Binary Search Trees and AVL Trees
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Strategic Benefits of Forming a
Non-Profit for SBCCD
San Bernardino Community College District
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Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
K
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y
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t
:
Conduct a thorough analysis and
feasibility study to explore development
of an enterprise fund model for SBCCD,
focusing on maximizing existing
investments and real estate owned by
SBCCD.
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Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
A
non-profit will leverage diversified funding
sources, engage in property and asset
management, and operate as a development
finance agency.
By doing so, it will enhance community
engagement, support innovative
programs, and ensure fiscal
accountability and sustainability.
Importantly, a new non-profit will not compete
with existing independent non-profits at Valley
College and Crafton Hills but will complement
their activities.
San Bernardino Community College District
A
P
r
o
p
o
s
a
l
Formation of a
NON-PROFIT
to benefit SBCCD
and enhance its financial and
operational capabilities
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
P
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s
a
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O
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Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
0
1
R
e
a
s
o
n
i
n
g
Funding
Constraints
Heavy reliance on state funding and fluctuating enrollment numbers
Limited access to diversified revenue sources
Regulatory
Restrictions
Strict regulations governing financial operations, investments, and property management
Challenges in engaging in commercial activities and forming public-private partnerships
Difficulty in quickly adapting to changing educational and economic environments
Operational
Inflexibility
Asset
Management
Challenges
Restrictions on owning, developing, and leveraging real estate assets
Limited ability to protect and grow assets for long-term sustainability
Risk
Management
Exposure to financial and operational risks without adequate shielding mechanisms
Challenges in maintaining funding stability through diverse income streams
As a community college district, SBCCD faces many limitations.
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
0
1
R
e
a
s
o
n
i
n
g
Asset
Management
Challenges
Restrictions on owning, developing, and leveraging real estate assets
Limited ability to protect and grow assets for long-term sustainability
As a community college district, SBCCD faces many limitations.
•
State approval process
•
Limited uses of proceeds
•
Asset type
•
Location
•
Procurement processes
Challenges with expansion of existing
commercial properties
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
0
1
R
e
a
s
o
n
i
n
g
As a community college district, SBCCD faces many limitations.
The permissible/recognized functions for
community college auxiliary organizations are
found in Cal. Code of Regulations, Title 5, Section
59259.
The recognized functions listed in Section 59259
do not reference the acquisition, sale, and transfer
of real property.
The permissible functions of Cal State auxiliary
organizations are found in Cal. Code of
Regulations, Title 5, Section 42500(a).
Included as a permissible essential function is the
acquisition, development, sale, and transfer of real
and personal property including financing
transactions related to these activities.
Why do 4-year universities use an
auxiliary non-profit?
Why do CCD’s have to use an
independent non-profit?
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
Revenue Generation Flexibility
Investment Proceeds Flexibility
Operational Independence
Support for Innovative Programs
Property & Asset Management
Engage in business ventures
Facilitate public-private partnerships
To benefit SBCCD’s mission
Not just for capital or retirement
Incubate new initiatives
Pilot and scale successful projects
Focused mission alignment
Dedicated Board for agile decision-making
Own and develop property
Protect assets for long-term growth
Risk Management
Liability shielding
Funding stability through diverse streams
0
2
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t
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i
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B
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s
Starting a non-profit can offer several strategic benefits, especially in terms of enterprise funding.
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
Enhanced Community Engagement
Broaden community support
Manage volunteer programs
Employment opportunities
Access grants and donations
Tax-exempt status for donors
Diversified Funding Sources
Become a Development Finance Agency
Support existing CCD facilities projects with
development finance programs/federal funding
Finance new on-campus and community projects
(e.g., off-campus housing)
Finance projects in other communities to generate
revenue for sustainability
Assurance that new non-profit will not
compete with existing entities
Focus on complementary activities and
initiatives
Acknowledgment of SBVC & CHC
Independent Non-profits
0
2
S
t
r
a
t
e
g
i
c
B
e
n
e
f
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t
s
Starting a non-profit can offer several strategic benefits, especially in terms of enterprise funding.
