security, and (3) erlying rlying collateral, (2) the seniority level of the debt securi security quotes received from brokers and pricing services.

In applying the service he e valuation model, significant inputs including probability of default for debt securities, the estimated s imated prepayment rate, and the projected yield based on estimated future market mar mark rates for similar ar securities.

The Foundation holds of investment ds investments nvestments in a variety v ent funds. In general, genera its investments are s risks, such as in inte nd overall market vo exposed to various interest rate, credit and volatility. Due to the level of risk associated it is reasonably ed with certain investments, inves sonably possible that tha changes in the values of ts will occur in the near term and that at such changes cou the investments could be material to the amounts reported in the statement tement of fin fifinancial position.

NOTE 4 - LIQUIDITY AND AVAILABILITY TY OF FINANCIAL ASSETS

The Foundation receives significant ntt contributions with donor restrictions to be used in accordance with the associated purpose restrictions. gifts to establish endowments that will strictions. ctions. It also receives re exist in perpetuity; the income endowments is used to fund programs. In me generated from such s addition, the Foundation receives without donor restrictions, which along with investment eceives ceives support with income without donor restrictions earnings from gifts with donor restrictions, estrictions rictions and appropriated app funds annual program needs. needs The Foundation considers nsiders investment investme income without donor restrictions, appropriated earnings from donor-restricted (quasi) endowments, contributions without donor ed and board-designated board restrictions and contributions with donor restrictions for use in current programs which are ibutions utio ongoing, major, and central ral al to t its annual operations to be available to meet cash needs for general expenditures. General expenditures include administrative and general expenses, fundraising expenses, and grant commitments expected to be paid in the subsequent year. Annual operations are defined as activities occurring during the Foundation’s fiscal year.

83

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 4 - LIQUIDITY AND AVAILABILITY OF FINANCIAL ASSETS (Continued) The Foundation manages its cash available to meet general expenditures following three guiding principles: 1) Operating within a prudent range of financial soundness and stability, 2) Maintaining adequate liquid assets, and 3) Maintaining sufficient reserves to provide reasonable assurance that long-term grant commitments and obligations under endowments with donor restrictions and quasicontinu to be met, ensuring the co endowments that support mission fulfillment will continue sustainability of the Foundation.

R PR E V EL IS IM ED IN AR Y

e) and Women’s Giving Giv eam meet me The Foundation’s Grant Committee (the Committee) Circle Grant team s. Due to this timing, timin tim on n strives to annually to review and approve grant requests. the Foundation neral ral expenditures at a a level that represents esents 100% of o maintain financial assets available to meet general eral, and fundraising fundraisin expenses plus an amount that annual expenses for administrative, general, orr grant commitments commitment approved by the he Committee. The represents the next expected payment for ion on to 4% of the fund fu ally and administrative administrat administra Foundation limits maximum distribution balance annually ba erred ed to the Foundation’s Founda fees of approximately 1% to 2% off the annual fund balance and transferred nual ual distribution rate is established by the Board of Trustees.

Trustee Truste general operating funds. The annual

uid financial assets asse available a ral expenditure, xpenditure, excluding excl The table below presents liquid for general grants, ber er 31, 2021 and 2020: 202 within one year at December 2021

2020

Cash and Cash Equivalents quivalents vable able Pledges Receivable Investments Cash Value of Life Insuranc Insurance Total Financial cial Assets Ass

$ 3,362,838 ,362 375,542 375, 75, 32,646,411 32,6 32,64 20,521 36,405,312

$ 4,279,973 400,447 27,908,108 21,569 32,610,097

Less Financial Assets ets ts Unavailable Un U for General al Expenditure nditure d Within One Year, Due D to Donor-Imposed ard Designations Designationss Des Time or Purpose Restrictions and Board

(34,955,633)

(30,895,828)

Financial Assets Available to Meet Cash Needs for e Year General Expenditures Within One

$ 1,449,679

$ 1,714,269

NOTE 5 - PROPERTY AND EQUIPMENT

ment at December 31, 3 2021 and 2020, consists of the following: Property and equipment 2021

Furnishings and Equipment ipment men ntss Leasehold Improvements Total Property and Equipment i Less Accumulated Depreciation Net Property and Equipment

84

2020

$

50,343 4,147 54,490 (53,156)

$

50,343 4,147 54,490 (52,472)

$

1,334

$

2,018

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 6 - AGENCY ENDOWMENT AND PASS-THROUGH FUNDS The Foundation, when accepting cash or other financial assets from a nonprofit organization, recognizes the fair value of those assets as a liability to the specified beneficiary (generally the same nonprofit organization) concurrent with recognition of the assets received from the nonprofit organization if the Foundation agrees to any of the following (1) use those assets on behalf of the nonprofit organization, (2) transfer those assets to the nonprofit organization, (3) use the return on those assets to benefit the nonprofit organization, (4) apply any of the above to an unaffiliated specified beneficiary determined by the nonprofit organization..

R PR E V EL IS IM ED IN AR Y

varia p When a third-party donor explicitly grants the Foundation variance power over contributions to an ontinue to recognize recog an a agency or flow through funds, the Foundation will continue the fair value of any ed statements of activities. act assets it receives as a contribution on the consolidated ying ing value, which approximates ap alue, based base Agency endowment funds are valued at carrying fair value, onss compared to the total pool of investments stments held at a on the percentage of the agencies’ contributions o 1.5% annually. Contributions held the Foundation. The Foundation withholds management fees of 020, are summarized summarize as follows: for others as of December 31, 2021 and 2020, Young Men's Christian Association n of Eau Claire Endowment for the American Birkebeiner rkebeine bein r d Landmark Conservancy Fund Chippewa hipp ppewa ewa Valley Valley Counc Council unc Boy Scouts of America - Chi Logg Lo g ing Camp Camp Friends of Paul Bunyan Logging Lampman La pman Trail S Support Legacy Su Richard Pierce & Sandy ndyy Lam Chippewa Chipp ewa Valle Valley, Va y Inc. Family Promise of the Chippewa Friends of United Palsyy of ed d Cerebral Pals Pa West Central ntral ral Wisconsin, Inc. eaver ver Creek Reserv Friends of Beaver Reserve, Inc. Clu Flying Eagles Ski Club a Valley Valle Literacy Chippewa n Tusen Tus Tu Takk Volunteer Su S Support pport Fund Bidwell Engebretson Feed My People, Inc. Bolton Refuge House, Inc. L.E. Phillips Senior Center, Inc. und d Jim Schwiebert Butterfly House Fund braryy brar L.E. Phillips Memorial Public Library Goodwill Industries of North Central Wisconsin, In Inc. Eau Claire Children's Theatre eatre tre Hope Gospel Mission, Inc. Mega Charities oundation Fund Hayward Library Foundation undation Fund L Long Term Fund Hayward Library Foundation al Public Publ Library Libra - Story Builder (1) L.E. Phillps Memorial Other Agency Funds

2020 0

$ 1,159,007 159,007 960,263 672,839 304,549 304,54 148,263 142,871 137,459 13 137,45

$ 1,182,643 1,18 1,182 8 821,976 659,491 289,292 132,955 80,023 124,992

1 136,759 124,637 118,951 99,122 68,798 67,867 59,336 31,161 29,578 29,375 25,603 15,873 15,109 14,431 – – (30,164) 55,256

$ 4,386,943

Total

(1)

2021

Subsequent to year-end, cash of $113,562 was received in January 2022, for the Story Builder fund.

85

124,354 99,372 108,161 90,129 64,137 60,783 53,039 26,302 22,368 32,871 23,281 14,433 13,739 13,343 149,592 27,787 852,388 48,657

$ 5,116,108

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 7 - NET ASSETS Net assets with donor restrictions at December 31, 2021 and 2020, consist of the following: 2021

2020

$ 4,794,576 3,576,958 2,030,957 1,205,131 1,135,783 1 678,909 67 132,309 132 1 13,554 13,554,623

$ 4,393,082 2,791,811 1,791,498 903,176 574,764 946,023 182,773 73 3 11,583,127 ,127

R PR E V EL IS IM ED IN AR Y

Subject to Expenditure for Specific Purpose: Field of Interest Eau Claire Public Schools Foundation Scholarship Named Donor Designated (Local Charities, Churches, Schools) Donor Advised Community Support Designated Pass Through Funds Other (Acorn) Total Purpose and Time Donor Restrictions ppropriation: pp riation: Subject to Endowment Spending Policy and Appropriation: Women's Giving Circle Endowment L.E Phillips Memorial Public Library Eau Claire Public School Foundation on n Endowment Total Restricted Perpetual Endowments dowmen dowments

$

453,535 352,668 180,170 0 373 986,373

$ 14,540,996 540,996 40,9

Total Donor Restricted Net Assets ets

$

388,269 88,2 354,943 179,737 922,949 922 922,94

$ 12,50 12,506,076

Net assets with donor restrictions strictions trictions of $1,758,150 $1,758,1 and $1,443,006 06 6 were released from fro restriction in 2021 and 2020 due to satisfaction and time restrictions. atisfaction of program prog ctions. tions.

NOTE 8 - DONOR OR ADVISED FUNDS FUND

on accepts funds from f ng to reserve the rig The Foundation donors wishing right to make recommendations able le use of the t eement ement with the donors, don about the charitable funds. In agreement such recommendations are ill not no be binding on the e Foundation, ndation, which will retain final responsibility for all advisory only and will distributions made from om m the Foundation. These funds are classified c as net assets without donor restrictions since the Foundation retainss the final decision about the charitable use of the funds. a NOTE 9 - ENDOWMENTS

al donor restricted endowment funds established for the purposes of The Foundation has several pport rt various programs. progra providing income to support As required by accounting principles generally d States of America ((GAAP), net assets of the endowment fund are classified accepted in the United d on the existence existe and reported based or absence of donor-imposed restrictions. The board of undation has in trustees of the Foundation interpreted the Wisconsin Uniform Prudent Management of (UPM Institutional Funds Actt (UPMIFA) as requiring the preservation of the fair value of the original gift he e donor-restricted donordon as of the gift date of the endowment funds absent explicit donor stipulations to resu esu of this interpretation, the Foundation classifies as net assets the contrary.

As a result restricted for perpetuity (a) the original value of gifts donated to the endowment, (b) the original value of subsequent gifts to the endowment, and (c) accumulations to the endowment made in accordance with the direction of the applicable donor gift instrument at the time the accumulation is added to the fund. The Foundation considers all earnings on endowment funds to be restricted for operations of the specified programs.

86

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 9 - ENDOWMENTS (Continued) The Foundation’s endowment is invested in accordance with the investment policy of the Foundation, which includes investments in marketable debt and equity securities.

The Foundation considers an endowment fund to be underwater if the fair value of the fund is less than the sum of (1) the original value of initial and subsequent gifts donated to the fund and (2) any accumulations to the fund that are required to be maintained in perpetuity in accordance with applicable donor gift instrument. The Foundation has interpreted reted UPMIFA to permit spending from underwater funds in accordance with prudent measures required equired under equir und the law. There are no funds currently underwater.

R PR E V EL IS IM ED IN AR Y

In accordance with UPMIFA, the Foundation considers the following factors in making a foll or-restricted endowment endowm endow determination to appropriate or accumulate donor-restricted funds: (1) (2) (3) (4) (5) (6) (7)

The duration and preservation of the fund.

The purpose of the Foundation and d the donor-restricted donor-restricte endowment fund. d.

General economic conditions.

The possible effect of inflation n and deflation.

The expected total return from rom m income and the appreciation of investments. vestments.

Other resources of the Foundation. dation.

The investment policies es of the Foundation.

Foundation Foundatio

Investment Objectives s and Strategies

The Foundation has as adopted an investment inv inves policy to provide vide guidelines for fo investing endowment assets. The primary investment policy rimary mary objective of the t olicy is to preserve purchasing power of the investment portfolio Policy plus the rate of ortfolio olio through asset ass growth at leastt equal to the Distribution Distrib inflation. Under thiss policy, as approved by the In Investment Committee of the board of trustees, the nvestment Committ endowment assetss are invested in a mannerr thatt is intended to maintain the purchasing power of iinve the current assets and within reasonable and prudent nd all a future contributions, utions, maximize return re levels of risk, and maintain an appropriate riate asset allocation based on a total return policy that is compatible with a flexible spending policy. olicy.

To achieve these objectives, the e Foundation follows an asset diversification plan, sets performance benchmarks forr investments managers, and has established various asset quality mana and limitations thresholds.

The Board defines risk as the inability to achieve distribution goals due to below average investment returns over longer periods period per of time (defined as rolling 5 year periods) due to under nvestment stment of investment inves inve performance of investment returns vs. the benchmark. To measure risk for the management of the investment portfolio, a variety of risk measurements will be considered and vest p evaluated.

87

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 9 - ENDOWMENTS (Continued) Distribution Policy

R PR E V EL IS IM ED IN AR Y

The Foundation has a policy of appropriating endowment earnings for distribution each year. The goals of the distribution policy are to protect the endowed funds to last in perpetuity, to grow the endowed funds over time, and to give the Foundation’s grantees the benefit of a reasonably stable, consistent, and predictable flow of funds. The Foundation bases annual grant distributions on the average market value of a fully funded fund over the prior twenty quarters’ trailing average. t For fully funded funds less than five years old, the market value valu will be the average of all quarterly market values-to-date. A fund may begin granting in the e calendar calenda year after the required minimum im imu funding level is reached. The amount available for annual distribution is distrib i calculated based d on the t distribution rate and the quarter-end balances as of December Decembe 31 3 of the prior year. The T las quarter of the prior rior or year. Th distribution rate is established by the Board of Trustees in the last The ear, adjusted to reflect special funding nding needs and distribution rate may be changed from year to year, financial market conditions. he e Foundation may utilize interest, dividends, and capital ca To meet the annual distribution, the t pproach ach to investing investin inves appreciation. This distribution strategy reflects the total return approach and oals listed above. above ent nt and consistent with the disbursing funds to reach the goals Where prudent cuments, and fund fu agreements, a ndation may use a portion of Foundation’s bylaws, trust documents, the Foundation the principal (historic value) e) of certain funds as a part of the annual nual ual distribution or o to t fund special projects as determined by the Board or as by the donor of such funds. a designated de

Changes in endowment and 2020 are as wment net assets for fo the years ended ed d December 31, 31 2021 2 follows:

Endowment Net Assets ets December 31, 2019 9

With Do Donorr Dono Restrictions (Earnings)

With Donor Wit R Restrictions (Perpetual)

Total

$ 329,152

$ 875,461

$ 1,204,613

Contributions Distributions Return on Investments

– ((52,984) 52, 1 12 127,770

47,488 – –

Endowment Net Assets December mber 31, 2020

403,938

922,949

Contributions Distributions ts Return on Investments

– (64,475) 173,895

63,424 – –

Endowment Net Assets ssets December 31, 3 2021

$ 513,358

88

$ 986,373

47,488 (52,984) 127,770

1,326,887

63,424 (64,475) 173,895

$ 1,499,731

EAU CLAIRE COMMUNITY FOUNDATION NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NOTE 10 - PPP LOANS AND FORGIVENESS In March 2020, the Coronavirus Aid, Relief and Economic Security (CARES) Act was signed into law. Part of CARES was the Paycheck Protection Program (PPP) which allowed for organizations to apply for a potentially forgivable loan if the proceeds were used for the specified purposes. In April 2020, the Organization received a PPP loan for $36,600 and used it for the designated purposes. In December 2020, the Foundation received a forgiveness letter from the SBA for $36,600. The loan forgiveness was recorded as a contribution in the Statement of Activities in the year ended December 31, 2020.

R PR E V EL IS IM ED IN AR Y

On December 27, 2020, the Consolidated Appropriations ons Act, 2021 2 (the Act) was signed into to law.

Part of the Act allows organizations to apply for a potentially forgivable forg loan if the proceeds eedss were w used for the specified purposes. In April 2021, the a $36,610 loan he Foundation received rece re oan from the PPP program and used it for the designated purposes. the Foundation purpos urpo es. In July 2021, 2 tion ion received a forgiveness letter from the SBA for $36,610. The loan forgiveness forgivene was recorded as a contribution contributio in the Statement of Activities in the currentt period. period NOTE 11 - LEASE COMMITMENTS TS

The Foundation leases its office Wisconsin. This lease ffice in Eau Claire, Clai se agreement will w expire on December 31, 2026. uture ure minimum commitments comm e leases are as follows: follow Lease expense and future for these Expense: 2021 2020

$ 13,610 13,610

Commitments: 2022 2023 2024 2025 2026

$ 14,810 14,810 14,810 14,810 14,810

$ 74,050

Total Commitments

NOTE 12- RETIREMENT ENT PLAN

The Foundation established IRA plan for all employees who are at least 21 years of age stablished blished a SIMPLE SIMP and have completed two of service. Eligible employees who elect to participate in the wo months m Foundation’s SIMPLE IRA RA A plan pl can contribute up to the maximum allowed by the Internal Revenue Code. The Foundation matches contributions up to 3% of salary. Retirement plan expense for the atc years ended December 31, 2021 and 2020 was $5,356 and $5,634, respectively.

89

Grants Committee Meeting Wednesday, April 13, 2022 7:30 a.m.

EC Golf and Country Club/Zoom Hybrid Meeting Present: Donnie Magadance, Kim Bodeau, Tom Misfeldt, Flo Sheridan, Marianne Klinkhammer, Heather JohnsonSchmitz, Jackie Rasmussen, Dave Anderson, Jessica Rauckman, Caitlin Suginaka, Leslie Lyons, Sue Mertens Absent: Marilyn James, Jim McDougall, Allen Keniston, Julian Emerson, Courtney Kanz, Gretchen Hudacek, Jane O’ Meara Staff: Sue Bornick, Erin Dayton, Rebecca White Body, Brenna Lindsey-Schrupp Observing: Brad Grewe Funding Recommendations Subcommittee Chairs presented their groups’ recommendations to the rest of the Committee Designated Funds Committee members reviewed descriptions of three Designated Funds: the John and Lela Thompson Fund, the Warloski Family Fund, and the Dr. Joseph M. and Jean M. Tobin Family Designated Fund. $1395 from the John and Lela Thompson Fund was applied to the Chippewa Valley Museum’s grant application, and a $1395 grant was directed to Spirit Lutheran Church for the Dale Rasmussen Fund for Children. ($2790 was available to grant; both organizations are named in the Fund Agreement. The third named organization, the L.E. Phillips Senior Center, had its application already fully funded by a Donor Advisor.)

The full $768 available from the Dr. Joseph M. and Jean M. Tobin Family Designated Fund was allocated to Trinity Equestrian Center’s grant application because T.E.C. provides services to adults and children with mental health needs and therefore fits with the Fund’s mission to support “mental health rehabilitation of individuals with disabilities as selected by the Foundation.”

The Warloski Family Fund’s $1290 was allocated to the Chippewa Valley Museum’s application since its other two designated grant recipients didn’t apply for relevant grants this year.

Field of Interest Funds The Committee worked to allocate the Field of Interest dollars to the applications that best matched their purposes. The list of recommendations follows: • • • • • • • • • • •

Aubre’s Fund ($1080) for the Eau Claire County Humane Association Beckermann Family Fund ($450) for Family Promise of the Chippewa Valley Children’s Legacy Endowment Fund ($4620) for the Children’s Museum of Eau Claire Daniel and Mary Ann Ogan Educational Fund ($290) for Junior Achievement of Wisconsin North and West Central Region Denise Murch Memorial Fund ($500) for The Community Table Edna Hood Memorial Fund ($4400) for Literacy Chippewa Valley Education Fund ($310) for Prevent Blindness Wisconsin Fuerstenberg Family Fund ($1220) for Literacy Chippewa Valley Jim and Kathy Pinter Mental Health Fund ($560) for Trinity Equestrian Center Junior League of Eau Claire ($2010) for Prevent Blindness Wisconsin.

Laura and Duane Hookom Family Fund ($250) for the Eastside Hill Neighborhood Association.

90

• • • • • •

Louis and Janet Frase Fund ($860) for the Eau Claire Children’s Theatre.

Mayo Clinic Health System Children’s Health Fund ($810) for Lutheran Social Services of Wisconsin and Upper Michigan Michael Lund Memorial Fund ($720) for Trinity Equestrian Center Nellie and John I. Kaiser Memorial Fund ($300) for Literacy Chippewa Valley.

Opportunities for All Children Legacy Fund ($840) for the Eastside Hill Neighborhood Association Victoria E. Finstad Fund ($570) for Flying Eagles Ski Club

No applications matched the S.S. Safari Fund’s mission, so its spendable will be rolled back into the Fund.

Unrestricted Funds The Committee allocated money from the Unrestricted Funds for the remaining unfunded or partially funded applications that they felt were worthy of ECCF support.

Funding Recommendation Totals for 2022 Community Grant Cycle Applications Donor Advised Funds: Field of Interest Fund: Designated Funds: Unrestricted Funds: Total:

$75,400 $19,790 $3453 $121,276 $219,919

The Grants Committee recommends that the $17,834 in unallocated Unrestricted Funds be reserved for use in case of an unforeseen local emergency before the next Community Grant Cycle.

Post-meeting update: Chippewa Valley Council, Boy Scouts of America notified us that they received a $2500 grant from the Community Foundation of Dunn County and therefore needed to reduce their request from $14,779 to $12,279.

Because the Grants Committee had recommended full funding of the Boy Scouts’ request at the April 13 meeting, the Chair and Co-Chair determined that the best use of the extra $2500 was to redirect it to Junior Achievement’s application because JA is also a youth-focused nonprofit. The funding spreadsheet was updated to reflect this change, but the update didn’t affect the recommendation totals.

Attached are the Grants Committee recommendations for Board of Trustees approval.

Respectfully Submitted by, Rebecca White Body

91

Eau Claire Community Foundation

2022 Community Grant Cycle Funding Recommendations for Board Approval

Page 1

CREATE CULTURE PROGRAM Organization Name Eau Claire Jazz, Inc Chippewa Valley Museum University of Wisconsin-Eau Claire Foundation

Request Title Request Rank Eau Claire Jazz Festival $5,000 - 'Jazz Crawl' outdoor1stage "Past Eau Claire" Book $10,450 Project 2 Midwest Artist Academy $1,000 NA Category Total: $16,450

Donor Funding $ 1,000 $ $ 1,000 $ 2,000

FOI Fund $ $ $ $

-

Desig. $ $ 2,685 $ $ 2,685

Unrestricted $ 4,000 $ 5,765 $ $ 9,765

Total Rec. $ $ $ $

Request Title Request Operations Request$3,000 Main Office Computer $1,500 Category Total: $4,500

Donor Funding $ $ $

FOI Fund $ $ $

860 860

Desig. $ $ $

Unrestricted $ 2,140 $ 1,500 $ 3,640

Total Rec. $ $ $

5,000 8,450 1,000 14,450

Amount Unfunded $0 $2,000 $0 $2,000

CREATE CULTURE ASSET/OPERATIONS Organization Name Eau Claire Children's Theatre Chippewa Valley Theatre Guild

CC TOTAL:

Rank 1 2

$20,950

-

$2,000

$860

-

$2,685

$13,405

Amount Unfunded 3,000 $0 1,500 $0 4,500 $0

$18,950

$2,000

FORM FUTURES PROGRAM Organization Name Prevent Blindness Wisconsin Trinity Equestrian Center Junior Achievement of Wisconsin North and West Central Region Girl Scouts of the Northwestern Great Lakes Evolving Wellness CollECtive Choir Boys & Girls Club Greater Chippewa Valley - Lee & Mary Markquart Center

Wisconsin Clear Waters Chapter Trout Unlimited

Request Title Request Rank Donor Funding University Partnership $2,500 Program – Eau Claire 1 $ Trinity Equine Workshops $10,000 2 $ Gearing Up Students$7,500 With JA Technical Scholars 3 Program $ 1,170 Girl Scout Volunteer $5,000 Training Opportunities 4 $ Resilient Teen Program $8,000 5 $ 2,000 Guest Artist Workshop $5,000 at The Jam 6 $ Triple Play: Building $7,500 Youth Mental Health Resiliency NA at Boys & Girls $ Club 7,500 STREAM Girls $1,500 NA $ 1,500 Category Total: $47,000 $ 12,170

FOI Fund $ $ $ $ $ $ $ $ $

Request Title Request Rank Tablets for Literacy $7,000 1 JEDI (Justice, Equity,$8,976 Diversity, Inclusion) Program 2 Furnace/Air Conditioner $12,279 Replacement & Operations 3 Request Visionary technology$2,300 with precision NA Category Total: $30,555

FOI Fund $ 5,920 $ 4,620 $ $ $ 10,540

2,320 1,280 290 3,890

Desig. $ $ $ $ $ $ $ $ $

768 768

Desig. $

-

$ $ $

-

Unrestricted $ 180 $ 6,270 $ 6,040 $ 1,850 $ $ $ $ $ 14,340

Total Rec. $ $ $ $ $ $ $ $ $

2,500 8,318 7,500 1,850 2,000 7,500 1,500 31,168

Amount Unfunded $0 $1,682 $0 $3,150 $6,000 $5,000 $0 $0 $15,832

Unrestricted $ 1,080 $ 2,356 $ 12,279 $ $ 15,715

Total Rec. $ $ $ $ $

7,000 8,976 12,279 2,300 30,555

Amount Unfunded $0 $0 $0 $0 $0

FORM FUTURES ASSET/OPERATIONS Organization Name Literacy Chippewa Valley Children's Museum of Eau Claire Chippewa Valley Council, Boy Scouts of America Children's Charities Inc.

