The Sacramento Food Policy Council By-Laws

A.

B.

Introduction
1.

Preamble - These by-laws are modeled after the Collective Impact Model,
a collaborative approach that provides a framework for success for
organizations seeking to impact large-scale social change. The five
components of the collective impact that provide the skeleton around
which these bylaws are built are Common Agenda, Continuous
Communication, Mutually Reinforcing Activities, Shared
Measurement System, and Backbone Support.

2.

Throughout these by-laws the Council should be understood to refer to

the Sacramento Food Policy Council as a whole, while the Board refers
to the Executive Board described in SECTION F Strong Backbone.

Common agenda
1.

The agenda common to all that choose to participate in the Council is the
execution of our mission in a way that achieves our vision while adhering
to our mutually agreed-upon values.

2.

The mission of the Sacramento Food Policy Council is to propel collective

action toward an equitable and sustainable food system by building
alignment, advancing policies, and convening advocates, policymakers,
and organizations around a shared agenda.

3.

The visions of the organization are as follows:

a. Environmental Vision: An equitable, ecologically sound food and
farming system in Sacramento County.
b. Organizational Vision: A community where all voices are engaged in
and respected in the processes, programs, and policymaking that
shapes the food system in Sacramento County.

4.

The values of the organization are aligned intentionally with the values of
the California Food Policy Council, of which the Council is a member.

5.

To ensure that the agenda remains common to all participants, the

Council will annually acknowledge and reaffirm its commitment to this
agenda through a vote at a full meeting.
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6.

The Executive Board and Working Groups are encouraged to develop

common agendas to support the work of the larger Council. To
coordinate these agendas, a Steering Committee will meet as needed.

7.

The Steering Committee is empowered to take policy positions on behalf

of the Council on state and federal legislation and rulemaking. Likewise,
the Steering Committee may take positions on local

7.

Participation
a. As a way to keep the agenda of the Council shared by all participants,
the Council recognizes the importance of demonstrated commitment
to participation as a requirement for decisionmaking authority.
b. To vote as part of the Council, an organization or individual acting on
its behalf may vote only after attending three Council or Working
Group meetings.
c. An organization may only vote once on a given decision. Where one
organization has more than one participant or representative at a
Council meeting, those individuals will decide between them who
votes on behalf on the organization.
d. Membership may be conditionally granted, revoked, or suspended by
a 2/3 vote of the Council present.
e. All decisions of the Council shall be made by majority vote of those
members in attendance of a meeting of the Council, unless otherwise
noted in these Bylaws.
f. Quorum for an Executive Board meeting shall be a simple majority of
the Board.
g. Quorum for a Council meeting shall be the lesser of either
a. 10 members, or;
b. A majority of voting members of the Council.

C.

Continuous communication
1.

The Council recognizes that effective communication is an integral part of

any well-functioning, equitable, collaborative group.

2.

All members of the Council, but particularly its Board and Working Group
Leaders, commit to effectively communicating agendas, items for
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discussion or action, urgent matters, financial information, or any other

work product in a timely manner to interested participants or the rest of
the group. Specific Communication Standards are outlined below:
a. Working Group Leaders will commit to the following
communication standards:
1. Leading the Working Group through a process that
explores and defines the mutual interest of the attendees,
opportunities for impact, as well as goals to help move
toward that impact. Administrative, experiential and
financial support for this facilitation is available through
the Executive Committee.
2. Participating in Steering Committee meetings to update,
collaborate, and ask questions of other working groups
and the Executive Committee.
3. Conducting monthly meetings of the working group.
Groups may choose to meet at during the breakout time at
the Councils Quarterly Meeting.
4. Being responsible for any facilitation of smaller working
group activities, meetings, or events.
5. Coordinating the programming for one of the four
quarterly general meetings.
6. Taking attendance for Working Group meetings and
activities and reporting to the Secretary.
3.

D.

The Executive Board of the Council shall maintain a communications

board, email list, and online presence in order to keep participants, the
public, the media, and elected officials apprised of the activities and
positions of the Council.

Mutually reinforcing activities

1.

Subject Areas The activities of the Council shall be carried out primarily
through its Working Groups. The subjects of their work are to be
determined and reexamined every year to coordinate with the Common
Agenda collaboration described above.

2.

Impact The activities of the Council seek to affect change in the

following areas.

Policy: policy, ordinances, regulations, rulemaking, State, local, and

Federal.

Systems: training, inventories, connecting, survey, process, changes in

programs, change in procedures, personnel changes, resource
allocations, connecting people together.

Environment: physical observable changes in built, economic, social

environment. Educational material

3.