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
0
3
P
o
t
e
n
t
i
a
l
C
h
a
l
l
e
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e
s
Creating a non-profit within a community college district also comes with its own set of challenges.
Governance and Management
Regulatory Compliance
Coordination and Communication
Financial Management
Complex governance structure
Leadership and staffing challenges
Adhere to non-profit regulations
Dual compliance requirements
Aligning with college goals
Effective stakeholder engagement
Securing initial funding
Sustaining revenue streams
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
Creating an Enterprise Model | Strategic Benefits & Opportunities of Establishing a Non-Profit | August 2024
San Bernardino Community College District
0
3
P
o
t
e
n
t
i
a
l
C
h
a
l
l
e
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g
e
s
Creating a non-profit within a community college district also comes with its own set of challenges.
Independence and Control
Resource Allocation
Legal and Ethical Considerations
Community Perception and Trust
Balancing autonomy and alignment
Maintaining sufficient oversight
Managing competing priorities
Avoiding duplication of efforts
Managing conflicts of interest
Ensuring ethical operations
Ensuring positive public perception
Building and maintaining trust
San Bernardino Community College District
0
4
V
i
s
i
o
n
f
o
r
S
B
C
C
D
N
o
n
-
P
r
o
f
i
t
To enhance the financial sustainability and operational
capabilities of SBCCD by leveraging development finance
programs, fostering innovative projects, and generating
new revenue streams.
The non-profit aims to support existing facilities, expand
SBCCD’s mission to improve student experiences, and
invest in projects both within and beyond the local
community, ensuring long-term growth and stability.
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
0
5
P
r
o
p
o
s
e
d
G
o
v
e
r
n
a
n
c
e
Five-Member Board
Integration with SBCCD Leadership
Chancellor and Executive Vice Chancellor
Ensures alignment with district goals and
objectives
Three External Members
Ensure independence
Unwavering support for SBCCD and
its colleges
Operational Independence
Allows for agile decision-making focused on
the non-profit's mission
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
0
6
S
u
c
c
e
s
s
f
u
l
M
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s
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
0
6
S
u
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e
s
s
f
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l
s
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
0
1
0
2
0
3
0
4
0
7
0
8
0
9
Initial Legal Review (Complete)
Chancellor’s Cabinet Review & Feedback
(Complete)
Board Finance Committee Review & Feedback
BFC Tour of CalPoly Pomona (invitation to all
Trustees)
Chancellor’s Council Review & Feedback
Board of Trustees Strategy Session
Development of Legal Documents
San Bernardino Community College District
0
5
District Budget Advisory Committee Review &
Feedback
0
6
1
0
Creation of Non-Profit
Identification of External Directors
0
7
I
m
m
e
d
i
a
t
e
S
t
e
p
s
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
Evaluate
Non-Profit
Asset Development Plan
0
8
F
u
t
u
r
e
A
c
t
i
o
n
San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
San Bernardino Community College District
F
e
e
d
b
a
c
k
&
Q
u
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s
t
i
o
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s
T
h
a
n
k
y
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.
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024
Binary Search Trees (BST) and AVL Trees are binary tree data structures with unique properties. A BST organizes nodes in a way that allows for efficient search operations. However, BSTs can sometimes become skewed, affecting search times. To address this issue, AVL Trees were introduced as self-balancing binary search trees. AVL Trees maintain balance through specific rules, resulting in faster retrieval times. Understanding how BSTs and AVL Trees work is crucial for optimizing data structures in programming.
