A six-session discussion guide to help all kinds of people take part in meaningful dialogue to examine gaps among racial and ethnic groups and create institutional and policy change.
The LeaderServe Foundation & Retreat Center is in the early concept stage of development. This introductory presentation is in Draft Format.
Information, ideas, and graphic elements are subject to change without notice.
Jamaica Diaspora Task Force Playbook and Startup GuideKimone Gooden
Jamaica Diaspora Task Force
Playbook & Startup Guide
A Practical guide for launching and managing a
Diaspora Task Force – a successful tool for Diaspora engagement
A six-session discussion guide to help all kinds of people take part in meaningful dialogue to examine gaps among racial and ethnic groups and create institutional and policy change.
The LeaderServe Foundation & Retreat Center is in the early concept stage of development. This introductory presentation is in Draft Format.
Information, ideas, and graphic elements are subject to change without notice.
Jamaica Diaspora Task Force Playbook and Startup GuideKimone Gooden
Jamaica Diaspora Task Force
Playbook & Startup Guide
A Practical guide for launching and managing a
Diaspora Task Force – a successful tool for Diaspora engagement
Building Prosperity for All is for people in rural communities and small towns who are working to move from poverty to prosperity. This resource was designed to benefit communities that participated in dialogue-to-change programs using the guide, Thriving Communities: Working Together to Move From Poverty to Prosperity for All. However, no prior experience with Thriving Communities is necessary to get involved.
This guide provides advice for organizing the conversations, and a guide for the event host and small-group dialogue facilitators to use throughout the discussion sessions.
A Guide for Training Public Dialogue Facilitators is a comprehensive training curriculum. This guide includes advice for creating a training program for both youth and adults, with expanded facilitator training, plus suggestions for ongoing support and evaluation of dialogue facilitators.
Around the world organizations are looking for better ways to engage staff grow positive cultures. Agile looks at the team and individual level, but there is often a disconnect at an organizational level. Organizational democracy is a way to move beyond command and control cultures to more successful workplace relationships.
Come to this session if you are looking for new ideas in agile leadership. This session will challenge you to think beyond traditional fear-based control.
Organizational Democracy can help you deliver value to your company, team and customers. Agile provides a solid foundation, but it's only a part of the equation.
At the centre of Organisational Democracy is freedom-centered leadership. Freedom-centered leadership encompasses the ideals of servant leadership, decentralisation and growing leaders at every level.
We'll explore:
- what it means to be a democratic organization
- why there are now certified democratic organizations in 70 countries world-wide
- the benefits and challenges of being democratic
- how it can support Agile organizations.
Many of the 10 principles of Organizational Democracy align closely with the Agile Values and Principles. I will share how embracing the Agile values and principles in my own organisation led us to become a certified democratic organization.
These are the slides used as the basis for my interactive session at the Rotary International Convention. We had tremendous insights from our participants.
Produce Better Outcomes With Well-Designed Collaborations PresentationRotary International
Leaders are always looking for innovative solutions to optimize skills, teams, and ways of working together. As Rotarians, we must make the most effective use of our volunteers and resources. Using the 10 Essential Steps to Collaboration, you will learn how to design your projects and teams to create an engaging and evolving Rotary community.
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
Presentation to the Association Executive Institute in Vancouver, British Columbia sharing tools, techniques, resources, and thoughts for positively impacting nonprofit associations in North America.
Building Prosperity for All is for people in rural communities and small towns who are working to move from poverty to prosperity. This resource was designed to benefit communities that participated in dialogue-to-change programs using the guide, Thriving Communities: Working Together to Move From Poverty to Prosperity for All. However, no prior experience with Thriving Communities is necessary to get involved.
This guide provides advice for organizing the conversations, and a guide for the event host and small-group dialogue facilitators to use throughout the discussion sessions.
A Guide for Training Public Dialogue Facilitators is a comprehensive training curriculum. This guide includes advice for creating a training program for both youth and adults, with expanded facilitator training, plus suggestions for ongoing support and evaluation of dialogue facilitators.