FF TOTAL:

$77,555

Donor Funding $ $ 2,000 $ $ 2,300 $ 4,300

$16,470

$14,430

$768

$30,055

$61,723

$15,832

GIVE GREEN PROGRAM Organization Name Chippewa Valley Cat Club, Inc Phoenix Rising Rescue & Rehabilitation

Request Title Request Spay/Neuter Clinic $3,900 Phoenix Rising Rescue $5,000 and Rehabilitation Category Total: $8,900

Rank 1 NA

Donor Funding $ 1,000 $ 5,000 $ 6,000

FOI Fund $ $ $

-

Request Title Request Rank Donor Funding New Phone System $8,000 for Eau Claire County Humane 1 Association$ 50 Foot Flight Cage $11,000 Asset Purchase and Operation 2 Request $ 8,840 Snow Guns $9,500 3 $ 1,500 Boyd Park Playground $10,000 4 $ Obstacle Course $3,000 NA $ 3,000 AED Purchase & Operations $5,250 support NA $ 5,250 Category Total: $46,750 $ 18,590

FOI Fund $ $ $ $ $ $ $

1,080 570 1,090 2,740

Desig. $ $ $

-

Desig. $ $ $

-

$ $ $

-

Unrestricted $ $ $ -

Total Rec. $ $ $

Unrestricted $ 6,920 $ 2,160 $ 6,270 $ 5,000 $ $ $ 20,350

Total Rec. $ $ $ $ $ $ $

Amount Unfunded 1,000 $2,900 5,000 $0 6,000 $2,900

GIVE GREEN ASSET/OPERATIONS Organization Name Eau Claire County Humane Association Wildlife Rehabilitation and Release, Inc. Flying Eagles Ski Club, Inc The Eastside Hill Neighborhood Association Friends of Beaver Creek Reserve YMCA of the Chippewa Valley

GG TOTAL:

$55,650

$24,590

92

$2,740

$0

$20,350

$47,680

8,000 11,000 8,340 6,090 3,000 5,250 41,680

Amount Unfunded $0 $0 $1,160 $3,910 $0 $0 $5,070

$7,970

Eau Claire Community Foundation

2022 Community Grant Cycle Funding Recommendations for Board Approval

Page 2

OFFER OPPORTUNITIES PROGRAM Organization Name Roundtable Revival, Inc. Lutheran Social Services of Wisconsin and Upper Michigan, Inc. Fierce Freedom Big Brothers Big Sisters of Northwestern Wisconsin American Red Cross of Northwest Wisconsin Good Shepherd Lutheran Foundation Down Syndrome Association of Wisconsin Inc L.E. Phillips Senior Center

Request Title Request Rank Donor Funding Roundtable Revival $3,700 Mentoring Program 1 $ Lutheran Social Services $7,235 Family Preservation 2Program $ Culturally Relevant Hmong $4,300 & Spanish Language 3 Anti-Human Trafficking $ Resources 1,500 1-to-1 Youth Mentoring: $20,000 Mental Health 4 $ 2,000 Disaster Relief $10,000 5 $ Good Shepherd Senior $6,000 Apartments Lunch Program 6 $ DSAW-Chippewa Valley $3,000 Tween Club NA $ 3,000 Navigating Longer Lives $4,000 NA $ 4,000 Category Total: $58,235 $ 10,500

FOI Fund $ $ $ $

810 810

Desig. $ $ $ $ $ $ $ $ $

-

Unrestricted $ 3,700 $ 6,425 $ 2,800 $ 8,000 $ $ $ $ $ 20,925

Total Rec. $ $ $ $ $ $ $ $ $

3,700 7,235 4,300 10,000 3,000 4,000 32,235

Amount Unfunded $0 $0 $0 $10,000 $10,000 $6,000 $0 $0 $26,000

$ $ $ $

Request Title Request Rank Donor Funding Retaining wall and garage $6,700door replacement at1 Smith House $ Dual High Efficiency $9,000 Gas Furnaces/ HVAC system 2 $ 2,340 Edgewood Assisted Living and Memory Care Facility Senior Population $6,531 3 to Serve a More Diverse $ WDEOC HFS Food $3,000 Pantry & Summer Pop Up4Food Program $ 2,000 TCT Server and Operations $11,000 5 $ Improve Mental Health $5,600 for the Residents of Hope 6 Renewal Center $ for Men Program Cargo Van$10,000 NA $ 10,000 Gendex Sensor for Digital $7,500Dental X-Rays NA $ 7,500 Category Total: $59,331 $ 21,840

FOI Fund $ $ $ $ $ $ $ $ $

450 500 950

Desig. $ $ $ $ $ $ $ $ $

-

Unrestricted $ 6,700 $ 6,210 $ 6,531 $ 1,000 $ 10,500 $ 5,600 $ $ $ 36,541

Total Rec. $ $ $ $ $ $ $ $ $

6,700 9,000 6,531 3,000 11,000 5,600 10,000 7,500 59,331

Amount Unfunded $0 $0 $0 $0 $0 $0 $0 $0 $0

OFFER OPPORTUNITIES ASSET/OPERATIONS Organization Name Bolton Refuge House, Inc. Family Promise of the Chippewa Valley GRACE LUTHERAN FOUNDATION INC Western Dairyland Economic Opportunity Council Incorporated The Community Table Hope Gospel Mission Feed My People Food Bank Chippewa Valley Free Clinic

OO TOTAL:

$117,566

$32,340

Request TOTAL, ALL CATEGORIES:

$271,721

$

$ 3,453

$

75,400

19,790

FOI Funds

139,110

Unrestricted Funds

$

121,276

163,748

TOTAL RECOMMENDED:

$

144,519

$ 1,395 $ $ 17,834 $ 19,229

19,790

Unrestricted Funds: $ Total Available to Spend: $ TOTAL REQUESTED: $271,721

% Requests in Each Category (41 applications) Create Culture Form Futures Give Green Offer Opportunities

8% 29% 20% 43%

% Funded in Each Category Create Culture Form Futures Give Green Offer Opportunities

93

$26,000

$

Unallocated

$

$91,566

Unrestricted Total Funded

3,453 19,790

Designated Funds

$57,466

Desig.

$ $

4,848

Field of Interest Funds:

$0

F.O.I Fund

Recommended

Available Designated Funds:

$1,760

DA Funded

9% 28% 22% 42%

121,276

$

Unfunded

219,919 $51,802

Designated Fund Notes: Thompson: $2790 (Spirit Lutheran & CV Museum) Warloski: $1290 (CV Museum,Symphony, Pablo) Tobin: $768 (Beaver Creek, mental health)

2022 ECCF Designated Fund Grants Fund Name Buzz and Mary Ann Minton Fund Dean J. Arnold Endowment Fund Dean J. Arnold Endowment Fund Dean J. Arnold Endowment Fund

Grantee OutdoorMore, Inc. Chippewa Valley Museum Eau Claire Public Schools Foundation Paul Bunyan Logging Camp

Funding $230.00 $792.50 $792.50 $1,585.00

Percent 100.0% 25.0% 25.0% 50.0%

Dr. Joseph M. and Jean M. Tobin Family Designated Fund Dr. Joseph M. and Jean M. Tobin Family Designated Fund Dr. Joseph M. and Jean M. Tobin Family Designated Fund

Mt. Holyoke College

$256.00

20.0%

Description Unrestricted Unrestricted ECPSF Fund for the Future For the Paul Bunyan Logging Camp Museum Endowment Fund Unrestricted

Dartmouth College Fund

$256.00

20.0%

Unrestricted

Trinity Equestrian Center

$768.00

60.0%

Dr. Michel and Cathy Sultan Fund Eau Claire Dunn Pepin Medical Society Fund

Chippewa Valley Free Clinic Epilepsy Foundation of Western Wisconsin

$1,190.00 $510.00

100.0% 50.0%

Trinity Equestrian Center (Community Grant Cycle request to meet mental health needs of clients through equine therapy) Unrestricted Unrestricted

Eau Claire Dunn Pepin Medical Society Fund

Chippewa Valley Free Clinic

$510.00

50.0%

Unrestricted

ECPD K9 Fund Gary and Sonya Tourville Family Fund Gary and Sonya Tourville Family Fund Helen and Karl Andresen Family Endowment for Special Needs Fund Higbee Family Fund Hubbard and Kathryn Robbins Family Fund Jeanne Richie Memorial Puddle Jump Endowment Fund John and Lela Thompson Fund

Eau Claire Police Department Augusta Area Foundation YMCA of the Chippewa Valley Reach Foundation

$1,180.00 $280.00 $280.00 $670.00

100.0% 50.0% 50.0% 100.0%

Courte Oreilles Lakes Association (COLA) Eau Claire Area School District Eau Claire Area School District

$4,270.00 $720.00 $1,540.00

100.0% 100.0% 100.0%

Unrestricted Unrestricted Unrestricted Day scholarships and Helen Andresen celebration at Helen's House Unrestricted Unrestricted to Robbins Elementary Unrestricted to the JRLC account

Chippewa Valley Museum

$1,395.00

50.0%

John and Lela Thompson Fund Kyanna Joy Darnell Flutter Buster Fund

Spirit Lutheran Foundation School District of Owen-Withee

$1,395.00 $345.00

50.0% 50.0%

Kyanna Joy Darnell Flutter Buster Fund

School District of Altoona

$345.00

50.0%

Lac Courte Oreilles Legacy Fund L.E.Phillips Senior Center Endowment Fund

Courte Oreilles Lakes Association (COLA) L.E. Phillips Senior Center

$1,120.00 $360.00

100.0% 100.0%

For CVM's Community Grant Cycle "Past Eau Claire Book Project" grant request Dale Rasmussen Fund for Children For school-related outdoor activities or outdoor classroom For school-related outdoor activities or outdoor classroom Unrestricted Unrestricted annual grant to Senior Center

Lloyd and Patricia Everhart Fund

Feed My People Food Bank

$747.50

25.0%

Unrestricted

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$747.50

25.0%

Unrestricted

$747.50 $747.50 $510.00 $1,620.00

25.0% 25.0% 100.0% 100.0%

Unrestricted Unrestricted Unrestricted Unrestricted

Roger and Betty Davis Fund Roger and Betty Davis Fund Roger and Betty Davis Fund Roger and Betty Davis Fund Roger and Betty Davis Fund

Boys & Girls Club Greater Chippewa Valley Lee & Mary Markquart Center Hope Gospel Mission Bolton Refuge House, Inc. Special Olympics Wisconsin American Red Cross-Northwest Wisconsin Chapter Pablo Center at the Confluence Chippewa Valley Museum Chippewa Valley Theatre Guild Eau Claire Chamber Orchestra University of Wisconsin-Eau Claire Foundation

$500.00 $500.00 $500.00 $500.00 $500.00

0.0% 0.0% 0.0% 0.0% 0.0%

Roger and Betty Davis Fund Sculpture Tour Eau Claire Endowment Fund Stromwall Family Student Emergency Fund

Chippewa Valley Symphony, Ltd Sculpture Tour CVTC Foundation, Inc.

$500.00 $610.00 $1,210.00

0.0% 100.0% 100.0%

Thomas and Joyce Bruckner Fund Thomas and Joyce Bruckner Fund Thomas and Joyce Bruckner Fund

Feed My People Food Bank Family Promise of the Chippewa Valley American Red Cross-Northwest Wisconsin Chapter Chippewa Valley Museum

$162.50 $162.50 $325.00

25.0% 25.0% 50.0%

$500 Unrestricted $500 Unrestricted $500 Unrestricted $500 Unrestricted $500 Unrestricted to the UWEC Music Department $500 Unrestricted Unrestricted To help students in financial crisis pay for basic needs Unrestricted Supports agency's mission locally Unrestricted

$1,290.00

100.0%

Memorial High School Class of '60 Scholarship Fund L.E. Phillips Memorial Library Endowment Fund

Eau Claire Area School District

$138.00

20.0%

L.E. Phillips Memorial Public Library

$20,500.00

100.0%

Women’s Giving Circle Endowment Fund

Eau Claire Community Foundation

$17,180.00

100.0%

Lloyd and Patricia Everhart Fund Lloyd and Patricia Everhart Fund Lloyd and Patricia Everhart Fund Lyle and Karyn Quandt Fund Ralph Owen Disaster Relief Perpetual Fund

Warloski Family Fund

TOTAL DESIGNATED FUNDING $70,488.00

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For CVM's Community Grant Cycle "Past Eau Claire Book Project" grant request Giving Tree Fund for Memorial High School students in financial need Transfer to L.E. Phillips Memorial Public Library Agency Fund Transfer to Women’s Giving Circle PassThrough Fund

EMPLOYEE BENEFITS BENEFITS OVERVIEW We strive to provide equitable and cost-effective benefits for our employees. It is important that you understand that the total cost to provide a benefit is a significant supplement to your pay and should therefore be viewed as additional compensation, paid in the form of a benefit.

We reserve the right to change, add, eliminate, or modify any employee benefit. Employees will be notified of such changes.

The Paid Time Off (PTO) bank is a flexible self-managed approach to time off from work.

You can decide how to use your PTO based upon your personal reasons and family needs.

Paid time off (PTO) includes time for vacation, personal time, and illness. It is available to all eligible employees to provide opportunities for rest, relaxation and personal pursuits, or in case of illness. Employees in the regular full-time employment classification are eligible to earn and use paid time off as described in this policy. The employee’s immediate supervisor will approve paid time off schedules.

RETIREMENT BENEFIT PLAN “Savings Investment Match Plan for Employees”, Simple IRA, is available for all employees that have earned at least $5,000 during any two prior years and/or be expecting to earn at least $5,000 in the current year. Employees must work one full year from date of hire before eligibility. Simple IRA information is outlined in the plan documents provided.

HOLIDAYS We are closed on the following holidays: New Year's Day Memorial Day Independence Day Labor Day

Thanksgiving Day Day after Thanksgiving Christmas Eve afternoon Christmas Day

These holidays will be paid time off (maximum of eight hours per holiday for non-exempt employees, regular salary for exempt employees) for regular full-time employees when the holiday falls on a day you would normally have been scheduled to work. Holidays will be paid days off for regular and part-time employees (does not include temporary or intern positions) and will be paid based upon the normal scheduled work day hours. Recognized holidays listed above that fall on Saturday are normally observed on the preceding Friday, and those that fall on Sunday are normally observed on the following Monday. Specific dates on which these holidays will be observed will be declared at the start of each calendar year by the Executive Director. To receive holiday pay, you must work a normally scheduled work day before and the work day after

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the holiday, unless you are on a scheduled PTO or are excused by the Executive Director. If it is necessary for you to work on a holiday, you will receive the regular rate of pay for all hours actually worked and you will be given an alternative paid day off.

Holiday pay is calculated based on your straight-time pay rate and average daily hours worked, maximum eight-hour day. PTO and If your day off lands on a holiday, the employee schedule will be altered that week to include another day off of work. Holiday hours are not counted as hours worked for the purposes of calculating overtime. If a paid holiday falls during your scheduled vacation period, holiday pay will be provided, and you will still have the PTO to use later in the year.

VOLUNTEER DAY Regular full-time and regular part-time employees, are encouraged to support nonprofit organizations in their neighborhoods through volunteer work. Eligible employees may request one full paid day away from the office per fiscal year in order to volunteer at a nonprofit organization. Written requests must be pre-approved by the Executive Director with the name of the nonprofit indicated. Volunteer days are not guaranteed, will not accrue, and no compensation will be paid if a day is not used during a given fiscal year or at termination.

PERSONAL TIME OFF “PTO” Regular full- and part-employees are eligible to begin accrual of PTO on their first day of employment. Employees may start using accrued PTO earned 60 days after their hire date.

Casual, temporary, and intern employees are not eligible for PTO. Changes to accrual “lanes” is based on years of service (under 3 years, over 3 years, and over 5 years). “Lane” change eligibility becomes effective on the first day of the pay period following your corresponding anniversary date of employment. Anniversary dates for PTO accrual purposes may be altered due to a break in service or a leave of absence of longer than a month.

The amount of PTO you can accrue varies based upon the number of hours worked and years of service (see chart). You may use your accumulated PTO for vacation, sick leave (you or your family), doctor appointments, personal days, your birthday, or for any other reason you may need to miss work, with your supervisor’s approval. Management retains the right to restrict the number of employees within the same work area from taking PTO on a specific day to ensure that all work areas are adequately staffed.

You may request PTO as soon as it has been earned (after 60 days from hire). PTO may be taken off in two-hour increments or full-day increments up to a maximum of 80 hours of PTO at one time. PTO hours are not counted for purposes of calculating overtime.

Accrual of PTO benefits will begin on the first day of employment. PTO is available to use after the first 60 days of employment. At the end of employment, a prorated portion of PTO will be calculated. If an employee has used more PTO time than they have earned, the value of the excess

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PTO time used will be deducted from the final pay check.

PTO taken for the duration of one or more weeks must be requested and approved at least one month in advance. PTO will only be granted in extenuating circumstances for periods over two weeks. (i.e.: marriage, birth or adoption of a child). ECCF retains the right to deny PTO leaves; however, every effort will be made to accommodate an employee's requested leave dates, as business and scheduling demands permit. ECCF doesn’t provide pay in lieu of PTO. PTO pay is calculated at your rate of pay and average daily hours worked based on the calendar year ending December 31. Overtime is not included in the calculation.

Unused PTO time may be carried over into the next year. The maximum days of PTO accrued to be carried over is 22 days.

Temporary part-time employees are not eligible for PTO. A minimum of two (2) hours can be taken for PTO. Earned and available PTO will be paid out at termination of employment as outlined in the section on “Employment Termination,” and any PTO paid out in advance of earning will be taken out of the final pay check upon termination of employment.

PTO Accrual Rates: Employees must earn their PTO before it can be taken. Employees will accrue PTO based upon the following: 1. All hours paid up to 40 hours per week (includes PTO, holidays, bereavement, etc.)

PTO does not accrue on: 1. Hours worked and/or paid in excess of 40 hours per week; 2. Hours worked and/or paid in excess of 2,080 hours during one year; 3. Absences from work covered by Workers’ Compensation, or other third-party payers.

If at any point your PTO accrual reaches the maximum, regular accruals will cease until the PTO balance returns to under the maximum. We encourage employees to use their PTO, as well as to keep at least a couple of weeks of PTO available to use should you have a serious illness or injury.

PTO benefits are awarded to eligible employees as follows:

Years of Service

Hourly PTO Accrual Rate

Per Bi-weekly Pay Period based on 80 hours

Annual PTO Accrual (based on 8 hr day & 40 hour week)

Maximum PTO Accrual

Up to 3 years

.06154

4.92304

17/136

150

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After 3 years After 5 years

.08462 .10000

6.76923 8.00000

22/176 26/208

190 220

If employment for any reason terminates within 60 days of the date of hire, no PTO benefits will be paid out. After 60 days, and with at least a two-week written notice of resignation, employees will be paid at their current rate of pay for 100% of their accrued PTO balance.

PTO will not be paid if appropriate notice of intent to resign or retire is not given.

Involuntary terminations (other than layoff) will be paid out at 50% of their accrued PTO balance.

The Executive Director retains the option to negotiate PTO benefits with new hires.

The procedure to follow when absent from work is set forth in the ATTENDANCE AND PUNCTUALITY section (page 15) of this handbook. You are encouraged to become familiar with these guidelines.

Salaried, regular full-time and regular part-time employees earn paid PTO based on their anniversary date of employment, as outlined.

SALARIED EMPLOYEES Years of Service

PTO

0 through 3 years

20 days - calculates to 4 weeks, 8 hours per day

After 3 full years

25 days - calculates to 5 weeks, 8 hours per day

After 5 full years

30 days - calculates to 6 weeks, 8 hours per day

REGULAR FULL-TIME EMPLOYEES

(28 – 32 hours)

Years of Service

PTO

0 through 3 years

14 days - non-exempt is average daily hours worked

After 3 full years

18 days - non-exempt is average daily hours worked

After 5 full years

22 days - non-exempt is average daily hours worked

REGULAR PART-TIME EMPLOYEES

(Fewer than 28 hours)

Years of Service

PTO

0 through 5 years

3 days - average daily hours worked

After 5 full years

6 days - average daily hours worked

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MEAL PERIODS Meal periods of 30 minutes or less are compensated as work time and may require the performance of any duties whether active or inactive during that time. Unauthorized extensions of authorized meal periods are not counted as hours worked and will not be compensated. Meal periods, outside the office, are not compensated. Whether paid or unpaid, meal periods will be logged on the time sheet appropriately.

BEREAVEMENT LEAVE If you need to take time off due to the death of an immediate family member, notify your Executive Director immediately so arrangements can be made to cover your work. Regular full-time employees may take up to three work days of paid bereavement leave to attend the funeral and to make any necessary arrangement associated with the death of a spouse, parent, child, parent-inlaw, grandparent, or sibling (includes step-relations). With supervisor’s approval, you may use any available PTO or request an unpaid personal leave if necessary. Regular part-time or temporary employees are not eligible for bereavement leave.

SHORT TERM DISABILITY LEAVE We provide our regular full-time employees who have been employed with us for at least 12 months with up to six weeks (30 work days, maximum of 240 hours) of unpaid time off on a rolling twelve-month basis if you become temporarily unable to perform the essential functions of your job due to a medical disability as verified by your doctor. As soon as you become aware of the need for a disability leave of absence, provide your supervisor with a statement from your physician verifying the existence and nature of the medical disability that will prevent you from performing your job temporarily, the approximate date the leave is expected to begin, its anticipated duration, and the date you can be expected to return to work. Any changes in this information should be promptly reported to your supervisor.

You may use any PTO you have earned and have available to use to offset the otherwise unpaid leave of absence. If you do not have sufficient paid time off available, the disability time off will be unpaid.

If you are disabled for six weeks or less as measured from the initial date of disability, we will guarantee your return to your current job. If the initial six-week period of absence proves insufficient, we may consider allowing an extended leave. However, we are unable to guarantee a job would be available at the end of a lengthier leave. We will attempt to return you to your former position or the first available position for which you are qualified, at the appropriate rate of pay. Requests for extended or intermittent medical leaves will be handled through an interactive process on a case-by-case basis.

Short term disability leave also includes all temporary disabilities associated with pregnancy, childbirth and related medical conditions. If you desire to take time off work greater than your physician-approved term of disability, you must request personal leave.

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PTO benefits are not earned while on a disability leave. Holidays and other paid time off such as jury duty, bereavement, etc. are also not paid during disability. You remain responsible for your contributions to any insurance plans in which you are enrolled.

Before your first day at work after a disability leave, you must provide us with a doctor’s written statement that you are able to return to work. If you do not notify us and do not return from a medical leave of absence on the day arranged with your Executive Director, we will consider you to have voluntarily resigned your position. If you sustain a work-related injury, you may be eligible for paid disability through Worker's Compensation.

EXTENDED PERSONAL LEAVE If it is necessary for you to be absent from work for an extended period of time, an unpaid personal leave of absence of up to 30 days in length may be permitted. Requests will be evaluated on a case-by-case basis by the Executive Director. You will be required to use all PTO accrued to you before using personal leave.

If possible, we will attempt to return you to your former position or another available position for which you are qualified, at the appropriate rate of pay for the new position. We cannot guarantee that a job will be available when you return from personal leave.

Employees on personal leaves of absence do not earn benefits. Holidays and other paid time off such as jury duty or bereavement pay are also not paid during personal leaves.

JURY DUTY LEAVE Employees will be paid for time spent on jury duty up to a maximum of 10 days per calendar year, but will be expected to work during the hours when not actually engaged in jury duty.

MILITARY LEAVE A leave of absence without pay will be granted to any employee who enters any branch of the United States armed services as required by law. PTO accruals for any employee serving on active duty longer than 30 consecutive days will be calculated in accordance with applicable mandated federal and state military leave law. You will be reinstated to your former position or to a comparable position if application for re-employment is made within 90 calendar days of discharge.

Employees who are members of a reserve component of the armed forces will be placed on unpaid leave for their annual training duty. PTO will be unaffected by the leave, and the employee may elect to use any PTO entitlement for the absence.

Employees must contact the Executive Director as soon as they become aware of the possible need for a military leave.

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OTHER LEAVES The Foundation recognizes that there are other types of leave provided by state law. The Foundation will provide its employees with all leaves mandated by applicable laws. Currently the Foundation does not meet the requirements of the FMLA (Family Medical Leave Act).

WORKERS' COMPENSATION INSURANCE We carry comprehensive workers' compensation insurance as required by state law. This program covers almost all injuries or illnesses sustained in the course of your employment that require medical, surgical, or hospital treatment. Workers' compensation insurance provides partial income replacement benefits after a short waiting period or, if you are hospitalized, immediately.

If you sustain a work-related injury or illness, you must inform your supervisor immediately or before the end of your schedule on the day the injury occurred, no matter how minor an on-thejob injury may appear.

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Acknowledgement of Receipt and Review By signing below, I acknowledge that I have received a copy of the Eau Claire Community Foundation Employee Handbook (handbook) and that I have read it, understand it, and agree to comply with it. I understand that ECCF has the maximum discretion permitted by law to interpret, administer, change, modify, or delete the rules, regulations, procedures, and benefits contained in the handbook at any time with or without notice. No statement or representation by the Director(s), manager, or any other employee, whether oral or written, can supplement or modify this handbook. Changes can only be made if approved in writing by ECCF. I also understand that any delay or failure by the ECCF to enforce any rule, regulation, or procedure contained in the handbook in the handbook does not constitute a waiver on behalf of the Eau Claire Community Foundation or effect the right of the Eau Claire Community Foundation to enforce such rule, regulation, or procedure in the future.

I understand that neither this handbook nor any other communication by a management representative or other, whether oral or written, is intended in any way to create a contract of employment. I further understand that, unless I have a written employment agreement signed by an authorized ECCF representative, I am employed “at-will” (to the extent permitted by law) and this handbook does not modify my “at-will” employment status.

If I am covered by a written employment agreement (signed an authorized ECCF representative) or a collective-bargaining agreement that conflicts with the terms of this handbook, I understand that the terms of the employment agreement or collective-bargaining agreement will control.

This handbook is not intended to preclude or dissuade employees from engaging in legally protected

activities under the National Labor Relations Act (NLRA)

This handbook supersedes any previous handbook or policy statements, whether written or oral, issued by ECCF. If I have any questions about the content or interpretation of this handbook, I will contact my supervisor.

Employee Signature

Date

Supervisor's Signature

______________________________ Date

ATTACHMENTS:

I have received/Submitted (Please Initial) _____ Personal Resume _____ Personnel Policies & Procedures _____ IRS Form W-4 _____ Employment Letter _____ Form WT-4 (Wisconsin) _____ Job Description _____ USCIS Form I-9 _____ Confidentiality Policy _____Confidentiality Policy Signature _____ Conflict of Interest Policy _____ Document Retention Policy _____Conflict of Interest Policy Signature _____ Nondiscrimination Policy _____ Social Media Policy _____ Travel Policy _____ Whistle Blower Policy

103

March 24, 2022 ECCF Board of Trustees 306 S. Barstow St., Suite 104 Eau Claire, WI 54701 Dear ECCF Board of Trustees, I hope this letter finds you well. I wanted to take a minute to introduce myself. My name is Jane Gobler, and I am the new foundation director for the HSHS Sacred Heart Foundation.