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CREATING AN ENTERPRISE FUND MODEL Strategic Benefits of Forming a Non-Profit for SBCCD San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 SBCCD Goals GOAL 1 | ELIMINATE BARRIERS TO STUDENT ACCESS AND SUCCESS SD 1: Support the colleges in creating efficient processes and accessible, user-friendly customer services. GOAL 3 | BE A LEADER AND PARTNER IN ADDRESSING REGIONAL ISSUES SD 3.1: Partner with business, industry, and community organizations to create education and training that leads to employment of SBCCD students and advancement in the workplace. SD 3.2: Institutionalize a commitment to cultivating leadership skills within the District by providing professional development that expands SBCCD s ability to influence economic, educational, and sustainability initiatives in the region, state, and country. SD 3.3: Work with municipal, regional, state, and federal representatives in a unified effort to ensure that educational and employment needs of the region are understood, articulated, and advocated for funding. GOAL 4 | ENSURE FISCAL ACCOUNTABILITY/SUSTAINABILITY SD 4: Maximize the acquisition, investment, management, and sustainability of SBCCD funds, facilities, systems, and technologies; support ongoing innovation and user training to ensure District viability, fiscal accountability, and reduced student costs. GOAL 2 | BE A DIVERSE, EQUITABLE, INCLUSIVE, AND ANTI-RACIST INSTITUTION SD 2: Develop a diverse SBCCD workforce of individuals who are culturally competent; understand the communities they serve; honor equity, inclusivity, and anti-racism; and are supported with ongoing professional development. San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 SBCCD Goals GOAL 4 | ENSURE FISCAL ACCOUNTABILITY/SUSTAINABILITY SD 4: Maximize the acquisition, investment, management, and sustainability of SBCCD funds, facilities, systems, and technologies; support ongoing innovation and user training to ensure District viability, fiscal accountability, and reduced student costs. Key Result: Conduct a thorough analysis and feasibility study to explore development of an enterprise fund model for SBCCD, focusing on maximizing existing investments and real estate owned by SBCCD. San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 A Proposal A non-profit will leverage diversified funding sources, engage in property and asset management, and operate as a development finance agency. Formation of a NON-PROFIT to benefit SBCCD and enhance its financial and operational capabilities By doing so, it will enhance community engagement, support innovative programs, and ensure fiscal accountability and sustainability. Importantly, a new non-profit will not compete with existing independent non-profits at Valley College and Crafton Hills but will complement their activities. San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 ProposalOutline San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 01 Reasoning As a community college district, SBCCD faces many limitations. Funding Constraints Heavy reliance on state funding and fluctuating enrollment numbers Limited access to diversified revenue sources Regulatory Restrictions Strict regulations governing financial operations, investments, and property management Challenges in engaging in commercial activities and forming public-private partnerships Operational Inflexibility Difficulty in quickly adapting to changing educational and economic environments Risk Exposure to financial and operational risks without adequate shielding mechanisms Challenges in maintaining funding stability through diverse income streams Management Asset Restrictions on owning, developing, and leveraging real estate assets Limited ability to protect and grow assets for long-term sustainability Management Challenges San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 01 Reasoning As a community college district, SBCCD faces many limitations. Asset Restrictions on owning, developing, and leveraging real estate assets Limited ability to protect and grow assets for long-term sustainability Management Challenges Challenges with expansion of existing commercial properties State approval process Limited uses of proceeds Asset type Location Procurement processes San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 01 Reasoning As a community college district, SBCCD faces many limitations. Why do 4-year universities use an auxiliary non-profit? Why do CCD s have to use an independent non-profit? The permissible functions of Cal State auxiliary organizations are found in Cal. Code of Regulations, Title 5, Section 42500(a). The permissible/recognized functions for community college auxiliary organizations are found in Cal. Code of Regulations, Title 5, Section 59259. Included as a permissible essential function is the acquisition, development, sale, and transfer of real and personal property including financing transactions related to these activities. The recognized functions listed in Section 59259 do not reference the acquisition, sale, and transfer of real property.