Working group activities can be primarily aimed at any of the three of

these areas. However, as our name reflects, we believe that the highest
and best use of the platform we are creating is affecting change at the
policy level. Where activities are not explicitly directed at Policy change,
Working Groups, with support from the Executive Board, should use the
opportunity to determine what Policy changes could help alleviate
barriers they encounter, keep the problem they seek to solve from
happening again, or to secure the gains their activity seeks.

4.

Because Policy change is at the heart of what we do, participants

recognize the importance of using our collective voice to support and
oppose legislation, ordinances, and local policies that impact our mission.
a. Agency and organizational members of the Council are encouraged to
review their own internal policies for taking positions on state, federal,
and local policy.
b. When agency and organizational partners feel that a position creates a
conflict or that participating in a decision would be inappropriate, Council
members are encouraged to abstain from a decision on the topic.

E.

Shared measurement system. Measuring results ensures efforts remain aligned,

adjustments are made to improve activities, and participants are accountable to
their role. Using a shared measurement system allows for effective reflection
across working groups, practice areas, and activities.
1.

The measurement system used by the Council is Participation. The

Executive Board and Working Groups will track participation in meetings,
event attendance, and message board activity. This is not just for the
sake of grant reporting, but instead to understand the efficacy of the
activity measured.
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2.

F.

The Shared Measurement System can be reevaluated or added to by a

vote of the Council.

Backbone support. Requires a separate organization and staff with a very specific
set of skills to serve as the backbone for the entire initiative; without supporting
infrastructure (e.g. funding), collaboration frequently fails.
1.

Executive Board
a. All powers not inconsistent with state law or the governing
documents of the CFPC shall be vested in the general membership,
assembled as the Council.
b. The Council shall elect officers to further the interests and functions
of the Council, and these officers shall comprise the Council's
Executive Board.
c. The Executive Board is the governing body of the Council between
Council meetings and is empowered by the Council to make only
decisions consistent with these Bylaws, the Mission of the Council, or
State and Federal law. The Board shall be subordinate to the Council,
and all actions of the Board are subject to reversal by the Council
without notice at the next immediate meeting of the Council.
d. The Executive Board is comprised of the President, Vice President,
Secretary, and Treasurer.

2.

Leadership Job Descriptions

a.

The President of the Council:

1. Presides over and calls meetings of the Council and Executive
Board;
2. Serves as the official representative of the Council to the
public, media, and other organizations;
3. Calls meetings of the Council or Board;
4. Makes appropriate appointments to all Committees and
establish appropriate Working Groups, with the advice and
consent of the Executive Board.

b.

The Vice President of the Council:

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1. Serves as Vice Chair of the Executive Board and to act as

President during the absence of the President;
2. Assumes the office of president upon the resignation or
removal of the sitting President;
3. Communicates with and orients new and prospective
members of the Council;
4. Perform such other duties as are delegated to him/her by
these Bylaws or the President.
c.

The Secretary of the Council:

1. Maintains all books and records of this Council.
2. Prepares and logs the minutes of all meetings of the general
membership and meetings of the Executive Board and
distribute to each member of the Executive Board a copy of
the minutes following a meeting.
3. Post notices of all general and special meetings of the Council
stating, at a minimum, the time, date and location of the
meetings; as well as any special items that are to be brought
before the membership.
4. Distribute, collect, and tabulate all ballots, and record the
results of all voting and elections concerning this Council.
5. Maintain the website of the Council.
6. Maintain the Membership List of Council participants.
7. Perform other duties as assigned by the President and
Executive Board.

d.

The Treasurer of the Council:

1. Collect and receive all Council income including dues,
donations, grants or otherwise;
2. Maintain the books of accounts and forward records of the
Council;
3. Assure that all monies are properly accounted for and
receipted, and such monies except for petty cash, shall be
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maintained in banks or other financial institutions as the

Executive Board may designate.
4. Pay all orders, charges, and expenses of the Council as
directed by the Executive Board.
5. Prepare a financial report for each meeting of the Executive
Board and each general membership meeting. The financial
report shall contain no less than a reporting of cash assets,
depository of cash assets, income received, source of income
received, sources of income, and the nature and extent of
disbursement since the last financial report.
6. Insure that all accounts are properly designated and that there
shall be no commingling of personal or non-Council assets
with the assets of the Council
3.

Administrative Support - The Council shall be authorized to seek another

organization to serve as the Council's "Financial Sponsor," and to manage
the Council's finances, as authorized, in lieu of, or until the Council
deems necessary, formal incorporation with the Secretary of State. The
Council may also authorize the use of Council funds to procure the
services of a professional Treasurer for the management of the Council's
finances.

4.

These Bylaws may be amended or repealed by a simple majority vote of

the eligible membership, or by a simple majority vote of those members
present and voting. Notice of the proposed amendments, modification,
changes or repeal must be made available to each member of the Council
at least 15 days prior to the balloting.