I succeeded Bobbi Giles, who retired last year.

In April 2021, HSHS Sacred Heart Hospital received a Program Grant from the Eau Claire Community Foundation to support our QPR Suicide Prevention Program. This program helps address the high suicide rates in Eau Claire and surrounding communities by training the general public on how to respond to an individual who is experiencing a suicide crisis. Participants learn how to respectfully question someone showing signs of suicide, persuade them to seek help, and refer them to a health care provider.

At the time of our application, the QPR Program was managed by a long-term colleague named Laura Baalrud. Laura had completed the training needed to provide QPR training sessions to the public and provided the majority of our QPR training in the community. She had also completed the education needed to provide Train the Trainer courses to community members interested in becoming QPR instructors. It was our goal to provide QPR training sessions in the community and increase the number of available QPR instructors.

Unfortunately, we encountered challenges as we worked to complete the objectives outlined in our application. The first challenge involves the July 2021 retirement of Laura Baalrud. Her departure left a significant void, and for a period of time we did not have anyone on staff to manage the QPR Program and hold training sessions. We have since hired an individual named Melissa Ives, and we are relaunching the QPR Program under her leadership. Melissa is in the process of receiving the education needed to provide QPR training sessions in the community, and train QPR instructors.

She is also actively working to recruit additional instructors.

The second challenge is the ongoing COVID-19 pandemic. At the time of our application, we had anticipated that we would be able to hold in-person QPR sessions. However, due to high COVID19 rates, our organization has had an ongoing ban on in-person meetings. While we have held some

104

virtual sessions, we find the sessions to be more impactful when held in person. Due to this, a limited number of sessions have occurred. We were recently informed that due to decreasing COVID-19 numbers, our organization is again allowing in-person meetings. This is an exciting development for the QPR Program.

As a result of the above challenges, we will not be able to expend the funds we received during the grant period. With recent developments, we are confident that we will be able to effectively operate the QPR Program in the coming months. We respectfully request an extension of one year, which will allow us the time needed to utilize the funds as outlined in our application.

Thank you for your time and consideration. I am happy to answer any questions regarding this request. I can be reached at 715-717-3996 or at jane.gobler@hshs.org.

Sincerely, Jane Gobler Foundation Director

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Dear Women’s Giving Circle members: I’d like to request a second extension for the Music of the North Object Theater project. This extension is needed due to delays caused by the pandemic, delays in shipping, and a shortage in volunteers.

COVID-19 illness and quarantines among staff, staff families, and the contract audio designer caused a delay in the planning process late last year. We were unable to meet together in-person for 6 weeks. It was necessary to meet in person more than once, inside the Object Theater space in order to identify the specific audio visual needs and order the correct equipment. We were finally able to place the equipment order in mid-January. Two-thirds of the equipment has been received, but the projectors will not be here until the end of the month. Then everything needs to be installed and programmed.

For a number of months, a significant volunteer shortage has required professional staff to work the admissions desk and lead school tours in order to keep the museum open and provide essential museum services. This has reduced our ability to focus on exhibit project and other professional work.

I did not factor in time loss to operational needs when developing the original or extension time line.

In my October request for an extension, I wrote that I firmly expected the production to be completed

by April 30. In fact, I underestimated the ripple effect that illness, quarantine, and volunteer shortage would have on project development. The current plan is to have the production available for beta testing by consultants and the general public in June with a grand opening in mid-August. We are far enough along in construction, design, and production that we will have a production worthy of your funding ready for the 2022-23 school year.

I will leave you with comments from consultants who reviewed the production script:

I like the show a lot….People will be entertained by it, and learn something from it. What more can you ask, really? – Frank Smoot, local historian and exhibit developer, Chippewa County Historical Society

You folks at the CVM have done a terrific job, as usual, of identifying and organizing a mass of wellresearched documentary evidence into a coherent, compelling, multi-media presentation. — James P. Leary, PH.D., Professor Emeritus of Folklore and Scandinavian Studies, UW-Madison Thank you for considering this request. Please let me now if you have questions.

Sincerely,

Carrie Ronnander Director

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GIFT ACCEPTANCE POLICY Introduction The Eau Claire Community Foundation’s Board of Trustees has adopted this Policy to assist the Foundation’s director, officers, employees, agents, and fiduciaries (which include supporting organizations, affiliate funds, and volunteers) in fulfilling their obligations and commitments. All funds shall be accepted according to the Declaration of Trust of the Eau Claire Community Foundation.

Donors’ Interests Protection of Donors’ Interests: Trustees, Committee members, and staff will consider the stated intentions of donors and shall not encourage donors to make gifts that are inappropriate, in light of the donors’ personal or financial situations or the donors’ known philanthropic interests. Donors are encouraged to consult with legal counsel and financial advisors in making their decision. In particular, donors should be made aware of:  The irrevocability of a gift.  Assets subject to variability (market value, investment return, and income yield).  The ECCF reserves the right to refuse any gift.

Confidentiality of Information: Information obtained by any representative of the ECCF about a donor or the donor’s assets or philanthropic intentions shall be held in confidence by the Trustees, Committee members, and staff.

Donors will be encouraged to notify the ECCF of their planned gifts and any such information shall be kept confidential unless permission is obtained from the donor.

Legal Counsel: The ECCF encourages donors to have the terms of all proposed agreements reviewed by the donor’s own legal and financial advisors. It is the donor’s responsibility to obtain any necessary appraisals, file appropriate tax returns, and defend against any challenges to claims for tax benefits.

All agreements, contracts, and other legal documents relating to contributions to the ECCF and the management of ECCF assets may be reviewed by the ECCF’s legal counsel before execution or use.

Standard Form Documents: For administrative ease and convenience, the ECCF developed standard forms of fund agreements and other documents relating to contributions. The ECCF provides standard forms to prospective donors and their advisors upon request and encourages their use whenever practicable, with minimal, if any, modifications.

Executor Appointment: ECCF will decline (and its employees and trustees will individually decline, if such appointment is made due to the individual's status as an employee or trustee of ECCF) a request to serve as Executor or Alternate Executor of an estate. If ECCF is named in a will as an Executor or as an Alternate Executor, ECCF will decline

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the responsibility in probate court. Serving as an Executor is not within the mission of ECCF, potentially presents conflicts of interest, potentially opens ECCF to liability concerns, could incur unforeseen expenses, or could create undue burdens on staff or trustees.

Foundation’s Interests Restrictions: No fund may be accepted if, after review by the Board of Trustees, there is reason to question whether the restrictions desired will jeopardize the classification of the fund or does not comply with the ECCF’s mission.

Ultimate Use of Gift: While donors may identify a specific philanthropic purpose, the creation of unrestricted and field-of-interest funds will be encouraged.

Fiscal sponsorship Funds: The ECCF accepts fiscal sponsorship funds which meet the ECCF’s mission and requirements.

Sale of Assets: Physical assets will be sold as soon as practicable and the net proceeds reinvested in a manner consistent with the ECCF’s investment policies.

Variance Power: All funds shall be accepted subject to the variance power (the right of the Board of Trustees to direct and vary the terms of the gift, including controlling all distributions), as set forth in the Declaration of Trust of the Eau Claire Community Foundation.

Gifts and Funds Minimum Amounts: The minimum amount to establish a named fund at the ECCF must be approved by the Foundation’s Board of Trustees from time to time on recommendation by the Gift Acceptance Committee.

Type of Fund Named Fund (designated, field-of-interest, unrestricted) Designated Scholarship Fund Donor-Advised Agency Endowment Agency or Donor Pass-Through Acorn Fund (Acorn funds have five years to become fully funded)

Minimum Amount to Establish a Fund

Minimum Amount to be Fully Funded

$500

$10,000

$1,000 $1,500 $500 $500 Follows Minimum required.

$15,000 $25,000 $10,000 $10,000 Follows minimum to be fully funded.

Time Limit: An Acorn Fund must reach the required minimum size within five years of its establishment; otherwise, after notice to the donor, it will terminate and will be added to the Foundation’s unrestricted funds. Annual gifts are encouraged to all Acorn funds.

Gift Expenses: All expenses associated with making a gift (such as, without limitation, the cost of an appraisal, legal and accounting expenses, the cost of a phase one environmental report,) shall be generally paid by the donor. Expenses incurred by the ECCF in accepting a gift, such as legal expenses, shall be charged against the fund when established.

Administration Fee: The Board-approved administrative fee schedule applies to all funds except in those instances where the Board of Trustees approves a different fee.

Selection of Investment Manager: See Policy Regarding Outside Money Managers.

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New Funds First Quarter 2022 "Thank You For Your Fund" Call List Fund Open Date

3/6/2022 1/25/2022 1/2/2022 1/6/2022 3/22/2022 3/10/2022

Fund Name

Type of Fund

Primary Advisor Name(s)

Primary Email

Primary Phone Number

Hoefgen Family Fund Dr. James and Holly Iwakari Fund James and Valerie Fedie Fund L.E. Phillips Sr Center Endowment Fund Wisconsin Logging Museum Endowment Fund Presidents Anniversary Fund

Designated Pass-Through Acorn Fund

Bernie and Karla Hoefgen Dr. James and Holly Iwakiri James and Valerie Fedie

bhoefgen0362@charter.net jhiwakiri@charter.net vfedie@wipfli.com

715-214-5346 715-577-2892 715-559-2213

Designated

Jacqueline Minor

jminor@lephillipsseniorcenter.com

715-839-4909

Agency Fund Pass-Through

Rachael Lange, Ex. Director Paul Weinke

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rachel@wisconsinlogging.org

weinpac@charter.net

715-835-6200 715-836-7632

CONTACT

BOARD OF TRUSTEES MINUTES Thursday, January 27, 2022 7:30 am Hybrid Meeting (Zoom/ECCF Office)

Trustees Present: Tom Larsen, Karl Murch, Cindy Hangartner, Dale Wood, Sarah Stokes, Linda Danielson, John Satre, Jackie Rasmussen, Kim Bodeau, Amelia Daniels, Julia Kyle, Tim Pabich, Jason Beckermann Trustees Absent: Cody Filipczak, Greg Bremer, Jeff Kowieski Staff Present: Sue Bornick, Erin Dayton, Cindy Fahser Linda called the meeting to order at 7:30 am Welcome to Erin Dayton, new Operations Director and announcement of Brenna Lindsey-Shrupp title change to Office and Program Assistant.

Financial Reports Dale Wood discussed financial reports. ECCF has total assets of $38M; page 4 of board packet has breakdown between agency and non-agency accounts. Page 5 shows statement of activities. These numbers are not audited but come from CSuite. $74K excess of revenue over expenses for fiscal year in operations. Discussed was pledges for Story Builder Campaign (SBC) and CSuite tracking of pledges as revenue. There will be approximately $2M of pledges will be pulled out of assets at the time of audit. So our net assets are overstated. Investment accounts were valued at $34.4M at end of December 2021.

John Satre questioned negative investment returns in operations fund for 2021. Sue said we will get an answer from Steve in a couple of weeks. Dale commented that it would be unusual to see a loss, because the funds for operations are interest bearing accounts and not investment accounts. Sue will report back with everyone when answer is discovered.

Executive Committee  Terski Confluence pledge of $200 has been written off as uncollectable.  The Confluence Building Endowment Fund has had a name change to Pablo Center on the Confluence Endowment Fund. Sue says we need to change it from quasi-endowed to fully endowed.  Sue requested the Board establish a new L.E. Phillips Senior Center Endowment Fund.

Donations received to fully fund it was a $9043.86 and a separate IRA for $2190.  The old L.E. Phillips Senior Center Endowment Fund is an Agency Fund. 425Its name is now L.E. Phillips Senior Center Agency Fund. This emulates library funds.

Tom asked about writing off Terski pledge and status of other pledges for the Confluence. Sue explained status presented on page 42. Karl asked about balance in uncollectable accounts. Does balance need to be reduced? Sue said Steve and Erin and she looked at it and reduced it a bit, but left it a little high because of upcoming audit. Tom asked about open pledges, who should follow it up? Sue says Confluence will follow up and ECCF will send reminders.

Tom L. moved to approve the four executive committee items. Tim P. seconded. Motion passed.

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Investment Committee Sue reported that it was recommended the distribution policy remain at 4%. Board can review minutes and let us know if there are questions. Sue talked about meeting with advisors from Morgan Stanley, US Bank and Badgley Phelps. There was a robust discussion of what is happening in the markets. Some rebalancing of our investments has happened in January. The committee felt good about what advisors are doing.

Dale W. made a motion to continue distribution policy of 4%. Tom L. seconded. Motion passed.

Director’s report Women’s Giving Circle wants to reach $50K in giving grants for their 15th anniversary. In order to raise the additional $2,000 in grant funds that they need, they are requesting the ability to set up a separate campaign for these additional funds. Erin further explained that WGC monies by policy must be split between endowment and grant funds so the campaign would need to raise about $4,500 dollars to cover fees and have the needed $2,000. WGC Membership declined a bit due to Covid. Sue says ECCF is not doing the fundraising, WGC will be doing that.

Sarah S. moved to approve WGC fundraising campaign to achieve grant goals. Dale W. seconded.

Motion passed.

Sue discussed an idea brought up at the investment committee meeting. She explained $50K had been given out in 2021 and $50K will be given out for grants catalog in celebration of 25th anniversary. Daniel Shoemaker suggested an extra $25,000 grant from SOF funds for 25th anniversary. An announcement of this extra money could be given at celebration event. Sonja Tourville, fundholder, had challenged us to give out more in grant money. Sue says we need to be communicating more about all we are doing. Kim says she is for it because there is more to give out. Jackie says she is comfortable with money coming out of SOF because of the balance in that account. John would support it. Sue asked to keep it confidential so an announcement can be made at the event.

Ameila D. moved to approve the granting of $25,000 from the Society of Founders Fund. Jackie R. seconded. Motion passed.

Trustee Review and Discussion Sue reviewed Types of Funds handout for donors included in board packet. Donor advised funds have a few more flexibility. Agency funds and fiscal sponsorship funds are not described in handout because they are not promoted.

Designated funds are important to ECCF. Unrestricted is great. Sue does not promote designated scholarships because of extra work and Pass through funds are not promoted either. Karl mentioned Acorn funds could become any one of those but are underfunded. Linda asked what is considered fully funded, Erin said Donor Advised are $25K, Scholarships are $15K, others are $10K to be fully funded. It includes principal and earnings. John asked if all of this can be found on website. Sue will double check.

Sue discussed a chart in packet showing ECCF Contributions over last 5 years found on page 66. 2021 Endowments are over $3M, which is great. Over 4,900 donations were processed in the office in 2021.

ECPSF funds were also covered. Tom thinks it’s important to continue to itemize this. New endowments should be measured regularly. Linda says focus on goals and new money coming in.

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Sue and Erin explained the log in process for the secured website via zoom and showed the site that trustees can explore, including policies and pending approvals. Erin showed Donor portal and Sue explained the portal page for the SOF Fund and numerous tabs on it. Sue suggested access be given to board members for this fund. Erin explained the grant requested page.

Tom asked how often we provide info to ECPSF. This information is given quarterly. Tom said could we stamp the reports to ECPSF as Unaudited. Tom says they are overly redundant with their requests for financial information. Another meeting with ECPSF on Feb 3rd. Tom asked if question directed to investment committee resolved. Linda said main complaints from ECPSF are fees and communication to donors. Tom said investment fees charged to ECPSF are a third of what they would be if not under our umbrella because of our large fund balance. Sue commented that ECPSF is heavily dependent on Pass Through Funds. Sue says they need to focus more on endowments.

Linda suggested a doodle to set a meeting date for the Strategic Planning Meeting. Topics for this meeting are in this agenda. Sue suggested a two hour meeting instead of 4 hour meeting. Linda liked the idea of annual meetings.

Thank you Calls list is on last page of the packet. Sarah S. will call Everhart. Jackie R. will call Seipel.

Linda D. will call Thorpe-Peltier. Sue gave a very special thank you to John and Tami Satre for their fund.

Sue says we will not call LGBTQ fund yet, as money has not come in yet. Isa Small is contact and Sue will follow up.

Consent agenda a. Financial Reports 12.31.2021 b. BOT Minutes – October 27, 2021 and 4th quarter approvals c. Committee Minutes - (See Committee Packet) d. Operations Committee has two request for approvals i. Recommend 2022 budget for approval. ii. Recommend increasing the hourly admin fee for extra requests from $25 to $40.

Grants e. SOF Grant $50,000 for 2022 Grant Catalog categories Give Green & Offer Opportunities f. April Base Fund – Anonymous g. Draper Hills Financial Literacy Fund – first semester program salary h. Draper Hills Financial Literacy Fund – added an additional $50,000 to fund other needs.

Needs. Request for 2021/2022 school year is for desks. i. Thomas and Jill Barland Fund – Grant for Storybuilder Campaign j. Ken Vance Foundation – Grant for Pablo Operations k. Wildenberg Family Fund – Grant for Humane Society match Funds l. Iwakiri Designated Pass-through Fund m. Jack and Lois Postlewaite Designated Pass-through Fund n. James and Valerie Fedie Fund o. John and Tami Satre Family Fund p. Paul Del Torto Fund Legacy – Statement of Intent q. Marianne and David Klinkhammer – Statement of Intent, establish fund upon death Linda began a discussion of the proposed budget in committee packet. Dale commented that that there is about a $22K surplus of revenue over expenses with new staffing levels due to the additional revenue

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was planned for the 25th anniversary. Karl asked if salary recommendations from Personal committee was used in determining salary budget. Sue confirmed that salary recommendations were used in determining this budget. Tom asked if we are in line with our peers in terms of budget and % to total revenue. Our objective is to be below 1% of total assets in our operations expense, but the workload of the active funds, WGC and ECPSF can increase that. Dale thinks our operations budget reasonable with the services we offer. Sue mentioned extra work with 25th anniversary. Karl says latest budget number for ECPSF needs to reflect calculation of fees.

Linda discussed operations committee recommendation of fee increase of special services from $25 to $40 per hour. We haven’t adjusted this in several years.

Grants and new funds listed in the packet were reviewed. Carter Hill added an additional $100,000 in funds for the Financial Literacy Program. Sue is working with superintendent at Loyal High School and they report back on expenses. Carter recommended adding an additional Instructor does not have to come to us to ask for money because of superintendent holding the $5000 per year fund for expenses.

Dale asked if we need to talk about Paul Del Torto fund. Sue explained what happened in the office with him yesterday. Karl suggested educating staff on what to do should we have another incident like this.

Tom L. made a motion to approve the consent agenda. Dale W. seconded. Motion approved.

New Business Sue said what a year! 24 new funds established in 2021. 5 new funds in January. Sue thanks committees and board members for their support. Linda thanked Sue, Erin, and rest of staff.

Next meeting: April 28, 2022.

Adjourned at 9:08 am by Linda Danielson.

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Eau Claire Community Foundation (“ECCF”) Fund Agreement – Designated Pass-Through Fund Whether on initial funding or once minimum requirement has been met.

The Fund shall be known and identified as the

Cody and Molly Filipczak Designated Pass-Through ______________________________________________________ Fund Subject to the terms of this agreement, the distributions from the Fund shall be distributed for purposes to the following Designated beneficiary or beneficiaries: Agency

Amount

Purpose

________________________________

Big Brothers Big Sisters of NW Wisconsin

4,000.00 _________

_______________________________

________________________________

Eau Claire Community Foundation

1,500.00 _________

_______________________________

________________________________

Junior League of Eau Claire

5,000.00 _________

Diaper Drive Donation _______________________________

________________________________

_________

_______________________________

________________________________

_________

_______________________________

________________________________

_________

_______________________________

Bowl for Kids' Sake Sponsorship

25th Anniversary Sponsorship

10,500.00 Total: _________________________ Notes: _________________________________________________________________________

1. You may make additional contributions to the Fund at any time. At the time of any additional contributions, you have the right to amend the designation for those additional funds. Desigations for prior contributions can’t be changed. The final decision on all distributions rests with ECCF. 2. The Fund will not be considered an endowment fund, nor will contributions to it be invested in the ECCF’s Long Term, Intermediate Term or Short Term investment portfolio. The funds will be placed an operational money market at the discretion of ECCF. Interest earned on the Fund will be placed in the ECCF’s Operations Fund.

3. The adminstrative fee for this designated pass-through fund is 1 % percent of gift(s) received and will be administered either from this Fund or another Fund held by the Primary Contact. For donors who hold a separate endowed family fund, the administratve fee is 1% and can be deducted from the family Fund at the discretion of the Donor.

Approved 1.11.2021

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4. Distributions from the Fund shall be made in accordance with ECCF’s distribution policy now in effect or as it may be amended from time to time taking into consideration any recommendations set forth above. ECCF is not bound by the recommendations set forth above, and such recommendations may not be followed.

ECCF will consider such recommendations and will conduct an independent investigation to evaluate whether they are consistent with the purposes of ECCF’s then-current grant policy.

5. The Fund will be the sole property of ECCF once it is contributed to ECCF, and the Donor shall not have any right to reclaim the Fund from ECCF. The proceeds in the Fund will be segregated for bookkeeping purposes by ECCF. The assets of the Fund will be invested under ECCF’s usual investment policy and will be subject to any market fluctuation, including market losses. The Fund will participate in the costs and expenses of ECCF as incorporated herein, including without limitation, participation in the cost of any money manager charges incurred in the management of the investments. ECCF reserves the right to apply additional charges against the Fund if the Fund requires services above and beyond the normal administration of similar Foundation funds; however, no such charges shall be applied without prior written notice to the Donor.

6. The Fund shall be held and administered subject to the provisions of ECCF’s governing documents now in effect or as they may be amended from time to time.

7. If the Fund is accepted, a copy of this Agreement, signed by ECCF’s Board Chair, will be provided to the Donor. By signing and returning this Agreement, and upon delivery of the initial gift, the Donor requests approval of the Fund by ECCF’s governing body and agrees the Fund shall be the sole property of ECCF, subject to ECCF’s authority to vary the terms of the gift. This authority, ECCF’s “variance power,” is set forth in ECCF’s governing documents and IRS regulations governing community foundations.

Per donor request via email

_________________________________ Donor

____________________________________ Donor

Date: ____________________________

Date: ______________________________

____________________________________ Executive Director

Date: ______________________________

12/31/21

Approved by the Board of Trustees of ECCF on this ____ day of ____________, 20______.

Accepted as of _________________, 20_____

___________________________________ Chair, Board of Trustees

Approved 1.11.2021

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COMMUNICATIONS COMMITTEE MINUTES Tuesday, March 8, 2022 8:00 A.M. via Zoom

PRESENT: Amelia Daniels, Michael Strubel, Katie Murphy, Sarah Stokes ABSENT: Marianne Klinkhammer, Meghan Bauer, Stephanie Harvey STAFF: Rebecca White Body, Erin Dayton, Hannah Schierenbeck Called to Order at 8:00 a.m. by Sarah Stokes Minutes:  The Jan. 11 minutes were approved on a motion by Katie, seconded by Amelia.

New Business:  Erin introduced our new Graphic Design Intern, Hannah Schierenbeck, who will take Emily’s place after Emily’s graduation.

Past Business:  The Annual Report went to the printer last week.  The Give Green Grant Catalog results are still being finalized as last minute checks arrive, but all 14 applicants received at least some funding. The bonus grants will be announced at our Facebook Live event on March 17.

Current Business: ECCF 25th Anniversary Event:    

    

Erin reported that we currently have 18 event sponsors, for a total of $29,250. Of that, $5500 will go out in grants, but the rest is still available for event expenses.

Erin displayed the format for the event invitation and went over the content in each section.

The Committee agreed with Marianne’s suggestion that we change the program start time from 6:30 pm to 6:45 pm in order to make sure that everyone has enough time to eat and socialize.

We discussed options for distributing the sponsor and Legacy Member grants (of which there could be at least 40) without bogging down the event flow. Options include having grantees pick up their checks and pose for photos at a designated spot at the end of the event. Sarah offered to create a video montage of photos from the donors and their grantees, set to inspirational music, which would help control the flow of the meeting. ECCF will send Sarah photos of the donors and grantees as soon as possible, ideally by June 5.

The nonprofits who won $10,000 bonus grants through the Grant Catalog will be asked to submit a one minute video about the impact of their grants.

We will also create a video tribute to ECCF’s Founders featuring clips of Dick Cable and Sue Tietz. We’ll make sure that Dick’s family members are comfortable having him included since he passed away recently.

John Murphy is almost certain he’ll be able to emcee the event.

Dick Larson, who established ECCF’s first fund, will likely be the keynote speaker.

Our goal will be to use the videos and speakers to build momentum throughout the evening, ending with the most inspirational video and a call to action that asks people to get involved with ECCF. A clip of Dick Cable 123

  

telling the story of how Arnie Domer donated a million dollars shortly before his death might be a powerful final note.

Marianne (who’s currently in Arizona) hasn’t been able to confirm Gator Garb’s champagne glass sponsorship yet, but she’ll get back to us about that when she returns in April if not before then.

Amelia confirmed that Dessert First will provide the cupcakes. She’ll look into the possibility of adding flags or designs with ECCF’s 25th Anniversary logo, possibly printed at Digi Copy, to the cupcakes.

Other ideas for making the event more festive: o Bringing in a live sculpture troupe o Adding more butlers to circulate with signature cocktails, which could be prepared in advance by The Florian Gardens or possibly Infinity Beverages o Creating balloon displays and/or light displays that spell out “ECCF,” which might serve as a good backdrop for guest photos and social media posts. Amelia has been at events with similar displays and will research sources for them. o Having two photographers, one to circulate and the other to take photos at the photo display. o Having an IPad stationed by the photo display so guests can take their own photos and email them to themselves; maybe have a volunteer stationed there to help guests who have problems with it.

Website Review  Facebook and Google Analytics reports didn’t indicate anything unusual. The Stokes/Herzog post was the number one Fun Fact Friday post.

