Todd foundation aigm presentation lightening the loadKatefnz
Kate Frykberg from the Todd Foundation gave a presentation about measuring and reducing the time and cost burden placed on grantee organizations through funding processes. She discussed common funder practices like robust application processes and accountability measures that can have unintended consequences like high time costs. The Todd Foundation measured these "funding burdens" and found ways to reduce them, such as providing multi-year funding. Frykberg urged funders to consider how their practices may hinder community organizations and seek the right balance between open funding and reasonable application burdens.
Maximising social harvest through managing funding burden pdfKatefnz
This document summarizes a presentation about managing funding burden for grant applicants and recipients. It defines funding burden as the time and costs spent applying for and reporting on grants. The presentation discusses grantee experiences with excessive funding burden, including long application processes and reporting requirements. It also describes one funder's inquiry into funding burden through analyzing application processes and feedback. The presentation concludes by providing practical suggestions for funders to reduce funding burden on applicants and grantees, such as streamlining applications, being clear on requirements, and coordinating reporting across multiple funders. The overall goal is to maximize social impact by managing funding processes efficiently.
Waikato philanthropy series workshop 3 finalKatefnz
The document summarizes a workshop for funders on more effective philanthropy. It discusses the need for funders to better understand communities by visiting grantees and communities. It also addresses selecting funding through less restrictive grants, multi-year funding, and proportional application processes. The workshop explores understanding impact through conversations on accountability and collaborating to assess long-term impact. Finally, it discusses building relationships through long-term trust-based funding, collective impact, and collaborations between funders. The goal is for funders to hear perspectives on improving how they understand communities, structure funding, and work with grantees and each other.
Chuck Longfield is worried about the future of fundraising because acquisition costs have increased while donor retention has decreased from 33% to 27% over the past 10 years. Specifically, 75% of newly acquired donors leave within the first year. While the number of new donors decreased 20% from 2003 to 2007, the average donation amount rose 23%. Most nonprofits prioritize acquisition goals over retention goals despite retention costing five times less. This overemphasis on acquisition risks losing loyal donors over time and lowers net profits for nonprofits. To improve retention, nonprofits should invest in existing donors by learning their passions and building relationships with the most promising donors.
Collective impact presentation by kate frykbergKatefnz
Collective Impact is a structured approach to collaboration that involves multiple organizations from different sectors working together toward a common agenda to solve a specific social problem. It requires a backbone organization to convene partners and coordinate activities, as well as a shared measurement system. Examples provided include reducing juvenile justice custody in New York by 45% and getting 88 signatories to an education accord in Auckland. While promising, Collective Impact challenges traditional power hierarchies and funding models and requires trust, cooperation, and breaking down silos between organizations. A community-led approach and starting with small collaborative projects can help address these challenges.
To demonstrate the benefits of custodial based Individual Budget advisors providing brokerage and advice to offenders aged between 18-25, returning to North Tyneside.
This document discusses finding grant money for EMS services. It outlines the grant process, which includes identifying needs, focusing on priority areas like education and safety, preparing required documents like an agency profile and budget, finding prospective grants from government, private, or corporate sources, preparing and submitting a proposal, accepting or declining the award, carrying out the project, and filing reports. It provides tips for each step, such as completing a needs assessment through surveys and committees, focusing the proposal on impact areas, and identifying the pros and cons of different grant sources. Overall, the document provides guidance to EMS agencies on navigating the entire grant seeking process.
The document discusses key trends and considerations for social enterprises, including resilience, partnerships and collaboration, efficiency, the political climate, skills and jobs, technology, niche opportunities, and funding. It emphasizes the importance of mission in guiding planning and decision-making for social enterprises. Partnerships are also discussed, with a continuum presented from basic cooperation to full collaboration and mergers, along with factors to consider for partnership purpose, structure, and complexity. Funding types for social enterprises are listed, and matrices presented for considering mission versus money opportunities under normal and recessionary economic conditions.