Around the world organizations are looking for better ways to engage staff grow positive cultures. Agile looks at the team and individual level, but there is often a disconnect at an organizational level. Organizational democracy is a way to move beyond command and control cultures to more successful workplace relationships.
Come to this session if you are looking for new ideas in agile leadership. This session will challenge you to think beyond traditional fear-based control.
Organizational Democracy can help you deliver value to your company, team and customers. Agile provides a solid foundation, but it's only a part of the equation.
At the centre of Organisational Democracy is freedom-centered leadership. Freedom-centered leadership encompasses the ideals of servant leadership, decentralisation and growing leaders at every level.
We'll explore:
- what it means to be a democratic organization
- why there are now certified democratic organizations in 70 countries world-wide
- the benefits and challenges of being democratic
- how it can support Agile organizations.
Many of the 10 principles of Organizational Democracy align closely with the Agile Values and Principles. I will share how embracing the Agile values and principles in my own organisation led us to become a certified democratic organization.
These are the slides used as the basis for my interactive session at the Rotary International Convention. We had tremendous insights from our participants.
Produce Better Outcomes With Well-Designed Collaborations PresentationRotary International
Leaders are always looking for innovative solutions to optimize skills, teams, and ways of working together. As Rotarians, we must make the most effective use of our volunteers and resources. Using the 10 Essential Steps to Collaboration, you will learn how to design your projects and teams to create an engaging and evolving Rotary community.
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
Presentation to the Association Executive Institute in Vancouver, British Columbia sharing tools, techniques, resources, and thoughts for positively impacting nonprofit associations in North America.
In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.
We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:
- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.
Enjoy this Bright Spot presentation from Sana Chehimi of the Prevention Institute, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.
To learn more about this event, please visit:
http://calpact.org/index.php/en/events/leadership-conference
Learn more about CALPACT:
http://calpact.org/
Learn more about the CHL:
http://chl.berkeley.edu/
While an effective board has always been important, it is especially essential in periods of economic turbulence. Board members who offer independent insights from their own experience, and provide access to external resources are critical to management when making decisions key to organizational viability. Building and sustaining a high performance board requires an investment of time, the right leadership and a thoughtful strategy. It is important to align the board’s role and its members’ expectations with the nonprofit’s stage of organizational development. Without proper stewardship, tension can arise when what an organization needs from its board transcends members’ understanding of their role .
Keys to successful community collaboration (1)KristynDavis
Collaborating with your community is more important now than it ever has been before. Get together with your employees and customers virtually to find innovative ways to work and solve issues.
Board members show up excited to serve and wanting to make a difference, but sometimes that changes. Why? It may be lack of knowledge, boring or uninformative board meetings or orientation. OR maybe you have a board culture that doesn’t invite new ideas and questions.
Board meetings and board communication are critical aspects of causing awesome board members. This webinar with nationally renowned Fundraising Culture Changer & Master Storyteller, Lori L. Jacobwith will help you change your board story.
Join Lori to answer some thought provoking questions about the board experience at your organization. Lori will be sharing templates and tools to help you support the newest or even the most savvy board members and make them feel better equipped to serve on your board.
Preparing for the Future: Tools for Early Career Executive Directors/Assistan...nado-web
NADO’s research has shown a trend in executive director retirements within Regional Development Organizations (RDOs), which is not too surprising given the sheer number of baby boomers that are considering retirement in the near future. As today’s executive directors start to plan for their departure from their organization, there is a class of deputy or assistant directors in the wings ready to take on the challenges and opportunities that leading an RDO presents. This presentation by Dr. Monica Scamardo at the 2015 NADO Annual Training Conference will help emerging executive directors (those that have held the position for three years or less as well as those deputies that are gaining the needed experience to run an RDO) identify the characteristics of a strong and successful executive director and help them develop a strategy for assuring they become one in the future.
This is about change. Most of the software companies now call it “becoming agile”. Personally, I think the term “agility” is overused and has lost its true meaning.
Regardless where you want the change to occur: be it on how activity in a submarine is performed (like David Marquet explains in his book “Turn the ship around”), in an online e-commerce company (like Tony Hsieh explains in his book “How to deliver Hapiness”) or in really any company (like John Kotter explains in his book “The heart of change”) there are some steps that are taken to produce change.