Director’s Notes  None at this meeting Next meeting: May 10, 2022, at 8:00 a.m., with a possible extra meeting on April 12, 2022 if needed for event planning Adjourn: The meeting adjourned at 8:50 am.

Respectfully submitted by Rebecca White Body

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COMMUNICATIONS COMMITTEE MINUTES Tuesday, April 12, 2022 8:00 A.M. via Zoom

PRESENT: Amelia Daniels, Michael Strubel, Katie Murphy ABSENT: Sarah Stokes Marianne Klinkhammer, Meghan Bauer, Stephanie Harvey STAFF: Rebecca White Body, Erin Dayton, Emily Kuipers, Sue Bornick BEFORE THE EVENT: o o o o o o o o o o o o

Brenna will send Gold and Silver sponsors separate invitations that include a personal note and a reminder that they get two tickets.

These names will be removed from the list sent to L&M for mailing Rebecca will prepare a script about ECCF history for John to read. (Not too long!)

Sue will prepare the stories to be told Sue will call Dick Larson to see if he’s willing to lead the toast and then Tom if Dick declines.

Erin will contact Florian Gardens to determine if it’s best to have their staff pour the champagne ahead of time or just leave open bottles on the table.

ECCF staff will contact Legacy Society Members, sponsors, and grantees to let them know that their photos will be taken at the event and request photos and logos for the Power Point.

Hannah – Hannah will design the sponsorship powerpoint of Sponsor/Grantees for John Brenna will create a list of the L.S. members, sponsors, and their grantees. Sue and Erin will provide them with the information they need by April 26.

Erin will contact Sarah Stokes about logistics for creating videos. The Committee noted that videos should be very short, with the possible exception of the Nonprofit Initiative video, in order to avoid losing the audience’s attention.

The ECCF video from the website will not be included in the program – (4th video) Brenna will finalize arrangements with the photographers. (Who’s arriving when, who will be positioned where) Erin will contact the artist Michael recommended about creating an artwork to commemorate the event. Confirm cost and availability.

25TH ANNIVERSARY PROGRAM: 5:00-6:00 pm: Social hour.

Sponsors and new Legacy Society members, and their nonprofit grantees will be directed to pose for photos by the ECCF letters, which will be placed outdoors and visible through the windows if weather permits. ECCF staff at the registration table will direct them where to go when they arrive to get their name tags. Copies of the photos will be sent to the nonprofits to for social media purposes after the event.

6:45 pm: Program starts

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Agenda: I. II.

Welcome – Sue Bornick Seat people, welcome, introduce John Murphy and Dick Larson Champagne Toast – Dick Larson • As holders of ECCF’s first Fund, Dick Larson will lead a Champagne Toast. Jon Homstad, Past Chair and founding Board member will lead the Toast.

Rebecca write brief History Rebecca write an intro about Legacy Initiative

III. IV.

History – John Murphy Legacy Society Initiative – John Murphy including grants divided and selected

V. VI.

Sue writes stories Legacy Stories - Sue Bornick Sponsorship Grant Awards– John Murphy • The two Diamond sponsors will present their grants in person; slides featuring Gold and Silver sponsor logos or names, grantee logos, and photos will play on a Power Point as John Murphy reads the sponsor and grantee names and a brief statement • Erin will collect ahead of time) about why each sponsor chose each grantee. John will have a clicker for the Power Point, and Brenna will be backup if the clicker doesn’t work.

VII.

Rebecca write information up for John Nonprofit Fundraising Initiative – John Murphy • Nonprofit Initiative video: 2 minute videos from each $10,000 Grant Catalog grantee will be assembled into one inspirational video. (We won’t play a separate video about ECCF at any point.)

VIII. IX.

President’s Anniversary Fund – Linda Danielson Sue will update Linda with info Founder Video – Sue Tietz/Dick Cable • It will feature Sue Tietz and possibly end with Dick Cable’s quote, “I made it here, I’m leaving it here.”

Conclusion – John Murphy - Society of Founders members at the event will be asked to pose for a photo before they leave.

X.

DRAFT OF THE PROGRAM FOR REFERENCE: Page 1: Cover Page 2: Welcome Our Mission Our Vision Page 3: Agenda (See above) Page 4: Board of Trustees and Staff and Past Chairs Page 5: Letter from Board Chair

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Page 6: Foundation History Page 7: Society of Founders Members List Page 8: Sponsors (updated 2/28/22) Corporate Sponsors Badgerland Printing Baird – Andrew Schlafer

Special logo attached with sponsor form email

Banbury Place, Inc. Charter Bank CliftonLarsonAllen Crivello Carlson Market & Johnson McDonough Manufacturing Company Orgel Wealth Management (Anonymous Gift) Royal Credit Union Wipfli Other Sponsors Dr. Phil and Jan Happe James & Sharon Manz

(Surprise for Carl & Diane Manz)

Jane and John Lokken Laura and Don Talley Founding Sponsors (if applicable) Page 9: Sponsorship Grant Awardees Page 10: 25th Anniversary Legacy Initiative Page 11: Legacy Society Members Page 12: Nonprofit Fundraising Initiative Grants [Where are we putting sponsor grants?]

Page 13: Grants awarded/Grant recipients Page 14-? : Logos for Event Sponsors

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DEVELOPMENT COMMITTEE & LEGACY SUB-COMMITTEE MINUTES Wednesday, April 6, 2022 7:30 am – 8:30 am Virtual PRESENT: Cindy Hangartner, Tim Pabich, Andrew Schlafer, Jane Lokken, Jason Beckermann, ABSENT: Chris Hasenberg, Jason Vance, Mark Faanes, Pat Quinn, Jennifer Hanson-Bremer, Rick Olson, Greg Bremer, Paul Weinke, Mike Happe, Jack Postlewaite, Betsy Barnes, Sue Tietz STAFF: Sue Bornick and Erin Dayton Sue Bornick called the meeting to order at 7:31 a.m.

Approval of Minutes for the January 12th meeting: One change, John Behling’s name was spelled incorrectly. Motioned by Tim Pabich and seconded by Cindy Hangartner. All were approved.

Development/Legacy Initiative Committee Erin and Sue gave an update on the 25th Anniversary Event. We have 26 sponsors for the June 20th event at the Florian Gardens. The two Diamond sponsors will be giving their grants to their nonprofits and the other sponsors will be listed in the program and shown in a video. We are working on the details of the event with the Communications Committee. The Save the Date postcard was mailed, and the invitations will be mailed by end of April.

Currently, we have 20 new Legacy Society members. Sue and Erin are still contacting potential members. We will have a video during the event sharing the names of the new legacy members and the nonprofit they have chosen to give the $500 grant. The committee would like to try to have a Society of Founders picture done at the event.

Professional Advisor Event and Mailing The Foundation is working with Northwestern Bank to provide a speaker for the Professional Advisor Event this year. The Professional Advisor newsletter will be sent after the anniversary event. Jane suggested sending a Save the Date for the Professional Advisor event prior to sending the newsletter with a message, “Thank you for your support and for being a part of our success” New Business There was no new business.

Past Business There was no past business.

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Director Notes Grant Catalog Sue shared with the committee that our last grant cycle, Offer Opportunities was launched. A total of close to $250,000 has been granted with the first three grant cycles. We are excited to share the final amounts at our anniversary event.

Next Meeting May 11, 2022 The meeting was Adjourn by Sue Bornick at 8:40 a.m.

Respectfully submitted by, Erin Dayton, Operations Director

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INVESTMENT COMMITTEE MINUTES Monday April 25, 2022 7:30 am Hybrid Meeting

COMMITTEE MEMBERS PRESENT: Laura Talley, Jeff Kowieski, Daniel Shoemaker, Bill Hilgedick ABSENT: Cody Filipczak, Chris Hasenberg, Dave Pokrandt, Joe Fesenmaier GUESTS: Fay DeBellis and Bryant Waller of Morgan Stanley STAFF: Sue Bornick, Cindy Fahser Meeting called to order by Jeff Kowieski at 7:33 am Approval of the Minutes: Laura moved to approve the January 25, 2022 minutes. Dale seconded. Motion passed unanimously.

First Quarter Financials: Jeff wondered if we needed to discuss them. There was no comment or discussion on them they were posted for informational purposes only.

Morgan Stanley presentation by Fay DeBellis and Bryant Waller: Market/Economy • • • • • • •

1st quarter brought about challenging US equity markets with the major indices moving into correction territory. March brought a bit of relief, but major US indices still closed the quarter down in the mid to high single digits.

International markets also faced challenges with the MSCI EAFE ending the quarter down 5.8% and MSCI EM down 6.9%.

Fixed income markets also faced challenges with the rising rate environment with the Barclays US Aggregate index down 5.9% in Q1.

Inflation pressures continued moving upward with CPI hitting 8.5%; the highest reading in over 40 years Geopolitical tensions brought on by the Russian invasion of Ukraine introduced additional uncertainty to global markets.

We expect volatility to remain elevated for both equity and fixed income markets.

We expect inflation trends to begin peaking/moderating into the latter part of 2022 but expect levels to remain elevated for the foreseeable future.

Portfolios •

Allocation o Due to elevated markets volatility we continue to maintain an overweight cash position in the Long-Term and Intermediate Term portfolios. o The SRI portfolio has a slight underweight to equities that was implemented in mid2021. o The Short-Term portfolio is continuing to be managed at broad IPS targets. o No changes to underlying portfolio managers at this time.

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•

Performance o Diversified Long-Term ▪ The portfolio underperformance the dynamic benchmark by 0.13% and outperformed the static benchmark by 0.23% in Q1.

▪ The Long-Term portfolio is up 5.02%(net) on an annualized basis since inception 11/30/2020. o SRI ▪ The portfolio underperformance the dynamic benchmark by 0.90% and slightly outperformed the static benchmark by 0.01% in Q1.

▪ The SRI portfolio is up 9.03 % (net) on an annualized basis since inception 6/30/2018. o Intermediate ▪ The portfolio outperformance the dynamic benchmark by 0.66% and outperformed the static benchmark by 0.95% in Q1.

▪ The Intermediate portfolio is up 0.25% (net) on an annualized basis since inception 11/30/2020. o Short-Term ▪ The portfolio outperformance the dynamic benchmark by 0.22% and outperformed the static benchmark by 0.74% in Q1.

▪ The Short-Term portfolio is down 2.02% (net) on an annualized basis since inception 11/30/2020

Discussion evolved around the two pages of indicators titled Small Business Confidence Has Collapsed and Consumer Confidence Has Also Collapsed. In general, it was discussed that it’s an opinion and different inputs might affect these concerns. The word out there is for small business owners is they feel it’s because of the political environment. Group discussed earlier periods of downturn shown.

It was commented that the rate of increase in wages is coming down. As supply chain issues are worked out, is any correction we have going to coming from product side of things? Fay thinks labor market will take time to ease. The Fed raising rates will bring this number down. Inflation impacts small business.

Jeff asked what Morgan Stanley’s thoughts were and if there will be a recession in 2nd half of year. Fay says Morgan Stanley has talked about it and feel it will continue. Jeff commented insurance underwriters have been talking about recession in 2nd half of year as well.

Laura asked what changes have been made in investment managers. Bryant commented that there is more of a tilt to active management, and they are confident in the managers they have. Morgan Stanley has tilted away from passive management and that the managers are evaluated by the MS teams.

Dale asked if Bryant ever saw a time where SRI becomes a major part of our portfolio. Bryant says it up to the client. Investments would still have to be performing well. Jeff says SRI is being used more as a marketing tool. Bryant says ECCF has broad based language for their SRI portfolio which fits well for ECCF.

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Laura asked if the need for the short-term pool is going away. Sue mentioned two agency funds that have money in this fund pool, YMCA and Longfellow’s JRLC Fund. She is encouraging YMCA to close fund and is working with ECPSF on the other.

Returns (net of fees) as of March 31, 2022 for the Long Term investments at Morgan Stanley are as follows: Since Inception QTD YTD 11/30/2020 Total Account -7.19% -7.19% 5.02% Total Custom Benchmark -7.06% -7.06% 5.45% Eau Claire Long-Term Static -7.42% -7.42% 5.11% Returns (net of fees) as of March 31, 2022 for the Socially Responsible investment account at Morgan Stanley are as follows: Since Inception QTD YTD 11/30/2020 Total Account -7.32% -7.32% 8.52% Total Custom Benchmark -6.42% -6.42% 8.11% Eau Claire Long-Term Static -7.33% -7.33% 8.08% The returns (net of fees) as of March 31, 2022 for the Intermediate Term Investments at Morgan Stanley are as follows: Since Inception QTD YTD 11/30/2020 Total Account -6.94% -6.94% 0.25% Total Custom Benchmark -7.62% -7.62% 1.06% Eau Claire Intermediate Static -7.89% -7.89% 0.79% The returns (net of fees) as of March 31, 2022 for Morgan Stanley’s Short Term Investments are as follows: Since Inception QTD YTD 11/30/2020 Total Account -3.32% -3.32% -2.02% Total Custom Benchmark -3.54% -3.54% -3.26% Eau Claire Short-Term Static -4.06% -4.06% -3.87% Annual Procedural IPS Review Morgan Stanley went over the policy statement highlights which included the investment objectives of preserving purchasing power, outperforming indices and benchmarks, rebalancing driven by forward forecasts and the distribution policy of 4% over rolling 20 quarters. Summary discussed no need for revisions as investment strategy and objectives are reasonable. Daniel asked about position on fixed income for the SRI Portfolio. Target is right at the maximum. We are currently at 30% and target is 30%.

Bryant agrees that it might be worth looking at raising target to 45%. Laura asked if a motion is needed to make this change. It was decided no motion was needed. Bryant says an updated draft with new target can be sent out to Sue. Alternatives

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Subcommittee meeting was held on April 4th to discuss illiquid alternatives. Notes of that discussion have been made available to the committee. Laura looked at the comments on redemptions. Laura was surprised at the strategic assumptions. Jeff summarized that by introducing some alternatives we could see a higher return at less risk over time. The subcommittee was concerned about liquidity of those assets and ability to exit those investments. Bryant said that from a portfolio strategy perspective he was looking at the small percentage in alternative. Jeff commented that he thought the committee would be more welcoming of this strategy. Laura mentioned some illiquid investments like warehousing, senior housing would be attractive. Bill feels ECCF isn’t are a big enough foundation at this time. Once we hit $50 to $60 million then perhaps this idea would be appropriate. Fay agrees that at 50 million they would have pushed a bit harder for ECCF to employ this strategy. Jeff agrees that right now there we do not have enough money to take that kind of risk. Fay thinks we could have this conversion on this matter in a couple of years. Dale wonders if education would have to take place to explain this to the board or donors. Sue mentioned that she doesn’t get into details of investments with donors; just long, short, SRI funds. The topic will reviewed annually as endowments increase.

Fee Section Jeff says he appreciates that the consulting fees are competitive. Fay says they review fees on an annual basis and they will continue to be outlined in every quarterly presentation.

US Bank First Quarter Review – provided in notes in member packetDaniel was glad that the AMG investment was addressed in the notes and that this fund has been exited.

The returns (net of fees) as of March 31, 2022 for the Beyond the Bells Account are as follows: Since Inception 3 Months YTD 1 Year 11/2019 • Total Account -5.78% -5.78% 2.58% 8.56% • Blended Benchmark -5.22% -5.22% 3.71% 9.70% • Portfolio Stocks (gross of fees) -6.09% -6.09% 4.24% • Fixed Income (gross of fees) -5.76% -5.76% -3.34% • Real Assets (gross of fees) -2.34% -2.34% 24.91% Bagley Phelps First Quarter Review – Bagley Phelps provided notes for the member packet. All funds are in intermediate pool. They are right in line with expectations.

The returns (net of fees) as of March 31, 2022 for the intermediate account at Badgley Phelps are as follows: Since Inception QTD YTD 1 Year 10/26/18 Total Account -5.8% -5.8% 1.7% 7.9% Portfolio Stocks -7.9% -7.9% 6.4% 14.8% S&P 500 Index -4.6% -4.6% 15.7% 18.9% Portfolio Bonds -3.7% -3.7% -4.1% 2.0% Barclays Capital U.S. Govt. Credit -3.7% -3.5% -3.6% 2.5% Intermediate Index

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Directors Notes • The Domer Fund was moved from SRI to Diversified. 100% of assets are donor recommendation to the SRI Porfolio which is slightly over $5 Million.

• 20 individuals and couples have joined the Legacy Society through the 25th Anniversary initiative.

• Donor advised funds funded $75 thousand in grants during the competitive process. Good returns last year made this possible. We ended up not spending all of the unrestricted funds because of donor advised funds and approximately $17,000 stayed in the Society of Founders Fund for Operations. So far there is 22 sponsors for the 25th anniversary celebration.

• Audit not back yet from Olsen-Thielen.

• Erin’s father passed over the weekend and she will not be in this week.

Laura wondered if anyone is interested in a dashboard to get key numbers for this meeting. Jeff and Dale and Bill say if it was easy, then sure. Discussion followed. Laura said she would take a stab at this and bring it back next time. Perhaps it can it go to MS for them to populate. Laura asked committee to provide input on what should be on dashboard.

Next Investment Committee meeting Meeting is a week earlier on Monday, July 18, 2022. Sue asked who should present. Daniel said we only need to see US Bank and Bagley Phelps once a year, unless they are out of range. It was suggested having US Bank come in July and Bagley Phelps in October. Group concurred. Dale suggested letting them know it will be plan going forward.

Meeting adjourned at 9:09 am.

Respectfully submitted, Cindy Fahser

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NOMINATIONS COMMITTEE MINUTES Thursday, March 18, 2022 7:30 a.m. Zoom

Attending: Tom Larson, Chair, Linda Danielson, Paul Weinke, Laura Talley, Mark Faanes, Dan Market, Sue Tietz Absent: Karl Murch, Jane Lokken Staff: Sue Bornick Tom Larson called to order 7:30 a.m. Last year minutes were reviewed Sue Tietz moved to accept and Paul Weinke seconded and minutes were unanimously approved.

Trustee Rotation The Board rotation was reviewed. Terming off are Kim Bodeau and Tim Pabich. The Nomination List was reviewed and requires updating. Suggestions were made and it to send Sue any other recommendations.

Nomination Committee members are currently visiting with potential new Trustees.

2022 1st terms ending are Amelia Daniels, Sarah Stokes, Jeff Kowieski and John Satre, Secretary. Nominations Committee is visiting with each Trustee to continue a 2nd Term by Nomination Committee members.

Pending Trustees Slate for Board Approval Approval for the Trustee appointments and Second Terms will be posted on the secure website at a later date.

Committee discussion New committee members were discussed. Communications and Development could use two new members.

Brad Shultz stepped down from Development, his family started a new business. There are new members pending. So far, the new committee member slate is as follows and is pending approval.

Andy Schlafer Jason Plante Brad Grewe Kim Bodeau Caitlin Suginaka Tea Rozman

Pending Committee Member Slate for Board Approval

Development Development Grants Committee Grant Committee (Jackie Rasmussen will continue as Chair of Grants) Communications (Currently on Grant Committee and would like to continue) BtB Grant Committee (Executive Director of Green Card Voices)

Various Scholarship Committees – Members are recommended by Guidance Counselors from each school.

All are advisory committee members and signed Conflict of Interest and Confidentiality forms all of which have been reviewed by ECCF Staff.

Other notes

A full Committee list was requested along with a fund advisor list for future Nomination Committee meeting.

Diversity discussion included age and balance of female/male. General members of the community, real estate and the members of the community were areas recommended to focus on.

135

Past minutes: (This was not discussed, but Sue will keep on the agenda for future meetings.)

• ECPSF ex-offico or duel Trustee position was discussed which would be the Trustee’s committee position. The Trustee sit as a representative of ECCF or be a Trustee on their Board to support the communication between Foundations. ECCF has control over their Board to appoint positions.

Submitted by, Sue Bornick, Executive Director

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Director Notes

04.28.2022

Pending New Fund Approvals: None Pending Amendment to Agreement Request for Approval: None Pending Grant Approvals: None Pending Policy Approvals: None Grant Extensions: This request requires BOT’s final approval Chippewa Valley Museum’s “Music of the North” grant was awarded by the WGC in Nov. 2020, and the first extension was approved by our Board on Oct. 28, 2021. The WGC approved extending the grant for an additional 6 months and that they receive the completed Grant Report form within 30 days of the extension.

HSHS Sacred Heart Hospital Foundation’s “QPR Suicide Prevention Grant” was awarded during the 2021 Community Grant Cycle. This is its first request for an extension.

2022 Grant Returns New Legacy Society Members: 2022 - Tom Larson, Sarah Stokes & Chris Herzog, Anonymous (2), Carol & Bob Swanson, Greg Bremer & Jennifer Hanson-Bremer. Pending Signatures (Julia Kyle, Tom Misfeldt & Lisa Stark, Bernard & Karla Hoefgen, Paul & Karen Kohler Legacy Society Initiative 17 individual/couples confirmed (Signed the Statement of Intent). 3 Pending Signatures Fund Updates: Story Builder Capital campaign – Cash is $3,271,476.72 and total pledges outstanding are $1,762,76.39.

Grants distributed to the Library were $2,922,000. Most of the plumbing, electrical, and HVAC projects are complete. Soon new furniture will be purchased. Construction is on budget, and they are on track to open later this Fall.

Confluence Building Fund The pledge receivable balance is $252,000. The current Fund Balance is ($42,799.29). An error was made in last spring when calculating the donations. We are waiting for it to get funded back from underwater.

Eau Claire Public Schools Foundation Laura Hookom, past executive director of the ECPSF. There has been no communication on the next steps to replace the position.

Carson Park Baseball Stadium Renovation Fund, The Carson Park Baseball Committee will be meeting again this Spring, Sue, Erin and Mark Faanes met with members of the City, new City manager and with Dan and Craig Toycen (Express owners), to give update. The City will be contacting Ayres for updated project numbers and there will need to be more discussion on how to get this project started.

Women’s Giving Circle Fund – WGC is celebrating their 15th Anniversary. The 15th Anniversary Fund raised $17, 590 and was split as follows; WGC Endowment - $8,739, WGC Grants - $7,865, ECCF Operations - $874. They now have over $50,000 to grant this year. They have also set two goals for this year, 15 new Lifetime Members and 22 new members.

They are over half-way there for both. As ECCF has transitioned to SharePoint, the WGC will have access to a WGC folder to keep their material. They had a Wine, Women and Chocolate social event on April 19th, approximately 60 people attended the event, added 2 new members from the event. They currently have 11 new Lifetime members.

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Other Topics Transfers – 1st Qtr Transfers - 1st Quarter 2022

Date

Amount

From

1/7/2022

$ 50,000.00

1/7/2022

$ 50,000.00

Badgley Phelps Badgley Phelps

1/13/2022

$ 105,000.00

1/13/2022

To

Notes

Completion Date

$50 000 to Dhills Literacy Fund to be immediately granted to Loyal District

1/11/2022

$50,000 to fund the Draper Hills Scholarship Fund

1/11/2022

Checking

Checking Diversified Long Term Pool

emailed Cassie at MS on 1/11/2022

1/20/2022

$ 90,000.00

Checking

Short Term Pool

Confirmed with Cassie on 1/12/2022 for tomorrow

1/20/2021

1/13/2022

$ 25,000.00

Checking

Donations

1/20/2022

1/21/2022

$ 60,000.00

Checking

SRI - Pool Diversified Long Term Pool

Donations

1/24/2022

1/21/2022

$ 60,000.00

SRI - Pool

Donations

1/24/2022

3/3/2022

$ 100,000.00

Checking SBF Money Market

Checking

To keep balance at $350,000

3/22/2022

$ 250,000.00

Checking

To move money out of checking

3/23/2022

3/22/2022

$

Checking

SFB Money Market Frandsen Money Market

To increase balance as a cushion

3/23/2022

50,000.00

Checking

3/3/2022

ECCF Event updates: 25th Anniversary Event and Yearlong Celebration – We kicked off our fourth crowdfunding opportunity with the Offer Opportunity category in our Grant Catalog. We have had 24 sponsors for the event, If you see our sponsors, please thank them!

Diamond Sponsors ($2,500) Dr. James and Sharon Manz, in memory of Robert Manz Charter Bank Gold Sponsors ($1,500) Wipfli Badgerland Printing Crivello Carlson, S.C. Market & Johnson C&M Properties Silver Sponsor ($1,000) Security Financial Bank McDonough Manufacturing Company 138

Laura and Don Talley Dr. Phil and Jan Happe WESTconsin Credit Union BMO Harris Bank Bronze ($500) Baird – Andrew Schlafer Banbury Place, Inc. Royal Credit Union (Anonymous Gift NO SOCIAL MEDIA) Orgel Wealth Management CliftonLarsonAllen WIN Technology Northwestern Bank Anonymous Event Sponsors ($250) Jane and John Lokken Michael and Martha O'Halloran Thomas Misfeldt and Lisa Stark InKind Sponsors Chestnut Consulting Zacho Sports Stokes Herzog Management Women’s Giving Circle Spring Gathering – This WGC event is on May 4th at the ECGCC. The nine nonprofits who received a 2021 grant will be presenting at this event. Each WGC Team will also be presenting. We will be showing a slideshow of pictures from the last 15 years.

Professional Advisor Event – We are working with Northwestern Bank to provide us a speaker for the event. Topic to be determined.

2022 ECCF New Fund List 1. Dr. James and Holly Iwakiri Fund 2. James and Valerie Fedie Fund 3. L.E. Phillips Senior Center Endowment Fund 4. Paul Del Torto Fund 5. John and Tami Satre Family fund 6. Fund 21 ECASD Grants Fund 7. Hoefgen Family fund 8. Presidents’ Anniversary Fund 9. Pat and Sue Quinn Pass-Through Fund 10. WGC 15th Anniversary Fund 11. Wisconsin Logging Museum Endowment Fund-Restated Respectfully submitted by, Erin Dayton, Operations Director and Sue Bornick, Executive Director 139

Board of Trustees Approvals Secured Website

1/27/2022 – 4/27/2022

Policy Approvals: None Fund Approvals: Hoefgen Family Fund Agreement The purpose of this fund is a designated fund with grants distributed to the organizations listed in the agreement. $10,000 unrestricted to the Durand Fire Relief Association.