Todd foundation aigm presentation lightening the loadKatefnz
Kate Frykberg from the Todd Foundation gave a presentation about measuring and reducing the time and cost burden placed on grantee organizations through funding processes. She discussed common funder practices like robust application processes and accountability measures that can have unintended consequences like high time costs. The Todd Foundation measured these "funding burdens" and found ways to reduce them, such as providing multi-year funding. Frykberg urged funders to consider how their practices may hinder community organizations and seek the right balance between open funding and reasonable application burdens.
Maximising social harvest through managing funding burden pdfKatefnz
This document summarizes a presentation about managing funding burden for grant applicants and recipients. It defines funding burden as the time and costs spent applying for and reporting on grants. The presentation discusses grantee experiences with excessive funding burden, including long application processes and reporting requirements. It also describes one funder's inquiry into funding burden through analyzing application processes and feedback. The presentation concludes by providing practical suggestions for funders to reduce funding burden on applicants and grantees, such as streamlining applications, being clear on requirements, and coordinating reporting across multiple funders. The overall goal is to maximize social impact by managing funding processes efficiently.
Waikato philanthropy series workshop 3 finalKatefnz
The document summarizes a workshop for funders on more effective philanthropy. It discusses the need for funders to better understand communities by visiting grantees and communities. It also addresses selecting funding through less restrictive grants, multi-year funding, and proportional application processes. The workshop explores understanding impact through conversations on accountability and collaborating to assess long-term impact. Finally, it discusses building relationships through long-term trust-based funding, collective impact, and collaborations between funders. The goal is for funders to hear perspectives on improving how they understand communities, structure funding, and work with grantees and each other.
Chuck Longfield is worried about the future of fundraising because acquisition costs have increased while donor retention has decreased from 33% to 27% over the past 10 years. Specifically, 75% of newly acquired donors leave within the first year. While the number of new donors decreased 20% from 2003 to 2007, the average donation amount rose 23%. Most nonprofits prioritize acquisition goals over retention goals despite retention costing five times less. This overemphasis on acquisition risks losing loyal donors over time and lowers net profits for nonprofits. To improve retention, nonprofits should invest in existing donors by learning their passions and building relationships with the most promising donors.
Collective impact presentation by kate frykbergKatefnz
Collective Impact is a structured approach to collaboration that involves multiple organizations from different sectors working together toward a common agenda to solve a specific social problem. It requires a backbone organization to convene partners and coordinate activities, as well as a shared measurement system. Examples provided include reducing juvenile justice custody in New York by 45% and getting 88 signatories to an education accord in Auckland. While promising, Collective Impact challenges traditional power hierarchies and funding models and requires trust, cooperation, and breaking down silos between organizations. A community-led approach and starting with small collaborative projects can help address these challenges.
To demonstrate the benefits of custodial based Individual Budget advisors providing brokerage and advice to offenders aged between 18-25, returning to North Tyneside.
This document discusses finding grant money for EMS services. It outlines the grant process, which includes identifying needs, focusing on priority areas like education and safety, preparing required documents like an agency profile and budget, finding prospective grants from government, private, or corporate sources, preparing and submitting a proposal, accepting or declining the award, carrying out the project, and filing reports. It provides tips for each step, such as completing a needs assessment through surveys and committees, focusing the proposal on impact areas, and identifying the pros and cons of different grant sources. Overall, the document provides guidance to EMS agencies on navigating the entire grant seeking process.
The document discusses key trends and considerations for social enterprises, including resilience, partnerships and collaboration, efficiency, the political climate, skills and jobs, technology, niche opportunities, and funding. It emphasizes the importance of mission in guiding planning and decision-making for social enterprises. Partnerships are also discussed, with a continuum presented from basic cooperation to full collaboration and mergers, along with factors to consider for partnership purpose, structure, and complexity. Funding types for social enterprises are listed, and matrices presented for considering mission versus money opportunities under normal and recessionary economic conditions.
Nonprofit Turn-Arounds: The Road to Recovery When Your Organization Is in the...Bloomerang
http://bloomerang.co/resources/webinars/
Rebecca Davis, PhD, CFRE will give an overview of the turn-around process for nonprofits, discussing the dual bottom-line for nonprofits, the challenges of re-engaging community stakeholders, and the difficult road to recovery when your organization has been in the red.