What I wanted to do is to go through these steps and give examples both from my experience and from the above mentioned books.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Voluntourism: Understanding and Creating Opportunities - Crooked TrailsTravel Oregon
More and more people are choosing to spend their vacation time volunteering, making the concept of "voluntourism" one of the fastest growing travel trends today.
Trends in Tourism Marketing - Michael GaudioTravel Oregon
From the dramatic rise in mobile-savvy travelers, to the ever-changing social landscape, to the importance of video strategy, to the variety of apps that help visitors travel like a local; it is critical to reach today's tech-savvy traveler now more than ever.
Brand USA Updates and Ways to Partner TogetherTravel Oregon
Discusses partnership opportunities and past successes for Oregon and Brand USA, including a joint project with Visit California to promote the West Coast Wine Trail.
Longwoods International displays key insights and results from their evaluation of the Travel Oregon Fall 2012 and Spring 2013 brand advertising campaigns.
Wine, microbrews, spirits, farm-to-table cuisine, u-pick farm experiences, farm stays and ranch stays; with resources like these at our fingertips, Oregon has tremendous potential to develop into a premier agritourism destination.
Analytics 2.0: Creating Meaningful Insight From Your DataTravel Oregon
From Google Analytics and Facebook Insights, to Smith Travel Research and visitor profiles, we're awash in data. Optimize your marketing campaign and spark visitation by understanding your visitor and gleaning actionable insights from your data.
The metrics of the past don't always make sense in today's changing media landscape. Travel Oregon shares the latest thinking behind their point-based qualitative measurement system for working with bloggers, influencers and traditional media.
Oregon is home to one of the largest and most robust networks of Electric Vehicle (EV) Fast Charging Stations in the United States. Find out how your business or community can better plug in to this growing transportation trend.
We live in a hyper-connected, multi-platform, always-on, world. Information faucets are all going full blast. Grab the attention of your audience by making every word pull its weight.
Bicycle-related tourism contributes $400 million to Oregon's economy. Travel Oregon's statewide Bike Friendly Business program is the first of its kind in the nation, and is geared to help your business reach out to this quickly-growing segment of our tourism economy.
2. THIS MORNING: from 9:00am to 12:00 pm
Teaming up for Success
– Working together to get things done
– Building a team, keeping it going
– Team structure to increase success
– VISION Draft Review, Niche Markets
– Set up your Action Teams
3. THIS AFTERNOON: from 1:00 to 4:00 pm
Fundraising for your Tourism Project(s)
• TO Matching Grant
• Fundraising key Principles & Strategies
• Specific sources of funding for tourism
• Draft fundraising action plan for your Team
5. Complete A …to Z
(10 minutes)
Using objects you have ON
YOU (backpack, purses OK)
at your table.
First group to finish shout!
6. A small number of people
with complementary skills
who are committed to a
common purpose,
performance goals, and
approach for which they are
mutually accountable.
7. “A mutually beneficial and well structured group of
individuals with a common purpose working to
attain results they are more likely to achieve
together, than alone.”
8. A TEAM is the dynamic expression of a
collaborative effort
10. What are some benefits and challenges we
encounter when working in a collaboration?
Why collaborate ….. And when?
11. 8 Myths About Marriage
1. Marriage is always good.
2. We should all get married ….
3. Marriage saves money.
4. The parties in a Marriage shall have equal power.
5. The main reason to Marry is because we get to keep the
gifts.
6. Married people shall have written agreements.
7. In a Marriage a written agreement is a guarantee against
any/all problems.
8. If you try hard enough, you can make any Marriage
work….
12. LOCAL SUCCESSES
(Activity)
1. List the Top 3 successful Local Collaborations in
your community and what made them successful.
2. Report back to the group.
List of Collaborations Reasons for their success
1. 1.
2. 2.
3. 3.
14. • Ideology: often leaves little room for the flexibility
needed
• Leadership: if no one has enough power to bring or
keep the group together …. It may fail.
• Power: we must equally value different powers
• History: historical disagreements make things hard
• Tokenism: funders require teamwork, thus we get
together …..