Approved on March 6, 2022 by Sarah Stokes, Tim Pabich, Gregory Bremer, Cody Filipczak, Cindy Hangartner, Kim Bodeau, Amelia Daniels, Jackie Rasmussen, Dale Wood, Linda Danielson, and John Satre.

Fund 21 ECASD Grants Fund Agreement This Fund is established as a vehicle to channel IRA’s, or other types of charitable funds that ECPSF is unable to accept, directly to grant recipients in the Eau Claire Area School District. It has a 5% administrative fee.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, Linda Danielson, and Jackie Rasmussen.

Wisconsin Logging Museum Endowment Fund Restated Agreement The Paul Bunyan Logging Camp Endowment Fund restated its agreement, which was in an old fund agreement format, in its entirety. The only change to the agreement was that the name became Wisconsin Logging Museum Endowment Fund.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, Linda Danielson, and Jackie Rasmussen.

Presidents' Anniversary Fund Paul Weinke led the initiative to use this Fund to collect anonymous donations from the past chairs of ECCF in celebration of the 25th Anniversary. The group will advise a grant to be distributed at the event.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, Linda Danielson, and Jackie Rasmussen.

Pat and Sue Quinn Designated Pass-Through Fund Agreement Amount: $6,250 split between the Foundation for the Endowment of the American Birkebeiner, Cable Natural History Museum, Junior Achievement, and the Presidents; Anniversary Fund.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, Linda Danielson, and Jackie Rasmussen.

Roberta Vance Designated Pass-Through Fund Agreement Amount: $89,799.72 to Story Builder, Trinity Lutheran Church, and the Boys & Girls Club of Eau Claire.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, and Jackie Rasmussen.

Abstained: Linda Damielson.

140

Legacy Society: Larson Family Fund Statement of Donor Intent Tom Larson's Statement of Donor Intent is for the Larson Family Fund.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, and Jackie Rasmussen.

Abstained: Linda Danielson Robert J. and Carol Klun Swanson Legacy Fund Statement of Intent This fund will be established upon death. Please review the addendum to agreement. It is lengthy, but all the recommendations should be clear. 80% will go to ECCF and 20% to ECPSF. Approved March 28, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Dale Wood, Sarah Stokes, Linda Danielson, Gregory Bremer, Amelia Daniels, and Jackie Rasmussen.

Abstained: Cindy Hangartner Grant Approvals: Jerry and Sue Bauer Family Fund Grant Recommendation $10,000 unrestricted to the Durand Fire Relief Association.

Approved on March 6, 2022 by Sarah Stokes, Tim Pabich, Gregory Bremer, Cody Filipczak, Cindy Hangartner, Kim Bodeau, Amelia Daniels, Jackie Rasmussen, Dale Wood, and John Satre.

Abstained: Linda Danielson Beyond the Bells Grant Recommendation $7,711.87 to the Bettendorf Community School District for after-school program expenses from the first half of the 2021-2022 school year.

Approved on March 16, 2022 by Sarah Stokes, Tim Pabich, Gregory Bremer, Cody Filipczak, Cindy Hangartner, Kim Bodeau, Amelia Daniels, and John Satre.

Abstained: Jackie Rasmussen, Linda Danielson, and Dale Wood.

April Base Fund Grant Recommendation $20,000 to the YMCA of the Chippewa Valley for Camp Manitou.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, and Jackie Rasmussen.

Abstained: Linda Danielson Dr. Ronald and Patricia Lange Family Fund Grant Recommendation $6,000. Pat Lange recommended a grant from her fund for a Women's Giving Circle lifetime membership.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, and Jackie Rasmussen.

Abstained: Linda Danielson Jerry and Sue Bauer Family Fund Grant Recommendation $10,000 to the King Baudouin Foundation to the Humanitarian Response Fund for Ukraine.

Approved March 27, 2022 by John Satre, Jason Beckermann, Jeff Kowieski, Julia Kyle, Cody Filipczak, Tim Pabich, Cindy Hangartner, Dale Wood, Sarah Stokes, Gregory Bremer, Amelia Daniels, and Jackie Rasmussen.

Abstained: Linda Danielson Grant Redirection requests: None Grant Extension requests: None 141

Grant Returns: None ECCF Grants $5000 and under: $170,090.39 Eau Claire Public Schools Foundation Board approved grants: $42,224.24

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ECCF grants $5000 and under 01.20.22 to 04.21.22

Grant Date 1/20/2022 1/20/2022 1/24/2022 1/24/2022 1/24/2022 1/24/2022 1/24/2022 1/25/2022 1/25/2022 1/26/2022 1/27/2022 1/27/2022 1/27/2022 1/27/2022 1/27/2022 1/27/2022 2/1/2022 2/1/2022 2/1/2022 2/1/2022 2/1/2022 2/1/2022 2/1/2022 2/1/2022 2/1/2022 2/4/2022 2/4/2022 2/4/2022 2/4/2022 2/8/2022 2/21/2022 2/21/2022 2/21/2022 2/21/2022 2/21/2022 2/21/2022 2/21/2022 2/21/2022 2/21/2022 2/22/2022 2/22/2022 2/23/2022 2/23/2022 2/23/2022 2/23/2022 2/23/2022 3/11/2022 3/11/2022 3/14/2022 3/14/2022 3/14/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/21/2022 3/22/2022 3/23/2022 3/23/2022 3/25/2022 3/28/2022 3/28/2022 3/28/2022 4/5/2022 4/5/2022 4/5/2022 4/5/2022 4/5/2022 4/5/2022 4/5/2022 4/5/2022 4/5/2022

Grantee Districtwide Greatest Needs Fund for Today Districtwide Endowed Fund for the Future The Hub Homeless Services, Inc. The Community Table Christ Church Cathedral Reach Foundation Advancing Hope Fund, Inc Eau Claire County Humane Association Catholic Charities University of Minnesota Duluth Boys & Girls Club Greater Chippewa Valley - Lee & Mary Markquart Center YMCA of the Chippewa Valley Christ Church Cathedral Planned Parenthood of Wisconsin St. Francis Food Pantry Big Brothers Big Sisters of Northwestern Wisconsin Trinity Equestrian Center Hope Gospel Mission Friends of Beaver Creek Reserve Eau Claire County Humane Association Lower Chippewa Invasives Partnership, Inc. Wildlife Rehabilitation and Release, Inc. OutdoorMore, Inc. Bob's House for Dogs Chippewa Valley Cat Club UW La Crosse Boys & Girls Club Greater Chippewa Valley - Lee & Mary Markquart Center Trinity Equestrian Center L.E. Phillips Career Development Center Catholic Charities Old Abe Booster Club University of Minnesota Foundation Community Foundation of Chippewa County Sleep in Heavenly Peace Phipps Center for the Arts Feed My People Food Bank Sculpture Tour Eau Claire Area School District St. Louis Park High School UW-Madison Bursar's Office Red Letter Grant, Inc Northwoods Elementary School Hudson Middle School CVCA/Heyde Center for the Arts Northstar Middle School E.P. Rock Elementary School YMCA of the Chippewa Valley The Eastside Hill Neighborhood Association Cumberland TSAP Library Foundation Wildlife Rehabilitation and Release, Inc. Family Resource Center L.E. Phillips Career Development Center Women's Foundation of Oregon Literacy Chippewa Valley Memphis Area Women's Council Friends of Beaver Creek Reserve YMCA of the Chippewa Valley Chippewa Valley Free Clinic Feed My People Food Bank Utah Domestic Violence Coalition Rhode Island Coalition Against Domestic Violence Maine Coalition to End Domestic Violence Women's Fund of Greater Milwaukee Nevada Coalition to End Domestic and Sexual Violence North Carolina Coalition Against Domestic Violence New York Women's Foundation DC Coalition Against Domestic Violence Kentucky Coalition Against Domestic Violence, Inc. Chippewa Valley Free Clinic Junior Achievement of Wisconsin North and West Central Region Foundation for the Endowment of the American Birkebeiner, Inc. Cable Natural History Museum Eau Claire County Humane Association OutdoorMore, Inc. Boys & Girls Club Greater Chippewa Valley - Lee & Mary Markquart Center Friends of Beaver Creek Reserve Oklahoma Women's Coalition Chippewa Valley Symphony, Ltd Children's Charities Inc. Chippewa Valley Council, Boy Scouts of America Western Dairyland Economic Opportunity Council Incorporated

Division Name ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds

Grant Amount 500 500 5000 5000 500 5000 1280 2000 5000 4000 500 2500 200 500 300 4000 400 175 52.39 235 385 1750 100 135 270 4000 3000 5000 5000 -1722 5000 2000 2000 1510 2000 1000 1000 1000 5000 500 500 350 1400 990 400 350 1000 5000 2000 1000 1000 300 5000 300 5000 300 300 300 300 5000 5000 5000 5000 5000 5000 5000 5000 5000 1000 250 5000 500 200 200 200 400 5000 200 200 400 400

Fund Name Ken Vance Foundation Fund Ken Vance Foundation Fund Ken Vance Foundation Fund Ken Vance Foundation Fund Ken Vance Foundation Fund Ken Vance Foundation Fund Jack and Carol Bartingale Family Fund Paul Del Torto Fund Ken Vance Foundation Fund Draper Hills Scholarship Fund Jack and Lois Postlewaite Designated Pass-Through Fund Jack and Lois Postlewaite Designated Pass-Through Fund Jack and Lois Postlewaite Designated Pass-Through Fund Jack and Lois Postlewaite Designated Pass-Through Fund Jack and Lois Postlewaite Designated Pass-Through Fund Cody and Molly Filipczak Designated Pass-through Fund Grant Catalog Fund Grant Catalog Fund Grant Catalog Fund Grant Catalog Fund Grant Catalog Fund Grant Catalog Fund Grant Catalog Fund Grant Catalog Fund Grant Catalog Fund Draper Hills Scholarship Fund Access Eau Claire Fund Access Eau Claire Fund Access Eau Claire Fund Response and Recovery Community Fund (RETIRED) Young Family Fund Young Family Fund Young Family Fund Young Family Fund Young Family Fund Young Family Fund Mohr's Eau Claire Ford Lincoln Endowment Fund Young Family Fund Young Family Fund My Dad-Milton and My Mom-Elnora Siker Endowed Scholarship Michael and Jane O'Meara Family Fund Dan and Debbie Market Family Fund Dan and Debbie Market Family Fund Norm and Mary Ellen Keller Fund Dan and Debbie Market Family Fund Dan and Debbie Market Family Fund Society of Founders Fund for Operations Society of Founders Fund for Operations Dr. Ronald and Patricia Lange Family Fund Society of Founders Fund for Operations Society of Founders Fund for Operations Robert R. Southard Memorial Fund April Base Fund (anonymous) Robert R. Southard Memorial Fund April Base Fund (anonymous) Robert R. Southard Memorial Fund Robert R. Southard Memorial Fund Robert R. Southard Memorial Fund Robert R. Southard Memorial Fund April Base Fund (anonymous) April Base Fund (anonymous) April Base Fund (anonymous) April Base Fund (anonymous) April Base Fund (anonymous) April Base Fund (anonymous) April Base Fund (anonymous) April Base Fund (anonymous) April Base Fund (anonymous) Leonard E.Gibbs Fund to Promote Excellence in Evidence-Informed Practice in the Helping Professions Pat and Sue Quinn Family Designated Pass-through Fund Pat and Sue Quinn Family Designated Pass-through Fund Pat and Sue Quinn Family Designated Pass-through Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund April Base Fund (anonymous) Royal CU and ECCF Nonprofit Professional Development Grants Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund

143

Description Unrestricted to Greatest Needs Fund for Today Unrestricted to ECPSF Fund for the Future Materials for projects Unrestricted New door to increase security To help fund a wheelchair accessible van Unrestricted Unrestricted to the Building Campaign For the Sojourner House in Eau Claire, WI - Personnel costs Scholarship for Savannah Schley ID #5702502 Unrestricted Unrestricted Unrestricted to the Eau Claire Warming Center Unrestricted Unrestricted Unrestricted to Bowl for Kids' Sake We propose purchasing a Surehands Lift Motor for mounting.

Equine Therapy for all residents at Hope Gospel for a entire year Beaver Creek Reserve's mission is connecting people with nature.

Open admission Animal Shelter IMP sustains Eau Claire public lands and right-of-ways 50 Foot Flight Cage to Increase Raptors' Endurance for Release Pinehurst Park Ski Lift & Winter Facility Development Emergency! This program covers emergency vet visits for dogs.

Dedicated to helping people in need provide for their cats.

Scholarship for Katlyn Lindner ID #922255295 For Kids Included Together (KIT) training to increase inclusion of children with disabilities For a Surehands 2800 Lift Motor To make bathrooms more wheelchair accessible Grant Refund: Unspent rental assistance grant funds Unrestricted Dr. John and Cleo Young Lectureship Endowment Fund #15430 Lake Wissota Stewardship Project To make beds for children in need Unrestricted Summer food program for children Unrestricted Memorial High School Giving Tree Fund St. Louis Park High School Orchestra Scholarship for Koby Porter ID #9082957847 Unrestricted Unrestricted in honor of Cheryl Schmitt Unrestricted in honor of various teachers To purchase two ATW-3211 Body Pack microphone systems Unrestricted in honor of Maggie Zeidel and Irene Salazar Unrestricted in honor of Susan Judge Unrestricted Give Green Grant Catalog Bonus Grant Unrestricted Give Green Grant Catalog Bonus Grant Family music event to promote literacy on July 5, 2022 Unrestricted Give Green Grant Catalog Bonus Grant Unrestricted Give Green Grant Catalog Bonus Grant Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted Unrestricted in the name of Pat and Sue Quinn ABSF Lookout Tower Pledge in the name of Pat and Sue Quinn Unrestricted to the 2022 Summer Benefit in the name of Pat and Sue Quinn Eau Claire County Humane Association OutdoorMore, Inc. Boys & Girls Club of the Greater Chippewa Valley- Lee & Mary Markquart Center Beaver Creek Reserve Unrestricted Chippewa Valley Symphony, Ltd. Children's Charities, inc.

Chippewa Valley Council, Boy Scouts of America Western Dairyland Economic Opportunity Council Incorporated

ECCF grants $5000 and under 01.20.22 to 04.21.22

4/5/2022 4/5/2022 4/8/2022 4/11/2022 4/15/2022

Junior Achievement of Wisconsin North and West Central Region Chippewa Valley Museum Alabama Coalition Against Domestic Violence Catholic Relief Services Eau Claire Community Parks Association

ECCF Funds ECCF Funds ECCF Funds ECCF Funds ECCF Funds TOTAL GRANTS

200 200 5000 1000 1600

Royal CU and ECCF Nonprofit Professional Development Grants Fund Royal CU and ECCF Nonprofit Professional Development Grants Fund April Base Fund (anonymous) Talley Family Fund Eau Claire Community Parks Association Fund

$169,310.39

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Junior Achievement of Wisconsin Northwest Chippewa Valley Museum Unrestricted Relief for families in Ukraine $800 for Fairfax Pool Scholarships and $800 for a Recreation Project

ECPSF Board Approved Grants 01.20.22 to 04.21.22

Grant Date 2/3/2022 2/7/2022 2/7/2022 2/7/2022 2/7/2022 2/7/2022 2/7/2022 2/7/2022 2/7/2022 2/7/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 2/24/2022 4/7/2022 4/7/2022

Grantee Feed My People Food Bank Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Eau Claire Area School District Friends of Memorial High School Inc. Friends of North High School Inc

Grant Amount $2,068.80 $1,000.00 $325.00 $1,000.00 $1,185.00 $1,500.00 $819.80 $777.81 $350.00 $2,160.19 $499.44 $972.60 $214.00 $183.98 $10,944.40 $971.71 $1,000.00 $800.00 $149.58 $500.00 $1,000.00 $577.00 $900.00 $1,000.00 $500.00 $319.98 $494.17 $660.00 $1,887.54 $3,269.88 $4,193.36

Fund Name Prairie Ridge Fight Against Hunger Fund Districtwide Greatest Needs Fund for Today Prairie Ridge Fight Against Hunger Fund Roosevelt Elementary Fund for Today Roosevelt Elementary Fund for Today Districtwide Greatest Needs Fund for Today Districtwide Greatest Needs Fund for Today Prairie Ridge Fight Against Hunger Fund Lakeshore Elementary Fund for Today Prairie Ridge Early Learning Fund for Today Putnam Elementary Fund for Today Market Family Education Fund Market Family Education Fund Flynn Elementary Fund for Today Border Battle - an extension of Homeless Children & Youth Fund Districtwide Greatest Needs Fund for Today Districtwide Greatest Needs Fund for Today Market Family Education Fund Districtwide Greatest Needs Fund for Today Equity, Diversity & Inclusion Fund Districtwide Greatest Needs Fund for Today Northstar Middle School Fund for Today North High School Fund for Today Districtwide Greatest Needs Fund for Today Equity, Diversity & Inclusion Fund Putnam Elementary Fund for Today Putnam Elementary Fund for Today Flynn Elementary School Endowment Fund Homeless Children and Youth Fund North and Memorial All Night Graduation Party Fund North and Memorial All Night Graduation Party Fund

Description PRFAH FMPFB statement 2.3.22 Prairie Ridge Food Pantry Supplies 2021-22 Grant Cycle: Jessica Severson, Reading and Math intervention supplies Quarterly Prairie Ridge family services gift Roosevelt Playground campaign Roosevelt Playground campaign 2020-21 Grant Cycle: elementary districtwide, diverse authors series 2019-20 Grant Cycle: Locust Lane flower beds garden grant Food pantry supplies Lakeshore Elementary: Visiting author, Kao Kalia Yang Prairie Ridge students and families in need: winter gear, fuel cards 2020 Golden Apple Honoree: Putnam, Elissa Knight, cricut 2020-21 Grant Cycle: Putnam, Drew Brandenburg, “I am somebody―program supplies 2021-22 Grant Cycle: Ren Kurtz, UWEC Foster Art Gallery and Artisan Forge Flynn library furniture Border Battle Golf Outing 2021, homelessness program 2021-22 Grant Cycle: Kit Schiefelbien, High Impact Instructional Strategies Book Study 2021-22 Grant Cycle: Maggie Zeidel Northstar Middle School rock band 2021-22 Grant Cycle: Sarah Redford Northstar Middle School subpods edible classroom Ramone’s School Hero Award, May 2021 ECPSF EDI-1 Nichole Smith, Anti-Bias and Social Justice Literature 2021-22 Grant Cycle: Clarissa Cleven Peterson, EBD field trip to Acres for Joy 2020 and 2021 Golden Apple Honorees; Northstar Middle School Tim Camlek and Scott DeRusha, community garden supplies 2021 North Dance scholarships 2020-21 Grant Cycle: Scott Hensiak, jazz composer commission ECPSF EDI-1 Ashley Kohls, equitable classroom library 2020 Golden Apple school: Putnam, classroom supplies 2021 Golden Apple Honoree; Putnam, Sarah Stovern, classroom supplies Flynn library furniture Homelessness Program needs: ECASD closet, transportation, winter gear, etc.

2022 Grad Party Allocation of Donations To date 4/7/22 2022 Graduation Party Allocation of Donations To Date 4/7/22

$42,224.24

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2022 Funded Royal CU and ECCF Nonprofit Professional Development Grants

Amount requested

Nonprofit Name

Children's Charities, inc.

Chippewa Valley Symphony, Ltd. Chippewa Valley Council, Boy Scouts of America Eau Claire County Humane Association Beaver Creek Reserve Chippewa Valley Museum OutdoorMore, Inc. Western Dairyland Economic Opportunity Council Incorporated Boys & Girls Club of the Greater Chippewa Valley- Lee & Mary Markquart Center Junior Achievement of Wisconsin Northwest

Request total:

Provide details about the professional development opportunity

# Attending

Funded

$400 for 3 or more people The Academic Language Therapy Association (ALTA) Title: Essentials of Orchestra Management $200 for 1-2 people

3-5

$

200.00

1-2

$

200.00

$400 for 3 or more people $200 for 1-2 people $400 for 3 or more people $200 for 1-2 people $200 for 1-2 people

3-5 1-2 3-5 1-2 1-2

$ $ $ $ $

400.00 200.00 400.00 200.00 200.00

$400 for 3 or more people Mobility Mentoring Training

10+

$

400.00

$200 for 1-2 people

Compliance to Commitment- Empowering Others to be Their Best

1-2

$

200.00

$200 for 1-2 people

Computer training for Microsoft Xcel and Office 365

1-2

$

200.00

FUNDED:

$ 2,600.00

$

National Camping School UWEC Learning to Lead Raptor Care and Management Workshop - Part 2: Skill Building at The Raptor Center Leadership Eau claire - Adult Program.

Certificate in Nonprofit Management hosted by Skye Learning

2,800.00

For

146

Table of Contents: Funds and Grants

_____________________________________________________________________________

I.

ECCF Types of Funds

II. Administrative Fee Schedule III. Fund Agreements a. New Fund Information – Schedule A b. Primary Agreement c. Fund Agreements IV. Community Grant Cycle V. Womens Giving Circle a. History of Grants Awarded VI. Supporting Organizations

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Designated Named Funds Donors select one or more specific charitable organizations to receive grants from the fund

Unrestricted Funds Donor allows ECCF Grant Committee to allocate grants from the fund to qualifying organizations that apply for support

Donor Advised Funds Donor makes grant recommendations subject to BOT approval

Women's Giving Circle Members collectively recommend annual grants toward programs that benefit women and children in the Eau Claire area

Acorn Funds Starter funds - no granting until fully funded (amount required depends on type of fund desired).

Must fully fund within five years

Eau Claire Community Foundation 501(c)3, serves as a bridge between donors and charities. Board has final approval of grants

Field of Interest Funds Donor indicates one or more preferred areas for granting ECCF Grant Committee allocates grants to applying organizations

Operations Fund Ensures the continuation of the ECCF's work in supporting donors' philanthropic goals

Agency Endowment Funds established by nonprofit organizations with the objective of providing perpetual support and ensuring future stability

Pass-Through Funds

Sponsorship Funds Established by community groups for a specific purpose.

These are generally short-term funds

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Established by donor for one or more nonprofits over one or more years, short term and non-endowed

ADMINISTRATIVE FEE SCHEDULE Annual Administrative Fees

The administrative fee schedule below applies to funds of the Eau Claire Community Foundation (ECCF). Through economies of scale, the ECCF is able to charge minimal fees compared to the costs of establishing and maintaining a private foundation or administering and investing funds as an individual organization.

ECCF administrative fees are based on the services offered for each type of fund. These fees, used exclusively to support the ECCF mission, are your investment in promoting charitable giving, connecting donors with causes they care about, and addressing important community issues. The admin fee is a monthly rate of one twelfth of the annual administrative fee percentage of the daily average fund balance. (Example: For a 1.00% annual fee, the administrative fee would be .0834% of the month’s daily average fund balance.) Rates for funds with balances near the $500,000 and $1 million cutoffs will be adjusted automatically based on the funds’ balances each month.

Discretionary Grantmaking Funds Unrestricted Funds, Field of Interest Funds, or Designated Funds:

1.50% - under $500,000

1.25% - $500,000 or more but less than $1 million

1.00% - $1 million or more*

Minimum Fund balance - $10,000 Designated Scholarship Funds: 2.00% - under $500,000

1.50% - $500,000 or more but less than $1 million

1.00% - $1 million or more*

Minimum Fund balance - $15,000 Donor Advised Funds: 1.50% - under $500,000

1.25% - $500,000 or more but less than $1 million

1.00% - $1 million or more*

Minimum Fund balance - $25,000, minimum grant amount $250 (no scholarship grants)

Up to 1.00% - pass-through gifts (IRA gifts must be designated and a separate Fund established.)

Agency Endowment Funds: 1.25% - under $500,000 1.00% - $500,000 or more but less than $1 million

.75% - $1 million or more*

Stock trades: $50 per transaction

Minimum Fund balance - $10,000 Pass-Through Funds: $10,000 minimum to establish a Fund. (IRA gifts must be designated at time of establishment.)

5.00% - under $20,000 (Maximum 5 grants – each additional grant $50)

4.00% - $20,001 to $50,000 (Maximum 5 grants – each additional grant $50)

• Any establishing gift over $50,000, the administrative fee is negotiable.

• Minimum is $1,000 per grant distribution and 5 year maximum for the Fund.

Acorn Funds:

1.50% - fund balance

• Minimum of $500 to establish an Unrestricted, Field of Interest, Agency, Designated Fund

• Minimum of $1,000 to establish a Designated Scholarship Fund

• Minimum of $1,500 to establish a Donor Advised Fund

$500 fee if not fully funded within 5 years *Administrative fees for Funds over $1.5 million may be negotiated 149

Eau Claire Community Foundation · For Good For Ever · 306 S. Barstow St. Suite 104 · Eau Claire, WI 54701 · 715.552.3801 · eccfwi.org

ADMINISTRATIVE FEE SCHEDULE Fiscal Sponsorship Funds Please call the Foundation for details.

Investment Management Expense for Funds Each Fund is subject to a fee for custody of assets and investment management. These fees are based on the market value of the Funds under management and assessed monthly based on each charitable Fund daily market values during the month.

Pass-Through Funds and Fiscal Sponsorship Funds The principal is preserved in a money market until distribution and the earnings are retained by ECCF.

Fund Statements Fund Statements are available monthly in the donor portal. Donors without email or who prefer a mailed version may request a paper copy of their Fund Statement. Fund Statements are mailed twice a year, normally in late January and July, for those who request a paper copy.

Approved November 24, 2020

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Eau Claire Community Foundation · For Good For Ever · 306 S. Barstow St. Suite 104 · Eau Claire, WI 54701 · 715.552.3801 · eccfwi.org

Schedule A Fund Name: Is this Fund anonymous?