The STARS Foundation provides unrestricted funding and consultancy support to local NGOs working on children's issues in developing countries. Of organizations applying to STARS' funding programs, 52% had no unrestricted funding at all and over 66% cited funding practices as a major challenge. STARS aims to scale up its funding programs to support 125 organizations helping 2 million children annually by 2020. It takes a partnership approach focused on empowering organizations through flexible funding and capacity building support.
Term gifts allow donors to make one-time donations that are used in their entirety for global grant projects. A minimum donation of $30,000 covers the district matching funds portion and allows a club or district to develop a global grant. Donations are tracked individually and donors receive reports on the grants funded. Term gifts are a way for individuals and organizations to directly support global grant projects in areas like water, education, health, and economic development.
This document summarizes the work of a large UK community grant maker charity that has invested £297 million in 42,000 charities over 25 years. It discusses the types of charities and projects it funds, which focus on lasting changes that help disadvantaged people. It also outlines the support it provides applicants and grantees, such as guidance on demonstrating impact, fundraising assistance, and promoting grantees' work. A survey of over 650 past grantees found that most are pursuing additional funding sources and cutting costs, and need support with core costs, fundraising, and business planning.
The document discusses strategies for a successful annual fund for Catholic high schools. It recommends establishing an annual fund as the cornerstone of fundraising, with the goals of covering the average $2,100 per student funding gap. Key strategies include direct marketing campaigns, personal solicitation of top donors, and a "parent partnership" program to explain the funding needs to all parents and ask for support. Goals for donor rates, costs, and participation should be set to guide the annual fund efforts.
The document provides an overview of fundraising strategies and sources of philanthropy. It discusses analyzing an organization's current revenue mix and aligning fundraising with its mission. The document also covers the donor pyramid, cultivation strategies, and comparative costs and returns of different fundraising methods. It suggests dividing fundraising efforts using various frameworks and determining the best staffing choice based on an action plan.
Annual Giving Campaign: Acquiring, Renewing, and Upgrading DonorsChris LeBrun, CFRE
This presentation looks at the basics of an annual giving fundraising campaign, specifically how to acquire new donors, retain them year to year, and increase their annual giving.
I gave this presentation on September 10, 2008 at the Detroit Fundraising Summit (Wayne State University), sponsored by Center for Non-Profit Success.
The document provides an overview for a Sigma Kappa Foundation trustee orientation. It discusses the foundation's mission to support Sigma Kappa members through educational programming and philanthropic endeavors. It outlines the organizational structure, board expectations, strategic plan goals, and ways the foundation communicates and fundraises to support its mission.
The document discusses the impact of the Great Recession on non-profits based on a survey of 363 non-profits. It found that 80% reported severe fiscal stress, with declining revenues across all funding sources. Costs also increased while endowments decreased in value. However, non-profits showed resilience through strategies like long-term planning, fundraising, and protecting services. While challenges remain, effective management positions non-profits to weather difficult economic periods.
A presentation given at one of the National Youth Agency's regional events on the Governments new ten yearyouth strategy, called "Aiming High".
For more information visit www.nya.org.uk/tenyearstrategy
A presentation given at one of the National Youth Agency's regional events on the Governments new ten yearyouth strategy, called "Aiming High".
For more information visit www.nya.org.uk/tenyearstrategy
The document discusses the Irish Heart Foundation's experience with major gifts fundraising. It notes that historically IHF received few major gifts, defined as donations over €10,000, and had no formal major gifts program. In 2009, IHF received an unsolicited major gift and has since implemented stewardship activities. Going forward, IHF aims to dedicate 15% of a staff member's time to developing a major gifts strategy, including prospect research and segmentation, to help increase major gifts to 15% of donations by 2015. Major gifts fundraising requires both identifying prospective donors through research, and skill in asking donors for gifts.
Imagine Greater Tucson is a community-based collaborative effort to create a common vision and action plan for the Tucson region. The purpose is to make the community a vibrant place to live, work, learn and play for current and future generations. The process involves collecting values from over 3,000 community members through surveys and conversations. Alternative future scenarios will then be created and assessed to identify a preferred future and develop strategies and actions to achieve that vision. The effort is funded through grants, donations and in-kind support from across the community, with a goal of raising $1.2 million.