15. 1. 2 columns listing examples of Challenges in your
community and Better Ways to handle such challenges.
2. Report top 3 back to large group.
CHALLENGES BETTER WAYS
1. 1.
2. 2.
3. 3.
16. 1.The scope of the collaborative project is clearly
defined.
17. 2. Each partner knows how the collaboration will
advance the interests of his/her organization or
business.
.
18. 3. Role and responsibilities have been defined;
mechanisms for communication and joint
accountability are in place.
19. 4. The relationship works: there is structure, trust
and respect among the key players to support the
level of risk and interdependence involved in the
project.
20. • Competing building consensus
• Working alone to including others
• Focusing on short to demanding long-
term results
21. The bigger picture drives the
Collaborative TEAM’s actions. Team
members exists to serve the bigger
picture.
22. Decision making is a deliberate (mental) processes
leading to the selection of one course of action
(opinion) chosen among several alternatives.
24. A Decision-Making Protocol is a key element of
group collaboration
Always agree how to decide … before you start!
25.
26. If you could bring with you just one
thing, what would it be?
What if you could get 2, 3, 4 ….
things?
Prioritize your list of 14 objects
First [ 3 min.] on your own read Individual
Instructions
Then [7 min] Group Instructions with your
group
27. • What helped make a decision?
• What got in the way?
• Was there much conflict?
• Did you reach consensus? If not?
• Could you apply something from today to
those groups in the future?
• What would you do differently?
28. 1. Shaving mirror
2. Two-gallon can of oil-gas mixture
3. Five-gallon can of water
4. One case of U.S. Army MREs
5. Twenty square feet of opaque plastic
6. Two boxes of chocolate bars
7. Fishing kit
8. Fifteen feet of nylon rope
9. …..
29. • Draft Community Vision Statement (15 years)
– GROUP WORK: Input from Teams
– Changes, additions
• Community Vision Statement finalized
30. During the first week together we have come up with
a Vision:
“The communities in South Lincoln County have
been able to leverage their human capacity and
build the critical tourism and economic
infrastructure.
This sustained focus and effort over nearly 20 years
has created an integrated region, where important
functions and services are shared between the
communities. ………”
31. Community / Social Aspects
• Sustainable jobs & businesses, One single Chamber,
Health services increased, ……..
Economic / Tourism Aspects
• Natural resources have been preserved, Activities are
nature-based and diverse, Businesses are historically and
culturally based ….
Environmental Aspects
• Today’s setting today is preserved and pristine, USFS is
an active partner, towns & business districts are
connected, we involve and educate the tourists …
32. HEADLINE NEWS !!
2015 - Waldport and Yachats Chambers of
Commerce Merge & announce the opening of the
Spruce Interpretive Trail …
2020 - Driftwood sculpture festival draws
international chefs …
2030 - South Lincoln County Convention Center
breaks ground …
33. We are now going to operate under the
assumption that, from this point forth, TEAMS
(and not individuals) are going to be the unit of
ORTS in South Lincoln County.
34. • Review – what we have learned so far (Action
Team Structures).
• Act – divide in ACTION TEAMS to identify
the next steps necessary to accomplish short and
long term project goals.
• Select – the most practical / beneficial /
doable projects toward which we feel should
move.
35. Team A – TRAILS Group (Market Regional Trails /Mt
Bike Trail Developments) [Convener - Lauralee Svensgaurd]
Team B – Host Adventure Race [Convener – Susan
Woodruff]
Team C – Regional Marketing Increase Connectivity
Signage [Convener – Andrea Scharf & Susan Woodruff]
Team D – Regional “We Speak” Program [Convener –
Bev Wilson]
Team E – Develop Guided Experience
36. Act – self-select the ACTION TEAM you would
like to participate in.
Action Team will then identify:
1. List of 4-5 Projects: some will be Short Term
some Medium Term Projects (a list of 4-5)
2. Prioritize the list and select first project
3. Develop Strategies, Actions and roles necessary
to accomplish short and long term goals.
37. Selected Projects should be:
• practical
• beneficial
• doable
• almost shovel ready (achievable in the next year
Short Term or Medium Term 2-5 years)
• able to generate community “buy in”
• consider connectivity
• …….