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 02 Strategic Benefits Starting a non-profit can offer several strategic benefits, especially in terms of enterprise funding. Revenue Generation Flexibility Property & Asset Management Own and develop property Protect assets for long-term growth Engage in business ventures Facilitate public-private partnerships Support for Innovative Programs Investment Proceeds Flexibility Incubate new initiatives Pilot and scale successful projects To benefit SBCCD s mission Not just for capital or retirement Risk Management Operational Independence Focused mission alignment Dedicated Board for agile decision-making Liability shielding Funding stability through diverse streams San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 02 Strategic Benefits Starting a non-profit can offer several strategic benefits, especially in terms of enterprise funding. Acknowledgment of SBVC & CHC Independent Non-profits Become a Development Finance Agency Support existing CCD facilities projects with development finance programs/federal funding Finance new on-campus and community projects (e.g., off-campus housing) Finance projects in other communities to generate revenue for sustainability Assurance that new non-profit will not compete with existing entities Focus on complementary activities and initiatives Enhanced Community Engagement Diversified Funding Sources Broaden community support Manage volunteer programs Employment opportunities Access grants and donations Tax-exempt status for donors San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 03 Potential Challenges Creating a non-profit within a community college district also comes with its own set of challenges. Governance and Management Financial Management Complex governance structure Leadership and staffing challenges Securing initial funding Sustaining revenue streams Coordination and Communication Regulatory Compliance Adhere to non-profit regulations Dual compliance requirements Aligning with college goals Effective stakeholder engagement San Bernardino Community College District
Creating an Enterprise Model | Strategic Benefits & Opportunities of Establishing a Non-Profit | August 2024 03 Potential Challenges Creating a non-profit within a community college district also comes with its own set of challenges. Independence and Control Community Perception and Trust Balancing autonomy and alignment Maintaining sufficient oversight Ensuring positive public perception Building and maintaining trust Legal and Ethical Considerations Resource Allocation Managing competing priorities Avoiding duplication of efforts Managing conflicts of interest Ensuring ethical operations San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 04 Vision for SBCCD Non-Profit To enhance the financial sustainability and operational capabilities of SBCCD by leveraging development finance programs, fostering innovative projects, and generating new revenue streams. The non-profit aims to support existing facilities, expand SBCCD s mission to improve student experiences, and invest in projects both within and beyond the local community, ensuring long-term growth and stability. San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 05 Proposed Governance Integration with SBCCD Leadership Chancellor and Executive Vice Chancellor Ensures alignment with district goals and objectives Five-Member Board Three External Members Ensure independence Unwavering support for SBCCD and its colleges SBCCD Chancellor SBCCD Executive Vice Chancellor Operational Independence Allows for agile decision-making focused on the non-profit's mission External Member 1 External Member 2 External Member 3 San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 06 Successful Models Massachusetts Institute of Technology Harvard University Stanford University Yale University MIT Investment Management Company (MITIMCO) Harvard Management Company (HMC) Stanford Management Company (SMC) Yale Investments Office https://www.hmc.harvard.edu/ https://smc.stanford.edu/ https://mitimco.org/ https://investments.yale.edu/ Manages Harvard's endowment, including significant real estate investments with diversified strategies. Oversees Stanford's endowment and extensive real estate portfolio. Manages MIT's endowment, known for strategic real estate investments, particularly in the Cambridge area. Handles Yale's endowment with notable real estate investments as part of a diversified portfolio. San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 06 Successful Models Princeton University University of Arizona CalPoly Pomona Princeton University Investment Company (PRINCO) University of Arizona Foundation CalPoly Pomona Foundation, Inc. https://princo.princeton.edu/ https://uafoundation.org/ https://foundation.cpp.edu/about.aspx Manages Princeton's endowment, including real estate assets, with a focus on long-term growth. Oversees the university's real estate assets and investments, managing leasing, acquisitions, and surplus property. Supports the university s educational mission through property management, real estate development, and investment in various projects. San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 07 Immediate Steps 07 08 09 10 01 02 03 04 Board of Trustees Strategy Session Initial Legal Review (Complete) Chancellor s Cabinet Review & Feedback (Complete) Development of Legal Documents Creation of Non-Profit Board Finance Committee Review & Feedback BFC Tour of CalPoly Pomona (invitation to all Trustees) Identification of External Directors 05 06 District Budget Advisory Committee Review & Feedback Chancellor s Council Review & Feedback San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 08 Future Action Asset Acquisitions Revenue Bond vs. Traditional Lending Development Finance Agency Evaluate Non-Profit Asset Development Plan Economic Development Entrepreneurship Public Private Partnerships Investment Tools New Market Tax Credits San Bernardino Community College District
Creating an Enterprise Fund Model | Strategic Benefits of Forming a Non-Profit for SBCCD | August 2024 Feedback & Questions Thank you. San Bernardino Community College District