 Yes

 No

Date Fund Established (Date of first gift): Fund Contact: Business/Organization, if applicable: Address: Phone: Email: Purpose of the Fund: Establishing Gift: ___________________

Corpus, if different: ____________________

Fund Goal / Date: Annual Admin Fee:

 1.0%

Admin Fee Timing:

 Monthly

 1.25%

 1.5%

 2%

 Other:

Other, please list: _________________________

Fund Group:  Unrestricted  Field of Interest  Donor Advised  Designated  Designated Scholarship

 Acorn Fund  Pass-Through Fund  Organization/Agency Endowment  Organization/Agency Pass-Through  Organization/Agency Fiscal Sponsor

Restrictions:  Endowed Fund  Agency Endowed Fund  Quasi-endowed Fund  Non-endowed, (Pass-Through) Fund Community Portal/Fund Statements:  Online access to Community Portal  Paper Fund Statements twice a year  Not applicable

151

Investments:  Long Term Pool  Short Term Pool

 SRI Long Term Pool  Project Fund (Money Market)

Spending Policy:  Yes  No

 Intermediate Pool  Outside advisor

 Other:

Mission for Fund, if applicable: Successor/s:  Access to Community Portal  No Successors to Fund

 Access to Community Portal upon death  Not Applicable

Name: Address: Phone: Email: Name: Address: Phone: Email: NOTES: This Agreement, including the Schedule A, supplemented by the Primary and a completed Secondary Agreement or Agreements together constitute the entire agreement.

CHARITABLE INTERESTS:

I agree to the above information. __________________________________________ Donor

_____________________________________________ Donor

__________________________________________ Date

____________________________________________ Date

For Office Use: Fund Division: C – Corporate Short Name: _________________________________

Sort Key: ___________________________________

152

EAU CLAIRE COMMUNITY FOUNDATION PRIMARY AGREEMENT DONOR ADVISED AND NON-DONOR ADVISED The undersigned Donor (whether one or more) and the Eau Claire Community Foundation (“ECCF”) make the following agreement setting forth the Donor’s desire to make a gift and how ECCF will treat it. Upon execution of this Agreement or soon thereafter, the Donor will give to ECCF the property described on Schedule A. The Donor requests this gift, together with any additional gifts he, she, they, or others may make to this fund be used to establish a Fund (the “Fund”) as a component fund of ECCF and, upon meeting minimum funding requirements, to maintain the Fund as one of the following: ___ Acorn Fund - an initial gift of no less than $500; anticipated gifts, adjusted by appreciation and depreciation, to total $10,000 for a Non Donor Advised Fund, $15,000 for a Designated Scholarship Fund or $25,000 for a Donor Advised Fund within sixty (60) months. This agreement will be completed in its entirety once the fund balance is reached and will require Board of Trustee approval. ___ Donor Advised Fund – an initial gift, or initial pledge of gifts within the first twelve (12) months, of no less than $1,500; anticipated gifts, adjusted by appreciation and depreciation, to total $25,000 within sixty (60) months. The Fund may begin granting in the calendar year after the total minimum funding level is reached. ___ Non Donor Advised Fund, including Field of Interest, Designated, or Unrestricted Funds – an initial gift of no less than $500; anticipated gifts, adjusted by appreciation and depreciation, to total $10,000 within sixty (60) months. The Fund may begin granting in the calendar year after the total minimum funding level is reached.

The estate received by ECCF will establish the Named Legacy Fund ___ Non Donor Advised Designated Scholarship Fund,– an initial gift of no less than $1,000; anticipated gifts, adjusted by appreciation and depreciation, to total $15,000 within sixty (60) months. The Fund may begin granting in the calendar year after the total minimum funding level is reached. ____ Non-Endowed, Pass-Through Fund, which fund may be expended. The ECCF holds the gift as a Fund established by the Donor to be used for charitable purposes. Minimum balance for a non-endowed fund is $10,000.

The Donor establishes this Fund during the Donor’s lifetime, as a:

N/A

___ quasi-endowed fund, which may, with the approval of ECCF’s governing body, grant from principal following ECCF’s then-current distribution policy. The required minimum balance of $25,000 for a Donor Advised must be maintained. ___ fully-endowed fund, which may never grant from principal and follows the ECCF’s then-current distribution policy. ___

non-endowed, pass-through fund.

The Donor desires, upon the Donor’s death (or on the death of the last Donor to die), this fund to be a:

153

___ quasi-endowed fund, which may, with the approval of ECCF’s governing body, grant from principal following ECCF’s then-current distribution policy. ___

fully endowed fund, which may never grant from principal.

___ non-endowed, pass-through fund, the remaining balance will transfer into the unrestricted fund of ECCF unless a successor has been named or if the fund is designated or has a field of interest. ___

Not applicable

On Donor’s death, the Fund shall: ___ ___ ___ ___ ___ ___

Continue as a Donor Advised Fund.

Continue as a Non-Donor Advised Field of Interest Fund.

Continue as a Non-Donor Advised, Designated Fund.

Continue as a Non-Donor Advised, Scholarship Fund.

Continue as an Unrestricted Fund.

Continue as a Field of Interest Pass-Through Fund

If the Fund with anticipated gifts, adjusted by appreciation and depreciation, does not reach fund minimum to grant within sixty (60) months, the fund contact will have ninety (90) days to reach the fund minimum. Ninety (90) days after written notification, if the Fund is not fully funded, all such funds shall be transferred to the Community Fund of the Eau Claire Community Foundation unless otherwise specified in the Fund Agreement.

By signing and returning this Agreement, and upon delivery of the initial gift, the Donor requests approval of the Fund by ECCF’s governing body and agrees the Fund shall be the sole property of ECCF, subject to ECCF’s authority to vary the terms of the gift.

This authority, ECCF’s “variance power,” is set forth in ECCF’s governing documents and IRS regulations governing community foundations. If the Fund is accepted, a copy of this Agreement, signed by ECCF’s Board Chair, will be provided to the Donor. This Agreement, including the Schedule A, is anticipated to be supplemented by a completed Secondary Agreement or Agreements, which together constitute the entire agreement of the Parties. If the Schedule A includes an Addendum to the Agreement it is binding as set forth within this Agreement.

Dated this ___ day of _______, 20__.

_____________________________________

___________________________________

Donor

Donor

________________________________________ Sue Bornick, Executive Director

______________________________________ Date

________________________________________ Chair, Board of Trustees

Accepted as of ______________, 20_______

Approved by Board of Trustees: ____________, 20__

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Eau Claire Community Foundation (“ECCF”) Fund Agreement – Non-Donor Advised Whether on initial funding or once minimum requirement has been met.

The Fund shall be known and identified as the: Fund Subject to the terms of this agreement, the distributions from the Fund shall be distributed (select one): _____ to beneficiaries and for purposes within the Field of Interest described as: _____________________________________________________________________________; _____ for purposes to the following Designated beneficiary or beneficiaries: _____________________________________________________________________________; _____ as an Unrestricted Fund, to beneficiaries and for purposes as determined by ECCF, which may include administrative expenses.

1. Distributions from the Fund shall be made in accordance with ECCF’s distribution policy as in effect from time to time after taking into consideration any recommendations set forth above. ECCF is not bound by the recommendations set forth above, and such recommendations may not be followed. ECCF will consider such recommendations and will conduct an independent investigation to evaluate whether they are consistent with the purposes of ECCF’s then-current grant policy.

If the Fund is designated, and the tax exempt organization(s) ceases to exist, ECCF will, to the best of its ability, find a similar nonprofit organization with a mission similar to the purpose of the Fund. If there is not a similar tax exempt organization in good standing with the IRS at that time, all such funds shall be transferred to the Community Fund of the Eau Claire Community Foundation.

2. The Fund will be the sole property of ECCF once it is contributed to ECCF and the Donor shall not have any right to reclaim the Fund from ECCF. The proceeds in the Fund will be segregated for bookkeeping purposes by ECCF. The assets of the Fund will be invested under ECCF’s usual investment policy and will be subject to any market fluctuation, including market losses. The Fund will

155

participate in the costs and expenses of ECCF as described on the attached Schedule A, incorporated herein, including without limitation, participation in the cost of any money manager charges incurred in the management of the investments. ECCF reserves the right to apply additional charges against the Fund if the Fund requires services above and beyond the normal administration of similar Foundation funds; however, no such charges shall be applied without prior written notice to the Donor.

3. The Fund shall be held and administered subject to the provisions of ECCF’s governing documents now in effect or as they may be amended from time to time.

4. Distributions are ordinarily made out of income only allowing the principal of the Fund to be preserved and maintained as an endowment. However, at any time the Fund is a quasi-endowed or pass-through fund, the Board may, in its sole discretion, authorize distribution from the Fund’s principal; provided any such distribution shall be subject to any restrictions set forth above. Please refer to the Primary Agreement for the Fund to see whether the Fund is quasi-endowed during the Donor’s lifetime or on the Donor’s death.

5. If the Fund is accepted, a copy of this Agreement, signed by ECCF’s Board Chair, will be provided to the Donor. This Agreement is supplemented by the Schedule A and a completed Primary Agreement, which together constitute the entire agreement of the Parties. By signing and returning this Agreement, and upon delivery of the initial gift, the Donor requests approval of the Fund by ECCF’s governing body and agrees the Fund shall be the sole property of ECCF, subject to ECCF’s authority to vary the terms of the gift. This authority, ECCF’s “variance power,” is set forth in ECCF’s governing documents and IRS regulations governing community foundations.

_____________________________________ Donor

____________________________________ Donor

Date: _______________________________

_____________________________________ Executive Director Date: _______________________________

156

Eau Claire Community Foundation (“ECCF”) Donor Advised Fund Agreement Whether on initial funding or once minimum requirement has been met.

The Fund shall be known and identified as the: Fund.

Subject to the terms of this agreement, the distributions from the Fund shall be distributed to beneficiaries and for purposes, as recommended by the then-authorized advisors.

1. The initial donor(s) (the “Donor(s)”) shall be the initial advisor(s). The Donor(s) has or reasonably expects to have advisory privileges with respect to the fund’s distributions or investments.

The Donor(s) retains the privilege to recommend grants from the charitable fund for which he or she has been designated as fund advisor. The Donor(s) shall provide ECCF with a written designation of the name and contact information of one or more successor advisors. If more than one successor is named, the Donor(s) shall include the name of the advisor authorized, on the death or incapacity of all Donors, to make recommendations on behalf of all of the advisors and to name one or more successor advisors. (The Donor(s), or the authorized sole successor, as then-applicable, is referred to below as the “Authorized Advisor.”)

2. Distributions from the Fund shall be made in accordance with ECCF’s distribution policy as in effect from time to time after taking into consideration the recommendations made to ECCF by the Authorized Advisor. ECCF is not bound by any recommendations of the Authorized Advisor, and such advice may not be followed. However, ECCF will consider such advice and will conduct an independent investigation to evaluate whether such is consistent with the purposes of ECCF’s thencurrent grant policy. Donors may deduct charitable contributions in accordance with federal and their respective state tax codes only if donations are made to a qualified charitable organization, which must be determined by the IRS. 3. If a donor advisor recommends grants from donor advised funds, these grants are required to be designated for nonprofit organizations exempt from federal taxation under section 501(c)(3), 170 (b), 509(a)(1) or (2) of the IRS for a charitable purpose. Furthermore, these grants may not be made to, or for the benefit of, an individual. Scholarship awards are excluded from donor advised funds. An advisor can donate to a Scholarship Fund at ECCF whether designated or pass-through. Advisors can’t grant into a Scholarship Fund after the scholarship application has closed as the candidates for the award are then known and it could be an attempt to increase an award only for particular candidates.

4. The Pension Protection Act of 2006 states that all donors, advisors, and related parties shall not receive more than incidental benefits from donor advised fund grant distributions and prohibits grants to individuals from donor advised funds.    

This includes checks written directly to an individual or checks written to an entity (such as a university) for the benefit of a specified individual; prohibits organizations receiving grants whose primary purpose is lobbying, cemetery associates, and funds set up to provide emergency relief to specific individuals or families; prohibits funds used to fulfill pledges or secure benefits from the distribution recipient and; prohibits donor advisors or related parties from receiving grants, loans, compensation or similar payments from donor advised funds.

5.

Unless advisory rights have terminated pursuant to paragraph 9 below, if no recommendations have been received by ECCF when grant decisions are to be finalized by its Board of Trustees (the “Board”) in any year, the income of the Fund determined available pursuant to the 157

Fund’s Primary Agreement and ECCF’s grant policy shall be distributed as the Board determines in its sole discretion.

6. The Fund will be the sole property of ECCF once it is contributed to ECCF and neither the Donor nor any advisors have any right to reclaim the Fund from ECCF. The proceeds in the Fund will be segregated for bookkeeping purposes by ECCF. The assets of the Fund will be invested under ECCF’s usual investment policy and will be subject to any market fluctuation, including market losses. The Fund will participate in the costs and expenses of ECCF as described on the attached Schedule A, incorporated herein, including without limitation, participation in the cost of any money manager charges incurred in the management of the investments. ECCF reserves the right to apply additional charges against the Fund if the Fund requires services above and beyond the normal administration of similar Foundation funds; however, no such charges shall be applied without prior written notice to the Authorized Advisor.

7. The Fund shall be held and administered subject to the provisions of ECCF’s governing documents now in effect or as they may be amended from time to time.

8. Distributions are ordinarily made out of income only allowing the principal of the Fund to be preserved and maintained as an endowment. However, at any time the Fund is a quasi-endowed fund, the Board may, in its sole discretion, authorize distribution from the Fund’s principal; provided any such distribution shall be subject to any restrictions set forth above.

9. If no Authorized Advisor advises ECCF regarding grants for three (3) consecutive years, or if all initial Donors are incapacitated or dead and ECCF has not received written notice of the name and contact information of a successor advisor, ECCF may send written notice to the last known address of the last-serving Donor or Authorized Advisor, as applicable, of its intention to terminate the right to recommend distributions from the Fund unless written instructions from the Donor or Authorized Advisor, as applicable, are received within ninety (90) days of the notice. At the end of the notice period, the advisory rights granted under this Agreement will cease to apply and the Fund shall become an unrestricted component fund of ECCF with distributions from the Fund to be made pursuant to ECCF’s grant policy; provided, the Board shall consider any restrictions set forth above.

10. If the Fund is accepted, a copy of this Agreement, signed by ECCF’s Board Chair, will be provided to the Donor. This Agreement is supplemented by the Schedule A and a completed Primary Agreement, which together constitute the entire agreement of the Parties. By signing and returning this Agreement, and upon delivery of the initial gift, the Donor requests approval of the Fund by ECCF’s governing body and agrees the Fund shall be the sole property of ECCF, subject to ECCF’s authority to vary the terms of the gift. This authority, ECCF’s “variance power,” is set forth in ECCF’s governing documents and IRS regulations governing community foundations.

11. Sec. 408(d)(8) of the Internal Revenue Code of 1986 states that if a Donor makes a direct distribution from their IRA to a Donor Advised Fund or to a Supporting Organization, then the Donor is required to claim those funds as income and they cannot be characterized as a qualified charitable distribution.* ________________________________________ Donor ________________________________________ Date

______________________________________________ Donor ______________________________________________ Date

________________________________________ Sue Bornick, Executive Director

______________________________________________ Date

*ECCF encourages donors to visit with their financial and legal advisors to determine which charitable giving strategies are best for them. ECCF is available to work with donors and their advisors to fulfill personal, financial, and charitable wishes.

158

Eau Claire Community Foundation (“ECCF”) Designated Scholarship Fund Agreement – Non-Donor Advised Whether on initial funding or once minimum requirement has been met.

The Fund shall be known and identified as the _____________________________________________________________________ Fund.

Subject to the terms of this agreement, the distributions from the ______ (“Fund”) shall be distributed to beneficiaries and for purposes, as recommended by the then-authorized primary contact.

This contribution, and all additions, shall be credited to the Fund which shall be maintained, administered, and distributed in such a manner as is consistent with ECCF’s status as an organization exempt from federal income taxes under Section 501(c)(3) and 170(b) of the Code.

Scholarship recipients shall meet the scholarship guidelines addendum to the Fund Agreement. The Scholarship Advisory Committee shall select the recipient(s); provided, the guidelines must follow the fair selection rule, such that no scholarship can be given to any relative of the Scholarship Advisory Committee and that the process is fair and open. The Scholarship Advisory Committee will consist of members, all of whom must be appointed by the ECCF. Members may be the donors, persons related to the donors, or persons the donors appoint, these Members must be less than a majority of the committee. The Scholarship Advisory Committee will operate in accordance with ECCF’s “Scholarship Policy and Procedures” for Scholarship Funds.

A copy of the application, eligibility requirements, and the signed Conflict of Interest and Confidentiality form is required by ECCF each year. The Fund is subject to ECCF’s variance power (see final paragraph below), ECCF will make distributions directly to the designated high school and/or post-secondary educational institution on behalf of the selected recipients.

1. Distributions from the Fund shall be made in accordance with ECCF’s distribution policy as in effect from time to time after taking into consideration any recommendations set forth above. ECCF is not bound by the recommendations set forth above, and such recommendations may not be followed. ECCF will consider such recommendations and will conduct an independent investigation to evaluate whether they are consistent with the purposes of ECCF’s then-current grant policy.

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2. The Fund will be the sole property of ECCF once it is contributed to ECCF and the Donor shall not have any right to reclaim the Fund from ECCF. The proceeds in the Fund will be segregated for bookkeeping purposes by ECCF. The assets of the Fund will be invested under ECCF’s usual investment policy and will be subject to any market fluctuation, including market losses. The Fund will participate in the costs and expenses of ECCF as described on the attached Exhibit A, incorporated herein, including without limitation, participation in the cost of any money manager charges incurred in the management of the investments. ECCF reserves the right to apply additional charges against the Fund if the Fund requires services above and beyond the normal administration of similar Foundation funds; however, no such charges shall be applied without prior written notice to the Donor.

3. The Fund shall be held and administered subject to the provisions of ECCF’s governing documents now in effect or as they may be amended from time to time.

4. Distributions are ordinarily made out of income only allowing the principal of the Fund to be preserved and maintained as an endowment. However, at any time the Fund is a quasi-endowed fund, the Board may, in its sole discretion, authorize distribution from the Fund’s principal; provided any such distribution shall be subject to any restrictions set forth above. Please refer to the Primary Agreement for the Fund to see whether the Fund is quasi-endowed during the Donor’s lifetime or on the Donor’s death.

5. If the Fund is accepted, a copy of this Agreement, signed by ECCF’s Board Chair, will be provided to the Donor. This Agreement is supplemented by the Schedule A and a completed Primary Agreement, which together constitute the entire agreement of the Parties. By signing and returning this Agreement, and upon delivery of the initial gift, the Donor requests approval of the Fund by ECCF’s governing body and agrees the Fund shall be the sole property of ECCF, subject to ECCF’s authority to vary the terms of the gift. This authority, ECCF’s “variance power,” is set forth in ECCF’s governing documents and IRS regulations governing community foundations. __________________________________ Donor Date: ____________________________

___________________________________ Donor Date: _____________________________

__________________________________ Executive Director

Date: _____________________________

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Eau Claire Community Foundation

2022 Community Grant Cycle Requests

Page 1

CREATE CULTURE PROGRAM Organization Name Chippewa Valley Museum Eau Claire Jazz, Inc University of Wisconsin-Eau Claire Foundation

Request Title "Past Eau Claire" Book Project Eau Claire Jazz Festival - 'Jazz Crawl' outdoor stage Midwest Artist Academy Category Total:

Amount $10,450.00 $5,000.00 $1,000.00 $16,450.00

Request Title Main Office Computer Operations Request Category Total:

Amount $1,500.00 $3,000.00 $4,500.00

CREATE CULTURE TOTAL:

$20,950.00

CREATE CULTURE ASSET/OPERATIONS Organization Name Chippewa Valley Theatre Guild Eau Claire Children's Theatre

FORM FUTURES PROGRAM Organization Name Request Title Boys & Girls Club Greater Chippewa Valley - Lee & Mary Markquart Triple CenterPlay: Building Youth Mental Health Resiliency at Boys & Girls Club CollECtive Choir Guest Artist Workshop at The Jam Evolving Wellness Resilient Teen Program Girl Scouts of the Northwestern Great Lakes Girl Scout Volunteer Training Opportunities Junior Achievement of Wisconsin North and West Central Region Gearing Up Students With JA Technical Scholars Program Prevent Blindness Wisconsin University Partnership Program – Eau Claire Trinity Equestrian Center Trinity Equine Workshops Wisconsin Clear Waters Chapter Trout Unlimited STREAM Girls Category Total:

Amount $7,500.00 $5,000.00 $8,000.00 $5,000.00 $7,500.00 $2,500.00 $10,000.00 $1,500.00 $47,000.00

FORM FUTURES ASSET/OPERATIONS Organization Name Children's Charities Inc. Children's Museum of Eau Claire Chippewa Valley Council, Boy Scouts of America Literacy Chippewa Valley

Request Title Visionary technology with precision JEDI (Justice, Equity, Diversity, Inclusion) Program Furnace/Air Conditioner Replacement & Operations Request Tablets for Literacy Category Total:

Amount $2,300.00 $8,976.00 $14,779.00 $7,000.00 $33,055.00

FORM FUTURES TOTAL:

$80,055.00

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Eau Claire Community Foundation

2022 Community Grant Cycle Requests

Page 2

GIVE GREEN PROGRAM Organization Name Chippewa Valley Cat Club, Inc Phoenix Rising Rescue & Rehabilitation

Request Title Spay/Neuter Clinic Phoenix Rising Rescue and Rehabilitation Category Total:

Amount $3,900.00 $5,000.00 $8,900.00

Request Title New Phone System for Eau Claire County Humane Association Snow Guns Obstacle Course Boyd Park Playground 50 Foot Flight Cage Asset Purchase and Operation Request AED Purchase & Operations support Category Total:

Amount $8,000.00 $9,500.00 $3,000.00 $10,000.00 $11,000.00 $5,250.00 $46,750.00

GIVE GREEN TOTAL:

$55,650.00

Request Title Disaster Relief 1-to-1 Youth Mentoring: Mental Health DSAW-Chippewa Valley Tween Club Culturally Relevant Hmong & Spanish Language Anti-Human Trafficking Resources Good Shepherd Senior Apartments Lunch Program Navigating Longer Lives Lutheran Social Services Family Preservation Program Roundtable Revival Mentoring Program Category Total:

Amount $10,000.00 $20,000.00 $3,000.00 $4,300.00 $6,000.00 $4,000.00 $7,235.00 $3,700.00 $58,235.00

Request Title Retaining wall and garage door replacement at Smith House Gendex Sensor for Digital Dental X-Rays Dual High Efficiency Gas Furnaces/ HVAC system Program Cargo Van Edgewood Assisted Living and Memory Care Facility to Serve a More Diverse Senior Population Remodeling of our Distribution Center and adding more shelves and storage bins Improve Mental Health for the Residents of Hope Renewal Center for Men TCT Server and Operations WDEOC HFS Food Pantry & Summer Pop Up Food Program Category Total:

Amount $6,700.00 $7,500.00 $9,000.00 $10,000.00 $6,531.00 $3,000.00 $5,600.00 $11,000.00 $3,000.00 $62,331.00

OFFER OPPORTUNITIES TOTAL:

$120,566.00

REQUEST TOTAL, ALL CATEGORIES:

$277,221.00

GIVE GREEN ASSET/OPERATIONS Organization Name Eau Claire County Humane Association Flying Eagles Ski Club, Inc Friends of Beaver Creek Reserve The Eastside Hill Neighborhood Association Wildlife Rehabilitation and Release, Inc. YMCA of the Chippewa Valley

OFFER OPPORTUNITIES PROGRAM Organization Name American Red Cross of Northwest Wisconsin Big Brothers Big Sisters of Northwestern Wisconsin Down Syndrome Association of Wisconsin Inc Fierce Freedom Good Shepherd Lutheran Foundation L.E. Phillips Senior Center Lutheran Social Services of Wisconsin and Upper Michigan, Inc. Roundtable Revival, Inc.

OFFER OPPORTUNITIES ASSET/OPERATIONS Organization Name Bolton Refuge House, Inc. Chippewa Valley Free Clinic Family Promise of the Chippewa Valley Feed My People Food Bank GRACE LUTHERAN FOUNDATION INC Helping Hands For Our Children In The Chippewa Valley Hope Gospel Mission The Community Table Western Dairyland Economic Opportunity Council Incorporated

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A History of Grants Awarded by the Women’s Giving Circle Fund Total Community Impact of Women’s Giving Circle Grants 2008-2021:

$401,421 Maximum requests were capped at $5000 until 2017, they were raised to $6,000 in honor of the WGC 10 th Anniversary.

2021--$43,629 Boys and Girls Club Greater Chippewa Valley: Sensory Room and Trauma Coping Skills $6,000 An updated sensory room including audio, tactile, and visual equipment will give youth the opportunity to safely process and manage their mental health crises on a daily basis. This program will increase socialemotional skills, social competency, and positive adult relationships to create positive behaviors and decision making skills.

Chippewa Valley Health Clinic (Free Clinic): Improving Women’s Health Care $6,000 This program will enhance our current women’s health services, which assure access to acute and chronic disease health care, medications, prevention services, and hygiene necessities, by adding breast and cervical cancer screenings for impoverished women.

Eau Claire Chamber Orchestra: Family and Friends Present Ravel’s Mother Goose $4,200 "Family and Friends present Ravel's Mother Goose" serves over 800 individuals, particularly families with children, by providing a free classical music concert and ballet for the community so that anyone regardless of income can enjoy a professional event in a world class performing arts venue.

Feed My People Food Bank: School Pantry Program $6,000 We are working with school staff to expand existing school pantries and develop new pantries at the elementary, middle and high school levels. We will source healthy items and work with school personnel to communicate the program distributing in a private, respectful way while connecting families to other resources.

Hope Gospel Mission: Women and Children Outdoor Recreational Space $3,095 We have been working to develop our outdoor space for the Hope Renewal Center for Women and Children.

This space plays a vital role in the mental and physical recovery for our residents and in the development of their children. We will add a patio dining set where moms can relax while their children play, chat and bond with each other.

HSHS Sacred Heart Hospital Foundation: Compassionate Care Program $6,000 The Compassionate Care Program for Female Cancer Patients gives women with cancer access to support services that improve their physical and emotional well-being. Women coping with physical side effects from cancer can access our complimentary boutique, participate in “Look Good Feel Better” workshops, do yoga, and receive massage therapy.

