2026-2028 Strategic Plan

In early 2026, the Rancho Cucamonga Community & Arts Foundation Board of Directors met for their annual retreat and strategic planning session, and determined the following as their Goals and Priorities for the next two fiscal years (2026-2027 & 2027-2028). The Board established the following areas of importance in developing a two-year strategic plan to “enrich our community by supporting, expanding and advancing arts and cultural opportunities.” 

EXPAND BOARD & STAFF STRUCTURE

• Seek and vote in 3-5 new board members to facilitate greater participation in program committees and an expanded professional network.

• Strengthen and fortify RCCAAF’s administrative and operational staffing to ensure the Foundation’s sound future by sharing and balancing responsibilities within a team structure led by the Executive Director.

• Maintain staffing structure with defined roles & responsibilities for:
  • Executive Director
  • Finance Management/Admin Support
  • Program Coordination
  • Marketing Services    

EXPAND NETWORK OF DONORS & COMMUNITY GIVING

• In addition to maintaining the quality of the existing high-yield fundraising event (Golf Tournament), work to establish additional fundraising opportunities and events which include:
  • Smaller, board-member driven events (Superbowl, Paint-Night, Restaurant Night, etc.)
  • Invitational, celebratory functions (Gala, Jazz Night, Wine Tasting, Benefit Concert, etc.)

• Utilize Chamber of Commerce membership to expand professional network, increase visibility of the Foundation and generate new interest in fundraising experiences.
  • Once a Community Arts Space is secured, collaborate with the Chamber of Commerce to host mixers/events.

• Seek new Grant writing opportunities to increase funding for programming.  
  • Explore options for utilizing Arts Festival and Community Showcase as a conduit for Community Arts Support.
  • Explore possibilities for Grants which allow subgranting for Community Art Sponsorships and Lewis Family Playhouse Sponsorship.

EXPAND COMMUNITY PRESENCE

• Establish Outreach Roles within the board to establish connections and provide communication and information to local stakeholder groups, such as schools, businesses, the chamber, the City, and non-profits.

The board members will contact and coordinate with:

– Local schools or school districts to provide awareness of Foundation programs for school participation or funding
– The RC Chamber of Commerce, or other local business to provide information and seek business support
– The City, and the City’s Public Art Committee by maintaining a role on Committee, and to share information
and resources between our two entities
– Local organizations who may provide volunteer support or other resources

MANAGE FINANCIAL RESOURCES TO MAXIMIZE ARTS SUPPORT

• Evaluate expectations of fundraising, donor, grant, and investment income annually to maximize arts giving & support with the goal to increase giving by a minimum of 10% each year
  
  • The Foundation will determine funding amounts during the Spring budgeting process for:
    • Community Arts Grants
    • School Sponsorship Support
    • Cultural Center / Lewis Family Playhouse Support
    • Student Scholarships
    • Community Arts Festival
    • Discretionary Support (or other program support)

SEARCH FOR AND OPEN A COMMUNITY ARTS CENTER SPACE

• Seek opportunities for leasing options within the city for the potential to establish a local arts space for the community. 

As it has been an ongoing struggle for arts groups to emerge from within the community to create a larger (or any) existence, start a new arts event, program, or group, find adequate or available space for performance or rehearsal, secure a reliable space for classes and exhibits, or provide any arts experience in an affordable, accessible space, the Foundation has recognized this as an essential need for our community should we want to see the arts grow. Therefore, we will endeavor to locate and secure a space specifically for the arts, with the following considerations:

• Secure collaborative use Partnerships with local arts organizations which will ensure the continued funding and use of the Arts Center.

• Explore the possibility of contracting or hiring an Arts Center operator to maintain the facilities equipment and handle booking the space.

• Initiate Capital Funds Campaign to raise funds to cover costs associated with opening the Arts Center, including build-out construction, equipment and technology.

The above goals and priorities were thoroughly discussed, evaluated, and agreed upon by the board members present at the January 18 Strategic Planning Board Meeting to provide clear direction and future stability for the Foundation for the upcoming two years, at which time the plan will be reevaluated and a new plan created.

Draft written and submitted for review by Bethany Encina, Executive Director, on May 5, 2026.