38. Select – the most practical / beneficial / doable
Tourism Project(s) which your Team feels should
tackle as first priority. [15 minutes]
39. Team Name: _______________________________
Team Goal / Purpose: ____________________________
Strategy: 1._____________________________________
2._____________________________________
3._____________________________________
Action Steps:
A._____________________________________
B._____________________________________
C._____________________________________
Action Team Members ___________ Roles ___________
40. Team Name: _______________________________
Project: ________________________________________
Strategy: 1._____________________________________
2._____________________________________
3._____________________________________
Action Steps:
A._____________________________________
B._____________________________________
C._____________________________________
Action Team Members ___________ Roles ___________
41.
42. $10,000 available of a Matching Grant offered by
Travel Oregon to your community to develop 1-3
Tourism Project(s).
“ For projects that contribute to the development
and improvement of local economies and
communities throughout the state by means of the
enhancement, expansion and promotion of the
visitor industry.”
43.
44. Fundraising is the gentle art of teaching the joy of
giving.
We should never forget that no Fundraising effort
ever succeeds unless one person asks another person
for money.
45. Fundraising make us a sort of
“Financial prospectors”
• What are we seeking
• Where to look
• How to extract (tools, time, efforts)
• …. After we find it …. How do we take
it to market
46. “Whether is called development, advancement,
attracting philanthropic resources, cultivating
voluntary support, or friend raising, the key to
fundraising success is relationship building”
S. Nudd -1991
47. INGREDIENTS:
RIGHT Cause (perceived need)
RIGHT People (staff and volunteers)
RIGHT Structure
RIGHT Amount (research)
PREPARATION:
RIGHT Way (how)
RIGHT Time (when)
RIGHT Presentation (Marketing)
48. If you want money, you have to ask for it.
Donors are not ATMs; Thank before ( and after)
you bank.
Most money comes from people and most of
those people are not rich.
Donors have the right to say No.
[FROM Kim Klein]
52. International Environment
Arts, culture, affairs and animals
and Foundations Unallocated
$13.22 $6.96 $27.73
humanities 4.3% 2.3% giving
Public- $13.67 9.1% $23.67
society 4.5% 7.7%
benefit
$22.65
7.4%
Religion
Health $102.32
$23.15 33.4%
7.6%
Human
services
$29.64 Education
9.7% $43.32
14.1%
Source: Giving USA Foundation / Giving USA 2008
53. • Timing
• Mission
• Priorities
• Passion
Find the “giving” criteria and ….
You’ve found the key!
54. Carwash = $$ now
Corporate Donation = $$ 1 - 6 months
Grants = 1 - 12 months
Government Proposal = $$ 1 - 3 years
55. Others will invest in
communities that invest in
themselves.
Tie in with other
initiatives…not many
grants for “tourism.”
56. “ Tourism product is any place (or project) in a
community where a cash register rings because a
visitor from out-of-town has brought in money ”
Gail Trussel Univ. of Missouri
57. • Tourism Development is a form of Economic
Development
• Economic developers often refer to themselves as
product developers
• Tourism development and tourism promotion
are the same things for promotion is an element of
marketing.
• Tourism developers are marketers
58. • Entrepreneurs (and not corporate executives) are
more likely to be involved in tourism-related
product development
• Entrepreneurs are also more likely to be
unfamiliar with the nuances of the economic
development process
• Often first-time entrepreneurs and those
opening new markets are high-risk prospects.
59. To support these new high-risks Tourism
Development our Communities must
provide an effective structure to connect
and encourage the first initial steps and to
assist and foster them in the medium long
term.
This is the ultimate goal of RTS …
60.
61. • Travel Oregon Oregon Tourism Commission Yearly
Matching grant Program
• Oregon State Parks & Recreation
• Oregon Department of Fish & Wildlife
• Conservation Strategy Implementation Grants
• Oregon Department of Transportation Scenic
Byways
• U.S. Federal Grants information
• What about your County?
62. • Cycle Oregon (administered by OCF)
• Bikes Belong Coalition
• International Mountain Bicycling Association
/USAC
• Oregon Pedestrian and Bicycle Grant Program
• OR Bike Manufacturers …..??