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L.E. Phillips Memorial Public Library: Eau Claire Laundromat Libraries $5,834 This program will increase access to books and early literacy activities for underserved families who visit laundromats in Eau Claire. Each laundromat will receive a library—a small crate containing diverse, highinterest books in English, Spanish, and Hmong for children ages 0-8, as well as information about early literacy and community resources.

Lutheran Social Services of WI and Upper Michigan: In-Home Family Therapy Services $6,000 Many of the moms with whom we work experience isolation, have minimal support, and often feel hopeless.

To address these needs, we will create Service Provider Support Caddies for our providers to facilitate in-home services and to develop a support group for moms with children in out-of-home care.

Stand in the Light Memory Choir: New Printer $500 This choir is composed mostly of women who have dementia and their caregivers. This grant will support its work by funding a new all in one printer that will allow for printing newsletters, song sheets, and memory materials as well as scanning and entering information into the electronic database and other functions.

2020 - $45,379 Bolton Refuge House, Inc.: Protect and Inspire $3,732 Protect and Inspire offers children a safe, durable play space to use while accessing Bolton Refuge House support services. Due to traumatic experiences, many children exhibit impulse behavior that causes them to physically harm themselves. This grant will support the purchase of cork flooring that will minimize their potential for injuries.

Boys and Girls Club Greater Chippewa Valley: STEAM and Positive Behavior Programming $4,800 This STEAM (Science, Technology, Engineering, Art, and Math) programming will introduce youth, particularly girls and minorities, to the skills necessary to succeed as leaders in the science and technology fields. Activities such as coding clubs will spark new interests, and positive behavior incentives will encourage academic success.

Children’s Service Society of Wisconsin: Building Families $6,000 Building Families is a voluntary home visiting program based on the premise that offering parent education activities and support will empower families identified as being at risk. Its aim is to prevent child abuse, strengthen families, and ensure children’s well-being through home visits beginning after birth and continuing until children enter school.

Chippewa Valley Museum: Music of the North Object Theater Production $6,000 Music of the North is an Object Theater show designed for elementary social studies and music curricula. It will provide a cross-disciplinary approach to teaching local history and culture, allowing children to see themselves and their traditions as part of this community. It will build students’ understanding of the region’s diversity and music culture.

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Family Resource Center: Triple “P” Positive Parenting Initiative $6,000 The Triple “P” Positive Parenting Initiative is proven to decrease child abuse, improve parents’ mental health, and increase children’s academic success. By funding food, transportation, child care, and tip sheets for parents, this grant will reduce obstacles to participation and increase the program’s positive impact on families in need.

Girls on the Run of the Chippewa Valley: Camp GOTR Program Initiative $3,569 This one week summer program will provide elementary school aged girls with opportunities for physical activity as well as social/emotional skill development during non-school times. Topics covered include emotions and friendships. Multiple camp sessions will be offered, and curricula will be implemented concurrently with physical activity.

HSHS Sacred Heart Hospital Foundation: Compassionate Care Program $6,000 The Compassionate Care Program for Female Cancer Patients supports the physical and emotional well-being of women undergoing cancer treatment. A complimentary boutique offers items such as hats and skincare products, while monthly “Look Good Feel Better” workshops help patients adjust to appearance-related side effects of cancer.

Literacy Chippewa Valley: Eau Claire County Jail Women’s Adult Basic Education $6,000 This grant will support educational opportunities for incarcerated women. A certified teacher will lead classes with curricula that include GED prep, financial literacy, and industry-recognized work certificates. Women will also participate in a book club that allows them to have social interaction while exercising their literacy skills.

Pablo Center at the Confluence: Robotics at the Pablo Center $3,278 This two-week summer robotics camp will be offered to Eau Claire area high school students. The goal of participants will be to design, build, and program an 80-120 pound robot. In the process, students will gain workforce-ready skills and experiences in STEAM-related fields.

2019 - $47,210 Altoona School District: Care Closet - $6,000 Chippewa Valley Health Clinic (Free Clinic): Women Becoming “A Healthier Me” - $6,000 CVTC Foundation: Women in Nontraditional Careers Scholarship Program - $6,000 EC Area Hmong Mutual Assistance Association: Refugee Family Strengthening Project -$2,710 Eau Claire Children’s Theatre: Schoolhouse Rock Live - $4,500 Feed My People Food Bank: “Connecting to Thrive” - $6,000 Marshfield Clinic Health System Foundation: SANE Forensic Nurse Program - $6,000 Red Letter Grant, Inc.: Women’s Business Start-Up Capital Grant Program - $4,000 Western Dairyland Economic Opportunity Council: Table for Two - $6,000 2018 - $37,250 Children’s Museum of Eau Claire: Eat! Move! Live! -- $6,000 Chippewa Valley Free Clinic: Women’s Heath and Sharing Dignity Outreach- $6,000 Eau Claire Area Hmong Mutual Assistance Association: Ntuj Tshiab Support Group- $,3350 Family Resource Center: Hand in Hand- $6,000 Junior Achievement, Northwest District: Creating Your Next Future Entrepreneur at the Pablo Center - $3,900 Trinity Equestrian Center: Finding Your Power- $6,000 Western Dairyland Economic Opportunity Council: Women Helping Women- $6,000 165

2017 $41,466 Altoona K-3 STEM Coding and Robotics Curriculum Based Program - $5,966 APPLE Pregnancy Care Center: Earn While You Learn - $5,000 Boys & Girls Clubs of the Greater CV–Mary Markquart Center: Adaptive Learning - $6,000 Catholic Charities of the Diocese of La Crosse, Sojourner House: Bras for Homeless Women - $5,000 Chippewa Valley Museum: Classes and Activities for Preschoolers- $5,000 Feed My People Food Bank: Bridging the Summer Gap - $6,000 Girls on the Run of the Chippewa Valley Expansion- $4,000 Trinity Lutheran Church: Soles for Special Souls - $4,500 2016 $36,000 Boys and Girls Club of the Greater CV: Health and Nutrition: Culinary Classroom & Kitchen Program -- $5,000 Chippewa Valley Free Clinic: Women’s Health and Hygiene -- $5,000 Fierce Freedom: Hotel Industry Anti-Sex Trafficking Training -- $5,000 Girls on the Run of the Chippewa Valley-Investment of Heart & Sole: Curriculum 2 and Program -- $1,000 Lutheran Social Services: Trauma Services for Women and Children -- $5,000 Safe Sleep Task Force: Safe Sleep -- $5,000 Trinity Equestrian Center: Finding Hope Through Horses -- $5,000 Western Dairyland Economic Opportunity Council: Women’s Business Center -- $5,000 2015 $29,423 Chippewa Valley Free Clinic--Women’s Health and Hygiene--$5,000 Family Resource Center--Parent Café--$3,180 Feed My People--Dairy for Kids---$5,000 Literacy Volunteers Chippewa Valley--Healthy Foods, Healthy Families--$5,000 Lutheran Social Services--ARJ Parenting Program--$5,000 Trinity Equestrian Center--Wounded Women’s Equine Therapy Program--$5,000 Fostering Success Initiative at UW Stout--Summer Overnight Camp--$1,243 2014 $26,000 Eau Claire Area Hmong Mutual Assistance Association—Viv Ncaus Sewing Circle Eau Claire City-County Health Department Safe Sleep Task Force—Safe Sleep Program Eau Claire YMCA—Healthy Eating and Physical Activity Standards for Child Development Center Flying Eagles Ski Jump Club--Fly with the Eagles Friends of the L.E. Phillips Memorial Public Library--Books for Babies Girl Scouts of the Northwestern Great Lakes—STEM for Girls 2013 $18,466 Boys and Girls Club – Club Tech Digital Art Suite Feed My People, Inc – Fruit for Children Joshua’s Camp Corporation – Spring Program 2014 Trinity Lutheran Church – Boots for Special Souls

2012 $19,568 Eau Claire Children’s Theatre Eau Claire County AIM Court Literacy Volunteers-Chippewa Valley Lutheran Social Services

2011 $20,000 Boys and Girls Club of the Greater Chippewa Valley Eau Claire County AIM Court Feed My People Food Bank Literacy Volunteers-Chippewa Valley

2010 $14,500 Eau Claire County AIM Court Literacy Volunteers Chippewa Valley The Community Table Trinity Lutheran Church

2009 $12,530 Family Resource Center for Eau Claire County Feed My People Food Bank Literacy Volunteers-Chippewa Valley The Community Table

2008 $10,000 Lutheran Social Services Affinity House The Community Table Wisconsin Family Ties Western Dairyland 166

Supporting

Organizations

_____________________________________________________________________________________

A supporting organization (also known as a “supporting foundation”) is a charitable organization formed to support the work of another charitable organization. It is a distinct legal entity affiliated with the Eau Claire Community Foundation by both its purposes and its operations.

The supporting organization is a 501(c)(3) charity that is classified as a public charity rather than a private foundation. This is because it “supports” a public charity such as a community foundation. A supporting organization can be classified as a public charity, even if there is only one donor or one family of donors.

Supporting Organization Advantages: In some ways, a charitable entity called a “supporting organization” functions like a private foundation; however, it qualifies for the tax considerations reserved for public charities. It also qualifies for the preferential tax treatment afforded to community foundations when appreciated or closely-held stock is used to establish it. It may have its own letterhead, checkbook, and investment manager (if meets the policies of the Foundation), and may publish its own annual report. The board of the supporting organization decides when and to whom grants will be given.

For individual donors, supporting organizations are an excellent way to gain the participation and visibility traditionally associated with a private foundation without the paperwork or overhead. For private foundations concerned about continuity or maintaining their impact, supporting organizations provide a simple, effective way of ensuring that the foundation’s mission is not eroded by time and overhead.

The Eau Claire Community Foundation works closely with donors and their advisors to establish a supporting organization. The Foundation has draft articles of incorporation and bylaws for supporting organizations that can be quickly and easily customized to the needs of the donors. Working closely with donors and advisors, the Foundation will be available to assist with all aspects of establishing the supporting organization.

__________________________________________________________________

Because of the Supporting Organizations’ association with the Eau Claire Community Foundation:  Gifts to the supporting organization are accorded a greater tax deduction than those given to a private foundation.  Overhead costs are cut and expensive software programs are not necessary.  Administrative responsibilities are reduced.  Policies and agreements are provided.  Additional visibility is gained through Executive Director and Foundation support.

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168

Table of Contents: Strategic Planning

I.

2019-2022 Action Plan

II.

ECCF Strategic Planning Retreat Report 9-16-21 a. Agenda b. Minutes

III. Past Strategic Planning Minutes

169

Strategy and Action Plan Worksheet Priority Strategic Priority

1.1

Increasing Grants by Growing Endowment

October 2019 - 2022 Strategy

Tactic/Action Steps Setting up "Opportunities" in Csuite for Prof Advisors & potential donors to provide contact for permanent record Organize small group informational meetings with current fund holders and their friends (Coffee with Executive Director, CF Week)

Growth 10% New money annually unrestricted & donor advised

Date Due

4.1.2020

Actual Completion

Comments

7/8/2020

Development Committee

1.16.2022

WGC member 1-2 on Development Committee Survey questions to P/A's (legacy, noncash gift, new funds) email survey 5.1.20 results discussed 6.1.2020 Community Foundation Week educational webinars, Legacy 101

10.1.2020

10.8.2020

Development Committee Development Committee

11.18.2020

11.18.2020

Development Committee

#1 recipient of non-cash donations (RE, stock, LI) Tax advantage

Charitable Remainder Trust education and Legacy development - scheduled for

7.1.2021

10.4.2021

Development Committee

Improve marketing "Heighten Awareness" compassionate/heart

We are still planning on candy bowls with ECCF information in business reception areas. We expanded our social media presence by increasing posts on Facebook, Instagram, and LinkedIn. Educational materials for donors have been updated.

1.2 Establish flexible new & perpetual legacies Legacy - Current & Perpetual 2 Increase Legacy Society members Legacy - Current & Perpetual

12.1.2021

3

4

Increasing Grants by Growing Endowment

Strategic Marketing Outreach 1.1

Communications Committee 1.1.2023

5.1.2020

7/1/2020

7.1.2022

6.25.2020 first meeting

Communications Committee

1.2

2.1 Strategic Marketing Outreach

Create a huge splash for 25th Anniversary - marketing

Sarah Stokes became Chair of Communications. Dick Cable was interviewed and recorded about his involvement with ECCF. Promotional videos have been created and posted.

A Nonprofit Toolkit was created, posted, and shared with local nonprofits. The Grant Catalog was launched. Press releases, news interviews, and marketing by nonprofit participants increased awareness of ECCF.

Communications Committee

Communications Committee 11.1.2020

6/1/2021

2.2 Legacy - Current & Perpetual

Communicate strategic difference of a community foundation Advantages of community foundations are included in donor educational materials. (perpetual & flexibility)

Grantmaking

Continuously improve the grant-making process, including efficiency, accountability, and evaluation

Communications Committee

9.8.2020

3

1 Add diversity to Grants Committee Grantmaking

Streamlined the WGC and ECCF applications and grant report forms for efficiency and clarity Increased use of online review and training resources to accommodate working people's schedules and encourage younger reviewers to participate

Grants Committee 1.1.2021 Grants Committee 11.1.2020

11.1.2020

1 Identified areas of potential collaboration between nonprofits and made recommendations to them during grant cycles; worked with nonprofits to publicize Grant Catalog Provided nonprofit training in collaboration Support nonprofits in their work to meet current community with UWEC Continuing Education; worked needs with RCU Foundation to establish a nonprofit training Fund Ensure timely identification and communication about current Ongoing communication with nonprofits on their needs and sharing of that information community needs with donors; Response and Recovery grant cycles and Grant Catalog especially fulfilled this goal.

Reach recommended staff time A+B = 70%, C+D=30% within Converting organizational profiles to individual for more efficient tracking - CSuite the 4 quadrants updates are able to pull proper reporting now

Grants Committee

Improve collaboration - both between nonprofits and the foundation and among the nonprofits Nonprofit Collaboration 2 Nonprofit Support 3

Community Needs 4 Streamlining - Efficient Operations

7.1.2021

Grants Committee 9.1.2021

8.15.2021

Send monthly emails for updates

ongoing

3.1.2020

3.2.2020

Grants Committee

Operations Committee

1

2

Streamlining - Efficient Operations

Convert operational objectives to drive strategic objectives

170

Review and discuss ECPSF fee structure and workload.

Discuss at next Operations Committee meeting

9.24.2020 2.1.2021

Operations Committee Operations Committee

Eau Claire Community Foundation Board Retreat Agenda – 9/16/2021 7:30 – 7:45 Goals of Retreat (Pages 3-11) Sue The goal of the retreat is to plan growth strategies for the next 5 years.  Reading material: o 2019 Strategic Planning Minutes/Survey o Constraints/Barriers/Action Plan o Meeting/Event Schedule  Goals 2021 - 2025 a) Growth b) Grant Process 7:45 – 8:15 A Glimpse of Today (Pages 12-17) Where are we today in managing operations of the Foundation?  Four Community Foundation Models  ECCF’s Operating Model  Regional Staffing  Current Staffing Model

Sue

8:15 – 9:00 Growth (Pages 18-23) Sue/Linda Foundation total assets and endowments, how do we envision the future?  Endowment Growth Charts  Breakout Session: Planning 2021 – 2025 o What is our plan for the next 5 years? o How do we get there?  Background information: o Affiliate Funds o Admin Fee Structure 9:00 – 9:15

Break

9:15 – 10:15 Grants (Pages 24-34) Kim/Jackie/Rebecca How and when do we move from basic grant making to serving as a catalyst to address community needs?  Community Grant Cycle – Grant Making Priorities  Grant Distribution History  Breakout Session: Identify Strategies 2021 – 2025 o What does serving as a catalyst mean to you? o How do you envision the granting direction?  Background information: o Grant Survey o Capacity Grants, Quad Cities CF (page 29) o Grantmaking should be grounded, article  Emergency Grant Policy

171

10:15 – 10:45 Operations/Expansion (Page 35-62) Sue/Linda Where ae we at with the budget as of today where do we project end of year?  Potential revisions, Trust Agreement  Budget/CLA/Remodel  Lease Agreement 10:45 – 11:15 1:15 – 11:30

Next Steps, Board, Committee and Staff Close Retreat

Linda Linda

172

EAU CLAIRE COMMUNITY FOUNDATION BOARD OF TRUSTEES 2021 Strategic Planning Minutes Thursday, September 16, 2021 7:30 am, Johnny’s Italian Steakhouse

PRESENT: Karl Murch, Linda Danielson, Amelia Daniels, Sarah Stokes-Herzog, Greg Bremer, Tom Larson, Jason Beckermann, Jackie Rasmussen, Julia Kyle, Cindy Hangartner, Cody Filipczak, John Satre, Jeff Kowieski, Dale Wood, Laura Talley ABSENT: Tim Pabich, Kim Bodeau STAFF PRESENT: Sue Bornick, Erin Dayton, Rebecca White Body, Brenna Lindsey-Schrupp, Cindy Fahser Meeting was called to order by Sue Bornick at 7:15 am.

Grant Approvals: Chippewa Valley Museum requested an extension of time for using the $10,000 grant. Rather than use the money for a server, they discovered a more urgent need was to upgrade the telephone system. They are requesting a 3-month extension on the grant that was due October 1, 2021.

Linda Danielson asked for approval. Cindy Hangartner made a motion to approve the extension. Satre seconded. Motion passed.

The ECCF recommended a grant to the Chippewa Valley Council Boy Scouts of America in the amount of $9,750. This will cover July and October quarterly amounts. The Foundation for the Endowment of the American Birkebeiner wishes to establish a fourth fund, a Priority fund. They hope to have $1 million+ before opening this fund. Both Chippewa Valley Council Boy Scouts of America and the Priority Fund requests were acted on together.

Linda Danielson moved to approve both of these. John Satre seconded. Motion passed.

Goals of the Retreat In the packet is the 2019 planning and survey, constraints and barriers. The Action Plan is a COF requirement for National Standards. The staff will continue to update the Action Plan for the January Board meeting and monitor it throughout the year. The Meeting & Event schedule was shared for planning purposes.

A Glimpse of Today Sue discussed the first 11 pages of the packet as an overview of the meeting. Sue discussed the Four Community Foundation Models which are Donor Focused, Grant Focused, Liability Focused and Support & Event focused. Sue mentioned the Fall Creek Area Foundation may consider becoming an affiliate fund. Sue presented them with a $100,000 grant from the Richard J. Ziemann Fund at ECCF and gave a presentation. FCAF will need to be close to $1 million for us to consider them as an affiliate fund. Their assets are at approximately $850,000.

Due to the pandemic, much of the 2020 was focused on the lower level of the Operating Models. The Response and Recovery Fund plus the additional pass-through funds during the end of year increased the amount of time spent in that area. This skewed the “percentage of our focus” when determining where we fit into the 4 Operating Models.

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The primary focus, after the 25th Anniversary celebration in June of 2022, will be to grow endowment funds. Sue said her personal goal is to reach $50 million in 5 years in total assets. The question is, what of that amount should be endowment assets.

Also shared was the current staffing model. The executive committee approved adding an executive assistant position. Cindy Fahser is the new executive assistant and will cross train into financials.

Sue discussed the research done in July. Community Foundations in WI and MN were surveyed, included were their total assets, type of position and number of staff. The staffing model was reviewed.

Sue feels current staffing model should carry us through for 3-5 years. Part of the purpose of this is to provide cross training. Everyone will be backed up somewhere. Currently, many are in training mode and typically, it takes a year to fully understand the work of the foundation.

Growth Discussion evolved regarding percentage of time spent in relation to percentage of assets. Erin explained that the plan was to focus on Donor and grant functions. But Covid came and we then focused on pass through grants.

Discussion followed on pass through grants vs. endowments. Pass throughs are not reflected in the endowment fund. Linda Danielson said it would be helpful to see difference in growth from investments vs donations. Staff’s goal is to focus on the next 3-5 years following the four quadrants and where it’s generating the most funding. This discussion will be the primary focus at the October Board meeting.

Sue will provide the donation information for the next Board meeting where the discussion will be continued and preferred not to do a breakout session at this time.

Discussion followed on time spent putting together packets for meetings. BOT members suggested quarterly meetings would be good place and that there be only two committee reports so that more time can be spent on the priority areas.

It was decided that minutes and reports should be posted on the secured website, after which an email would be sent to notify board members of the posting, for voting purposes. Sue said hard copies of the Board packet can be distributed ahead of time that would include the committee minutes that will be discussed at the meeting, if the Trustee notifies the office.

Sue asked staff about their perceived obstacles. Erin D says new staff and their transition are obstacles.

They have a learning process and giving away one’s duties can be an obstacle. Rebecca W echoed Erin’s comments. Linda D said she appreciates everyone’s work and understands the situation.

Sue discussed Affiliate page and fee schedule (pp 20-23 in packet) Karl said we need all the events, particularly the WGC and Professional Advisor Event. Sue said the event topic will be put on the communications agenda. Discussion followed on the value of events and having a dashboard in the packet. Tom Larson thinks we should put a greater priority on the grants of $3.5 million distributed to the community instead of the goal of raising up to $50 million. Place greater emphasis on giving. Tom thinks this would be a more positive selling point to potential donors.

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Grants: Jackie R commended Rebecca W for her good work. Jackie said the Grant Sub Committee leaders spent time on emergency and capacity building. Emergency funding is difficult to fit into the grant cycle. She cited example of Reach building burning down. The grant committee recommended a 3 year plan referenced on page 26.

Questions and discussion on review of grantees’ financials and the $3,000 grant amount as a cap for operational granting was discussed. The three thousand dollar amount was derived from policies of other foundations surveyed. The $3,000 funds operations, not asset requests. BOT members asked for numbers on percentages of grants funded and percent of the grant request receiving funding for each category. Sue said that information is easily obtained and will prepare it for the January Board meeting since the October meeting will be focused on development.

BOT members discussed the notion that sometimes we cause organizations to artificially create an activity to get grant funding. Discussion followed on sustainability of their organization after our funding. The number of people being served by our grant was also a concern.

Questions for a potential Operations grant application were proffered: Why do you need more funding for your current program? What is your plan for next year when this funding is not available? BOT members asked how many grant requests are not funded each year. Jackie responded that some just don’t meet our criteria and sometimes it is a matter of a poor or lower priority grant request because of funding. Sometimes we just don’t understand what they need based on the application, and there are times that the Foundation will call the nonprofit with reviewer questions. It was noted that Rebecca has three training sessions each year for grant writing.

Jackie asked if our group was ready to move forward in building grants after 2022. BOT asked if we are equipped to handle this. Can it be done without shorting other priorities? Will it require additional hours for committee and staff? Sue responded that we are equipped to do this after a year of staff training, which is in the plan. Jackie will bring this topic back to the Grants subcommittee for discussion.

BOT members wanted to know whether we can be proactive in responding to emergencies. Sue commented that in November and December of 2020, donor advisors came to us and asked what needs there were and what they could fund. We are anticipating that this will happen again this year. Sue said that Rebecca will reach out to grantees to find out needs in October in preparation for end of year requests.

The Emergency Grant Policy was discussed. The policy has not been updated since 2001. The Board felt that revisions were not necessary and that it gave us the flexibility needed to make decisions.

BOT members discussed marketing the foundation. Sue mentioned that we did an e-newsletter.

Further discussion of billboards and social media posting followed. Laura said that word of mouth is best. Discussion of awareness building followed.

Operations/Expansion: Linda discussed shaded changes to the trust agreement provided in the packet.

Jeff K made a motion to approve changes to the trust agreement. Greg B seconded. Passed unanimously.

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Sue discussed costs incurred from CliftonLarsonAllen for financial services and shared the YTD numbers.

She mentioned that these costs should be coming down and that CLA has replaced much of what Sharon had done previously with monthly financials.

Sue passed out floor plans of the office remodeling proposal. Sue shared that Sarah Stokes had donated new desks for the office. EC Business Interiors did the desk move and installation for $450.

The office lease was discussed. Investment Realty will be increasing our office rent by $100 to $1234.18.

This increase will cover the remodeling expenses listed on the bottom of page 52. This will be a 5 year lease.

A motion was made by Jeff Kowieski and seconded by Jackie Rasmussen to approve the lease subject to review of lease by Tom Larson and that a thank you be sent. Motion passed.

Karl Murch suggested that an In-Kind donation by Investment Realty be recognized. Sue mentioned that we are still in need of three desks and moveable walls for the reception area and her new office. Sue is getting a quote from EC Business Interiors. Sue said the cost of this would be about $6,500, not including a new board table and chairs. A new phone system will also be needed. A discussion followed on phone and internet systems and providers. Sue will talk to Chestnut Consulting, our new IT providers, regarding phone systems.

Discussion followed on the appropriate dollar amount for office furniture and technology upgrades.

Linda D suggested $15,000 be authorized to upgrade office furniture and equipment.

Julia Kyle made this motion and Jeff Kowieski seconded. Laura Talley suggested an amendment of $15,000 plus any donations for this. Julia Kyle made a motion to approve this amendment. Greg Bremer seconded. It all was approved unanimously.

Linda Danielson announced that development will be the focus for October and grants could be the focus of the January meeting. She closed the 2021 strategic Planning meeting at approximately 11:30 a.m.

Respectfully submitted by, Cindy Fahser, Brenna Lindsey-Schrupp and Sue Bornick

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BOARD OF TRUSTEE 2019 Strategic Planning Minutes Thursday, September 5, 2019 7:30 a.m. Eau Claire Golf & Country Club PRESENT: Laura Talley, Tom Larson, Sherry Mohr, Chris Hansenberg, Dale Wood, Wayne Peters, Linda Danielson, Phil Happe, Karl Murch, Tim Pabich and ABSENT: Laurie Klinkhammer, Kim Bodeau, Lee Mayer, Lois Krause, Suzanne Ashley, and Mark Faanes STAFF PRESENT: Pa Yang, Erin Dayton, Rebecca White Body and Sue Bornick MüD Display Sue and Erin showed the updated MüD display, which now is reversible—allowing more display space for ECPSF and WGC—and can be changed one panel at a time, which will save money Board and Committee Survey Sue discussed the survey results, in the survey; Elevator Speech: Responses indicated a need for a shorter, clearer Elevator Speech. An updated, more concise version was written and has been printed on business cards for the BOT members to hand out when educating others about ECCF. Issuing grants to fund nonprofits’ operational expenses: Opinion was split on this, so the question will be referred to the Grants Committee for feedback.