• TFFF – The Ford Family Foundation
• DMV ??
• ……
63. • Oregon Department of Agriculture
• Natural Resources Conservation Service (NRCS) -
Conservation Innovation Grants (CIG)
• USDA – Community Development Resources - Value-
Added Producer Grant (VAPG)
• USDA Rural Development
• John Deere Foundation The John Deere Foundation has doubled
its annual giving over the past three years and anticipates awarding grants and
gifts totaling $12 million
• More …..
64. • Oregon Cultural Trust
• Oregon Arts Commission
• Travel Oregon Oregon Tourism Commission
Yearly Matching grant Program
• Tourism Cares – Worldwide Grant Program
• Oregon Community Foundation
• More…
65.
66. In Your Teams
STEPS:
1) Choose project (if more than one)
2) Brainstorm Assets
3) Create Expense Budget
4) Create Income Budget and Income Strategies
5) Create action plan for each strategy.
67. In your Action Team:
• Define your top priority project (s) ( if you have
more than one)
• Brainstorm and list your project/team assets using
Worksheet 1
68. Unique strengths your Team has to raise money:
• physical assets (a building in a great location)
• skills (a volunteer who is a great cook, grant
writing experience )
• relationships (a board member who seems to
know absolutely everyone in town)
• a compelling mission (teaching disadvantaged
youth to train guide-dogs for the blind)
•Others?
69. Using Worksheet 1 (5 min):
1. Brainstorm your Project/Team Assets
2. Choose 5 most valuable Assets
3. Share with the whole group
70. On a Flip Chart, brainstorm all the costs associated
with your project [use Worksheet 2 (bottom half)
to create an expense budget]:
• Construction?
• Marketing?
• Printing?
• Raw Materials?
• Permits?
72. Income Cash In-Kind Total
Grants $5,000 $5,000
Sponsors $1,100 $1,100
Fundraising $2,000 $2,000
In-Kind Labor $3,500 $3,500
Total Income $7,000 $4,600 $11,600
Expenses Cash In-Kind Total
Tree Planting $1,500 $1,200 $2,700
Fencing $2,500 $2,800 $5,300
Brick Wall $3,000 $600 $3,600
Total Expenses $7,000 $4,600 $11,600
73. On a flip chart:
1. Brainstorm a list of fundraising strategies /
income sources
• Hint: look back at your assets!!!
• Don’t forget about TO Matching Grant!
• In-Kind and Cash
2. Rank Strategies: Screen and prioritize top 5
strategies. Determine which strategies best match
budget your project needs.
3. Use Worksheet 3.
74. Use Worksheet 2 (Top Half) to Create
Income Budget
Does your income match your expenses?
75. Income Cash In-Kind Total
Grants $5,000 $5,000
Sponsors $1,100 $1,100
Fundraising $2,000 $2,000
In-Kind Labor $3,500 $3,500
Total Income $7,000 $4,600 $11,600
Expenses Cash In-Kind Total
Tree Planting $1,500 $1,200 $2,700
Fencing $2,500 $2,800 $5,300
Brick Wall $3,000 $600 $3,600
Total Expenses $7,000 $4,600 $11,600
76. 1. Use Worksheet 4 to develop a plan for action for
each Fundraising strategy your Action Team has
idnetified (additional copies available).
2.
77. Donors don't give to institutions. They invest in
ideas and people in whom they believe.
- G.T. Smith
In good times and bad, we know that people give
because you meet needs, not because you have
needs.
- Kay Grace
78. Thank you and Good Luck!
Dr. Maurizio Valerio
Regional Program Coordinator
Rural Development Initiatives
541-519-3902
mvalerio@rdiinc.org
...builds leadership networks and
rural communities
79. 1. Events: current, historic or cultural
2. Locations: man-made and natural environments
3. Properties: sites and facilities
4. Materials: guides, books, maps (fulfillment
pieces and promotional give-away)
5. Operations: controlled functions and activities
that attract and/or accommodate people
80. Experience
Creators
Tourism
Development
Steering
Plan
committee
Marketing