Society of Founders Fund priorities: Responses made using it for ECCF operations the top priority, followed by supporting community initiatives (second) and funding operational grants to nonprofits (third) Core values Sue summarized our core values in the results and said they’re comparable to the values of other community foundations.

Quadrant model Sue explained the four quadrants presented by Bryan Clontz from the 2014 Strategic Planning meeting.

The office updated the quadrants for 2019 to help identify the workloads more clearly. The chart indicates how the ECCF staff divides its time to the ideal percentage of time to be spent in each quadrant. ECCF is a little under the ideal in the Donor Focused and Grant Focused quadrants, but a little over in the Liability Focused and Support & Event Focused quadrants. BOT members questioned whether the ideal percentages should be updated, pointing out that time spent in the Support & Event Focused quadrants might not directly build endowments but does increase ECCF’s visibility and community service. Sue pointed out that reducing time commitments to the Children’s Legacy Luncheon, Sculpture Tour Eau Claire, and Clear Vision has freed up significant resources for the other quadrants since the 2017 Strategic Planning meeting.

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Software update Sue reported that the new Foundant software has saved ECCF over $9000 in donation and grant processing costs so far this year.

Tina Nazier’s presentation Tina introduced herself and asked the BOT members to write down several things they anticipate feeling good about ECCF’s having accomplished by 2022. After several minutes, she asked them to add two more to their lists.

She then asked everyone to identify and share their top three items with their tablemates. Each table was then asked to list its top five.

Each table’s lists were displayed, discussed, and categorized. After a lengthy discussion, the BOT members created 5 pillars to guide ECCF’s ongoing strategy: 1. Convert operational focus to drive strategic objectives 2. Foster community collaboration and grant effectiveness 3. Establish flexible new and perpetual legacies 4. Increase grants by growing endowments 5. Strategic marketing outreach Each pillar had supporting details and/or goals listed beneath it. Now that these pillars have been established, ECCF will work to develop action strategies to implement them. Committees will work to create strategies for the pillars most relevant to their focuses.

Tina suggested that ECCF focus on one or two objectives at a time in order to avoid getting overwhelmed. Board members will be asked to rank the pillars by order of importance in order to determine the most immediate priorities.

The office will create the 2019 Action Plan to be discussed at committee level, then reviewed by the Executive Committee before going back to the full Board.

Attachments: 1. Survey 2. Quadrants 3. 2017 Action Plan 4. First draft of the 2019 Action Plan and list of barriers

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Strategic Planning Meeting October 5, 2017 at 7:00– 11:30 a.m.

Eau Claire Golf and Country Club Trustees Present: Suzanne Ashley, Kim Bodeau, Linda Danielson, Chris Hasenberg, Lois Krause, Phil Happe, Laurie Klinkhammer, Lee Mayer, Karl Murch, Tom Larson, Tim Pabich, Laura Talley, Wayne Peters, Dale Wood and Jane Lokken (2016 Past Chair), voting members – 14 Trustees Absent: Sherry Mohr and Mark Faanes Others invited but unable to attend: Charles Grossklaus, Jeff Halloin Investment Committee members present: Joe Fesenmaier and Pat Quinn (for SRI portion only.)

Investment Committee members absent: Bill Hilgedick and Dave Pokrandt ECCF Staff Present: Sue Bornick, Sharon Peterson, Erin Dayton, Rebecca White Body, Joe Grosskreutz 7:05 – Meeting called to order by Sue Bornick. Introductions and request for grant recommendations.

Grants approved at this meeting: ORGANIZATION

PURPOSE

AMOUNT

American Red Cross— Hurricane relief in Florida and Western WI Chapter Puerto Rico UWEC Foundation Local Blugold Scholarship Program

FUND

$5,000

Jerry and Sue Bauer Family Fund $3,000 Jerry and Sue Bauer Family Fund UWEC Foundation Bauer Build Family Health Nursing $2,500 Jerry and Sue Bauer Fund Family Fund McDonell Area Unrestricted $300 Pat and Sue Quinn Catholic Schools Recreational Fund Marquette University Unrestricted $500 Pat and Sue Quinn High School Recreational Fund Hope Gospel Mission Campaign for Hope $1,000 Pat and Sue Quinn Recreational Fund Eau Claire Community Confluence Building Fund $3,000 Pat and Sue Quinn Foundation Recreational Fund Sculpture Tour Eau Unrestricted fund disbursement $15,000 Sculpture Tour Eau Claire Claire Agency Fund Lee Mayer motioned to approve the grants, Linda Danielson seconded and all approved.

Retreat Goals: MJ Burkhardt, facilitator, started the meeting with the Retreat goals: identify strategic opportunities, envision long-term goals, and identify action strategies for the next two – three years.

Our Value Proposition (POSTER INFO):  Local Impact – forever  Fund now, decide later – tax planning, flexibility  Passion – no limits  Giving flexibility, convenience Ease of use 179

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Ease of awareness Connections, “on the inside”, accountability Empower projects – catalyst Develop philanthropy Efficient, low overhead

Current Strengths (POSTER INFO):  Provides a unique service to community  Executive Director - Leadership  Good strong staff  Visibility – show growth and results  Strong reputation in community Funding appropriately – “highest and best use” Serving community Getting others involved Meeting needs Responsive to what we hear and see  Trustworthy  Expanded geographically  Expert resources  Diverse community participation  Board strength – trust and diversity  Not parochial  Hold non-profits accountable Immediate Opportunities (POSTER INFO):  Engaging nearby communities (Altoona, Osseo, Fall Creek) Consider rebrand? “EC Area Foundation”  Socially minded Millennials, growth in next generation Format?

Engage on Board of Trustees Education on What? How’s?

See Chamber’s Young Professionals, All career choices, i.e. farmers, etc.  More diversity (race and age)  Build Awareness with younger people but focus on target market - 45 - 70 (Bryan Clontz Rec.) “Build the pipeline”  Methods to give small amounts “Giving Circle” to focus on issues that appeal to Millennials  GET DONORS  Support Non-profits Help with better grant requests Catalyst for a “course” when more unrestricted dollars become available Help with what the needs of the community are and what may be duplicated services Need to look at the root of the problem Help non-profits come together/talk  Grow unrestricted dollars  Core investment goals  Tax implications – tax reform?

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Connection with Downtown EC - **Prioritize what is the most important New developments Confluence National reputation Strong returns in investments – communicate this better to the public United Way relationship – Their role and ours in the community Be mindful of donor fatigue – it is out there

The Four Operating Models Sue Bornick summarized the 4 Operating Models from the 2014 Strategic Planning meeting.

Donor-Focused – Designated 2017 – 20% – 25% 2014 – 5% – 10% Ideal - 50% (with vision of 40% & move 10% into unrestricted model.)

Includes time spent: WGC Endowment Donor Advisor meetings Process DA grant recommendations Grantee meetings to encourage submitting grant applications and letters of requests that appeal to Donor Advisors.

Unrestricted, Grant-Focused, Field of Interest 2017 – 15% – 20% 2014 – 10% – 20% Ideal - 30% - 40% Includes time spent: ECCF & WGC grant processes Field of Interest meetings (Draper Hills) Fiscal Agent, Agency Endowment, Short-term Pass-Through 2017 – 50% – 55% 2014 – 65 – 75% Ideal – 20% Includes time spent: Confluence meetings – pledges Agency funds – less work Pass-through – require assistance with design and marketing ECCF – Events (3) WGC - Events (4) + network socials Wins: Phasing out STEC and Clear Vision Ended Children’s Legacy Luncheon Social Investing: Kimberly Gluck, Managing Director, Walden Asset Management  $7.7 billion under management  Holder of 90 nonprofit’s assets, 30 clients that are individual, business and nonprofits in WI  Holds Madison Community Foundation’s SRI portfolio (results handed out to group) 181

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Approximately 60% – 40% equity to fixed mix, but customized to trend in market Have gone up to 85% in equity, so fits with ECCF model Buy not to feel good, are very strategic in investments and consider themselves activists 2016 climate change is real – trend in change in shareholder assets Low staff turnover, longevity with experience from the industry Performance – gross of fee Fixed – currently about ¼ in Vanguard – low fees Their fee 4M - .85 total 2008 was very good returns considering market – feel positioned to do the same next downturn

Donor Central: Sue Bornick covered pros and cons Pros:  Cost – setup $12,000 annual, in 2018 fees would increase to $11,328, 3% annual increase  $220 an hour if more needed to help set up FIMS correctly  User intuitive, donors like new version, donor controls login, password resets  Can customize for your foundation  Welcoming to use – real-time sync  Other foundation’s staff likes grant process  Not many glitches so far, but some improvements are needed Cons:     

Couldn’t see some of the dropdown boxes – needed to change color theme, but easy to do Need donor emails – only one email per fund Unable to use special characters in donor names, but they are working on it Spendable or endowed – if you turn one fund off, have to turn all off No admin piece to look up information on Donor Central, but they working on it

Many donors are used to banking online. DonorCentral gives them the option to see their history of donations, grants, admin fees and earnings. They also can recommend grants and view letters of requests or look up nonprofit websites, etc. Will be needed for the next generation of donors.

Follow-Up (POSTER INFO): Fiscal Agent Better definition of roles and criteria – revisit fees?

Donor Advised Funds Give outside the community?

Ask at upon death to consider to move a % to unrestricted Staff opportunities Consider Donor Central More info on donor needs Pay attention to transition/costs Social Investing Keep on radar – tactically aggressive What is the dollar amount and when do we need to make a decision?

When can we expand on investment advisors?

Operating function targets?

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Looking Ahead: Our Strategic Future (POSTER INFO) Efficiency Spend Policy – set up in FIMS Donor Central or similar online format (2-3 years) Raise grant and check approvals to $5,000 for efficiency Continue conversations on SRI, decision, when and where Fee structure for Foundation (consider value for money spent) Reduce Fiscal agents – be picky 5+ year organizations, move to independence Establish guidelines for new agency funds and fiscal sponsorships to create efficiencies Nonprofit Support Explore non-profit service – umbrella concept Standards for non-profits – questionnaire with grant application process (screen-weak nonprofits) Develop Growth Goals Specific growth goals within categories with strategies and accountability (target, time, plan) Focus on specific target market (45 years – 70 years) Sue – focus on direct contacts with donors and potential donors Look for retirees for development outreach Target commercial market to start new funds Staff follow-up with those exposed/interested – more staff (new face) Staffing re-evaluation, # of staff Communication Be Visible Specific messages for specific donors/instances Telling stories and how frequently?

More info about grant recipients Exposure in obituary section – piece for funeral homes Marketing effectiveness – analysis Seminar to Donors/Potential donors CF – fund options IRA – Tax Estate Structural Change Diversity to the Board (age and race) Planning for future facility needs – location?

Millennial plus involvement

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EAU CLAIRE COMMUNITY FOUNDATION

STRATEGIC PLANNING RETREAT REPORT October 8, 2014

CONDUCTED BY Bryan K. Clontz Bryan ClontzBryan K. Clontz, CFP®, CLU, ChFC, CAP, AEP, is president and cofounder of Charitable Solutions, LLC, specializing in non-cash asset receipt and liquidation, gift annuity reinsurance brokerage, gift annuity risk management consulting, life insurance appraisals and CRT/CGA investment management. He also serves as a Senior Consultant for Ekstrom & Associates - a practitioner-based community foundation consulting firm in Connecticut. www.charitablesolutionsllc.com

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ECCF Trustees Present: Suzanne Ashley, JiIl Barland, Mark Faanes, Charles Grossklaus, Chris Hasenberg, Betsy Kell, Lois Krause, Nicole Lasker, Jane Lokken, Laura Talley and Wayne Peters (11) ECCF Trustees Absent: Tom Dow, Joe Fesenmaier, Dave Frederikson, Jeff Halloin, Laurie Klinkhammer, Lee Mayer and Pat Quinn (7) ECCF Staff Present: Sue Bornick and Sharon Peterson ECPSF Present: Mary Beth Kelly Lowe and Flo Sheridan

HISTORY OF FOUNDATIONS:

This is important for Trustees to understand.

Early Philanthropists and Foundations In 1914, in an effort to improve the way the Cleveland Trust Company did business, the company's president, Frederick Goff, established in Ohio the world's first community foundation, The Cleveland Foundation. The problem Goff faced was one of efficiency.

His company, like many others, managed several small endowed charitable trusts, some of which were established for specific purposes -- such as education or health -- and others of which were intended simply to benefit the residents of greater Cleveland.

Goff's company was having difficulty identifying the most worthy recipients for the income from these trusts. His proposed solution created a separate organization (an initial committee would later become an independent corporation) that divided the work of managing charitable trusts. The bank would continue to do what it did best (investments) while the foundation would do what it did best (grant making). Thus was born the first community foundation, a solution to a problem of efficiency.

These new "foundations," both private and community, were not designed to help people directly but were to be the instruments, or "scientific charity," of reform, of problem solving, and would address the root causes of poverty, hunger and disease. This idea of systematic, scientific philanthropy is a product of the era of optimism and faith in the ability of science and reason to solve all human problems; it is the rationale for modern American foundations.

The Growing Years In the years that followed, other local community foundations were established, and hundreds of thousands of individuals across the United States - from all economic backgrounds - joined with their local community foundations to create permanent charitable funds to meet the needs of their communities. By the end of the 1920s Los Angeles, New York, Boston, Chicago, Milwaukee, Minneapolis, Rhode Island, Buffalo and dozens more American cities all had their own community foundations.

In 1931 the first Donor Advised Fund was established by a community foundation in Winston-Salem, North Carolina.

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One strong factor contributing to the rapid growth of community foundations was the Tax Reform Act of 1969. These changes resulted in private foundations becoming more strictly regulated and made community foundations a more attractive option for many donors, primarily because: • Lifetime gifts of certain kinds of appreciated property, such as real estate and interests in closely-held businesses, to a community foundation can be deducted at full fair-market value.

• The annual deduction limit for individual gifts is higher for a community foundation gift than for those to a private foundation.

Community foundations also are free from excise tax and other requirements that apply to private foundations, enhancing their appeal to many donors.

The upward trend in community foundations was enhanced further by the recession of the early 1980s that put national social programs at risk.

Community foundations make up one of the fastest growing sectors of philanthropy in the United States today. Community Foundations build and strengthen communities by making it possible for a wide range of donors to participate in creating permanent (and often named) funds to meet present and future needs. Community foundations have become catalysts for improvement within urban centers and in rural settings through philanthropy that is visionary, diverse and inclusive.

Community foundations are a sustainable aspect of philanthropy - providing leadership and problem solving in the present and preparing for the future with a permanent endowment.

There are nearly 700 community foundations in the United States with 97 community foundations in Indiana and 65 in Michigan alone. Indiana ranks number one in the nation having more foundations than any other state! The community foundation model has spread throughout the world. There are at least 470 community foundations in 41 countries outside the United States, with at least another 140 in development around the world.

Assets Community foundations in the United States hold approximately $35 billion in assets and are located throughout the country. The Cleveland Foundation alone holds more than $1 billion, while the largest community foundation, the New York Community Trust, stands at just over $2 billion. Hundreds of community foundations presently manage less than $10 million each.

In 2003, community foundations gave grants of more than $2.5 billion to a wide variety of nonprofit activities, including urban affairs, the arts, education, environmental projects, health care and disaster relief, and they reach the lives of over 100 million people.

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BOARD MEMBER GOALS FOR THE RETREAT: 1. What do we want to be when we grow up? Triple is size 2. Elevator Speech – Do we have consensus? a. What do we want for the Foundation and do we want the same things?

3. Communication focus and leverage of resources a. We need a focus to grow assets.

4. Best practices for marketing 5. Creative activities of other foundations 6. Specific role of board members 7. Other collaborations/retain uniqueness a. Are there ways we could partner with other area foundations?

8. Fund type descriptions Additions to think about: Key areas of focus shared by Northwest Georgia Community Foundation that fit us.

Northwest Georgia Community Foundation assets & liabilities: 22M (2011 audit)

1.

2.

3.

4.

5.

6.

7.

8.

Perpetuity—negative cash flow / sustainability Go-To organization for philanthropists 5-year vision/sustainable business model Scope and scale of vision Sustainability options Growth challenges / gaps How do we become proactive?

Board development /continuity

KEY OBSERVATIONS & RECOMMENDATIONS From Byran Clontz Full Day planning meeting shared from the Community Foundation of Northwestern Georgia.

CFNWG is under- resourced. It certainly gets more out of its staffing and administrative expenditures than most community foundations. I would expect to see 4 to 4.5 staff at this growth stage. On the one hand, this is great! But, this condition risks missed opportunities…opportunities I am convinced exist in Northwest Georgia.

Further tap the capability of the Board. When staff is very good, we have found Boards tending to rely more on them…perhaps too much. The CFNWG Board is obviously “engaged.” The active participation of members at the retreat support that conclusion. With that in mind, I urge more direct involvement by the board members in donor acquisition and engagement. (see “Ideal Donor” and “Board Role”)

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CFNWG marketing and communications measures should be taken to target the “Ideal Donor” (the top ½ of 1% of high net worth donors and prospects and their professional advisors). I find that the community foundation marketing strategy and approach is too much like “fishing with a net.” This means you target a specific “school of fish”, drag the net and then pull it up to see what you have.

For most non-profits, this works quite well; especially for broad-based community initiatives. But it does not work for your “Ideal Donor” prospects. The core set of elements should include: 1. A strong one-liner tag line.

2. A crisp and focused 60 second “elevator speech.” This should not be “product” based. Rather, it should convey the kinds of solutions CFNWG delivers to donors.

3. Two or three brief stories. These should be illustrations of how donors use CFNWG as the solution to their problems.

Note that these are for oral delivery, not handouts or brochures and the like. The CFNWG “Ideal Donor” will respond best to relationship building, respected referrals and professional advisor advice.

Focus on developing a sustainable and mutually successful regional and affiliate fund model. Hopefully, some of the documents I provided prior to the retreat will help in this regard. Setting expectations and success measures for the short, intermediate and long term and reducing these to writing will be critical going forward. In particular, rationing staff and other allocations appropriately to be sure you are focusing on “biggest bang for the buck” activities will be important.

Sustainability should be top-of-mind but not everything over the next 24-36 months. The Board will need to decide how to raise fees with some fund sizes or some fund types, reduce services and gather more profitable funds going forward. Once this plan is put in place, there still may be a short-term gap where some form of Foundation Friends (raising money from Board, donors, etc.) or broader community annual operating appeal may be necessary.

1. Regionalism—challenges/integration 2. Perpetuity—negative cash flow / sustainability 3. Sales proposition of CF 4. Affiliate priorities and growth 5. Go-To organization for philanthropists 6. Individuality of affiliates 7. 5-year vision/sustainable business model 8. Scope and scale of vision 9. Sustainability options 10. Growth challenges / gaps 11. How do we become proactive?

12. Board development /continuity

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Community Foundations: Four Operating Models 5-10%

10-20%

DONOR-FOCUSED DESIGNATED

GRANT-FOCUSED FIELD OF INTEREST B

C

65-75%

A

D

FISCAL AGENT Non-Profit Endowment Short-term Pass-Through 20%

LEADERSHIP

50%

30%

5% ++ (Confluence)

COMMUNITY CONVENOR COMMUNITY CATALYST

Quadrant – Where does ECCF fit in?

A. Fiscal Agent Current time spent: 65-75% Ideal: 20% Consists of agency funds and endowment funds.

Eccf is transactional back office. Primary focus is the nonprofit and is the toughest for sustainability. Younger foundations end here. Beware of scholarships, best to direct scholarships as designated funds.

Cost to process one donation $15 - $18 Cost to process one grant $20 - $30 Create more efficiencies within existing fiscal agent funds, fee others more appropriately, and find better “fits” outside of ECCF. De-Emphasize Streamline, refer out, say “no”, close and/or increase fees on any fiscal agent fund (or other fund for that matter) to free up scarce staff time and Foundation resources for higher priority activities.

Hypothetical example: Rather than spending 15 hours a year on a small passthrough fund that is creating internal losses for the Foundation, refer it somewhere else and use the 15 hours a year to meet with likely discretionary fund donors or existing funds to connect them with current grantmaking priorities.

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B. Donor-Focused/Designated Current time spent: 5-10% Ideal: 50% with a vision of 40% and moving 10% more into a unrestricted model.

Matches donors with their interests, donor is primary customer. Advised funds are facilitated philanthropy that passes down in generations. Work is being accomplished but it is not fully integrated with the Board’s focus.

Clearer focus on larger funds and then develop integrated donor relations strategy to connect Advised Funds to Grant Priorities – key point is that Advised Funds become the means to the Grant/Leadership end.

Re-Focus and Re-Energize on Ideal – De-Emphasize Non-Ideal Work with existing ideal donors should be prioritized to the largest possible impact – develop a customized strategy for your top 20% and be reactive to the rest.

Create fees and service thresholds that will limit the amount of time spent on nonideal donors, or at least make the fee worth the effort.

Create ranging philanthropists!

Consider outside investment management model as part of this process. Facilitate philanthropy, pass-down generations. Market age is 45-65 years.

Example – Population of Eau Claire 70,000. Top 2% of wealth equals 1400 donors – how many have we visited with?

Professional Advisors can help us grow this category.

Recommend Board members calling the Advisor to thank them for referring a donor.

C. Grant-Focused Current Score – 20-25% Ideal Score – 30% Matching Consists of unrestricted and field of interest funds. Foundation matches assets to critical common needs. Board makes the determination where the grants go.

Community becomes our customer and the donor is the means to help the community.

Primary donor is wealthy childless widows. This was the pre 1977 strategy for foundations.

Maintain Emphasis with More Focus on Impact In the near term, the grant work won’t change that much, however, the development activities necessary to get future grant dollars will indeed change. And working with donor advisors to excite them around foundation priorities will be important in the near term given some of the dire issues facing the region today.

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D. Leadership Current time spent: 5% (Confluence will increase this percentage) Ideal: 1% Catalyst takes a stand, Convener is neutral on everything.

Maintain Convening Approach – Increase Appetite for Catalyst as Needed Foundations do a great job of convening, however there may be an issue that is just too important not to get behind at some point in the future. Can be costly.

You will see the theme is to create a hyper-focus around those specific activities which will increase the size and engagement of ideal donors, to connect them and/or their dollars to foundation priorities and for the Board and friends to use their social (non-financial) capital to achieve the desired convening ends. This can only work if you ruthlessly change the way you are currently doing business with the non-ideal donors/activities so that time and resources can be re-deployed to achieve the highest community impact with the lowest amount of resources.

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GIFT DECISION PROCESS And THE VALUE PROPOSITION Donor

Assets Benefits Permanence Anonymity Stewardship No set-up costs Maximum tax advantages Ease of use

Cash Public Stock Mutual Funds Real Estate Private Stock Limited Partnerships, LLCs Weird Stuff

ECCF

Local knowledge Investment process No pay-out requirement

Family of Funds

DESIGNATED Endowed grants to specific charity or charities.

(Good place for Scholarship funds

DONOR ADVISED Multiple grants to multiple local or national charities.

Multiple generations

UNRESTRICTED Highly competitive grant process for local charities.

Volunteers determine most pressing community needs

FIELD-OF-INTEREST Similar to an unrestricted fund though it is defined by a specific grant focus area (environment, health, children, etc.)

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SCHOLARSHIP Grants to specific school’s scholarship program or grant to scholarship program not assigned with school – selection committee is the Foundation.

AGENCY ENDOWMENT Nonprofit creates an endowment fund to protect the funds from future boards and/or for investment services.

THE ASSETS NEEDED TO AFFECT RESULTS WE WANT FOR OUR COMMUNITY

ECCF IDEAL DONOR 1. ECCF Is “Home” 2. Ability to Create $200,000 fund  Target $ 1 Million during life or at death 3. a) 70+ Year Old Widows/Families That Want a Legacy b) 45-70 Year Old Entrepreneur/Small Business/ Real Estate – Open to Supporting ECCF Initiatives By Granting to Discretionary Causes.

4. 80% of CF Time Spent With/On Ideal Donor Board on Steroids: Best Practices 1. Set Expectations and Hold Them Accountable, 2. Commit Board to 4-6 Hours a Year on Development Actions Any Board Member Can Select – 

Hosting One “Widening the Circle” Prospect Event – 5 hours

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Inviting an ideal prospect to lunch or to a prospect event – 1 hour

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Setting up a targeted civic club or association speech – 1 hour

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Co-presenting a talk about the Foundation – 1 hour

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Introducing staff to each one of his/her professional advisors – 1 hour

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Personal call to welcome new donors to CF – 3 calls for 1 hour

Ask for 4-6 Hours/Year for Development and Donor Services Commit to 100% personal giving and/or planned gift for a fund, operating or any community foundation initiative.

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NEXT STEPS From Byran Clontz Full Day planning meeting shared from the Community Foundation of Northwestern Georgia.

Key Retreat “Take-Aways” 1.

Focus on the Ideal Donor … Move From Acorns to Oaks

2.

Deepen and Broaden Professional Advisor Referral Channel to Attract Ideal Donors – Primarily Estate Attorneys and CPAs (Sweet Spot) – Investigate Out-of-Town Advisors as well and Explore the Outside Investment Management Program

3.

Hone Marketing One-Liner/Elevator Speech/2-3 Stories

4.

Reduce or Eliminate Lower Return Development Activities – Focus on Biggest “Bang for the Buck” Efforts

5.

Structure Staff and Board Responsibilities to Optimize Efficiencies (Align Fees and Service Levels)

6.

Develop Working Prospect List with Contact Plan

7.

Embrace 80-20 Rule

8.

Increase Engagement with Existing Ideal Donors – “Cross-Sell/Up-Sell” Additional Foundation Services (e.g., Planned Gifts) and Opportunities (e.g.,Grant or Initiative Funding)

9.

Develop Sustainability Plan that Everyone Can Embrace Using Multiple Tools/Approaches

10. Develop Affiliate/Regionalism Plan That Incents Growth and is Sustainable

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