The document discusses how nonprofit organizations can grow community support and funding through collaborative philanthropy and empowering supporters to share their mission stories. It provides examples of how organizations like SolarAid and Pump Aid have successfully involved supporters to spread their mission stories through meaningful engagement and impact. The Funding Network model of live crowdfunding is also summarized, which allows donors of all levels to pool donations for innovative social change projects selected through a nomination and review process.
The United Way Youth Empowerment Committee held its annual general meeting to discuss current membership, summer planning activities, and strategic planning. The committee has 14 members from Sault College and Algoma University. United Way is committed to strengthening the committee by including youth as a priority in its budget and providing opportunities for youth involvement and leadership development. The committee faces challenges engaging and retaining youth members and gaining community support for its activities, such as an Ontario Youth Challenge car wash event held at seven local high schools to support a chosen charity.
A presentation given at one of the National Youth Agency's regional events on the Governments new ten yearyouth strategy, called "Aiming High".
For more information visit www.nya.org.uk/tenyearstrategy
Did you know your service work is also valuable professional experience? Learn how to identify, convey and leverage your experience to help you bridge the gap from college to career. This session will offer tips for identifying and conveying your unique skills to employers through your application and in interviews. Also included is how to leverage those opportunities you secure through tools like informational interviews, so that you can build upon your experiences and continue to expand your professional network.
This document outlines the key learning objectives of a module on evidence-based reading instruction. Learners will be able to identify the four reading components of alphabetics, vocabulary, fluency, and comprehension. They will also be able to describe promising practices supported by research and understand why evidence-based reading is prioritized in Illinois.
A workshop on working with foundations originally presented to student at Elon University's Kernodle Center for Service Learning and Community Engagement.
Minkälaisia apuja nykyaikaiset työkalut tuovat digitaaliseen markkinointiin? Miten markkinoinnin rutiinitoimenpiteitä voidaan automatisoida? 18.10.2012 DiViA-foorumissa pidetty esitys nykyaikaisesta, personoidusta asiakaskokemuksesta.
Nonprofit Turn-Arounds: The Road to Recovery When Your Organization Is in the...Bloomerang
http://bloomerang.co/resources/webinars/
Rebecca Davis, PhD, CFRE will give an overview of the turn-around process for nonprofits, discussing the dual bottom-line for nonprofits, the challenges of re-engaging community stakeholders, and the difficult road to recovery when your organization has been in the red.
The STARS Foundation provides unrestricted funding and consultancy support to local NGOs working on children's issues in developing countries. Of organizations applying to STARS' funding programs, 52% had no unrestricted funding at all and over 66% cited funding practices as a major challenge. STARS aims to scale up its funding programs to support 125 organizations helping 2 million children annually by 2020. It takes a partnership approach focused on empowering organizations through flexible funding and capacity building support.
Term gifts allow donors to make one-time donations that are used in their entirety for global grant projects. A minimum donation of $30,000 covers the district matching funds portion and allows a club or district to develop a global grant. Donations are tracked individually and donors receive reports on the grants funded. Term gifts are a way for individuals and organizations to directly support global grant projects in areas like water, education, health, and economic development.
This document summarizes the work of a large UK community grant maker charity that has invested £297 million in 42,000 charities over 25 years. It discusses the types of charities and projects it funds, which focus on lasting changes that help disadvantaged people. It also outlines the support it provides applicants and grantees, such as guidance on demonstrating impact, fundraising assistance, and promoting grantees' work. A survey of over 650 past grantees found that most are pursuing additional funding sources and cutting costs, and need support with core costs, fundraising, and business planning.
The document discusses strategies for a successful annual fund for Catholic high schools. It recommends establishing an annual fund as the cornerstone of fundraising, with the goals of covering the average $2,100 per student funding gap. Key strategies include direct marketing campaigns, personal solicitation of top donors, and a "parent partnership" program to explain the funding needs to all parents and ask for support. Goals for donor rates, costs, and participation should be set to guide the annual fund efforts.
The document provides an overview of fundraising strategies and sources of philanthropy. It discusses analyzing an organization's current revenue mix and aligning fundraising with its mission. The document also covers the donor pyramid, cultivation strategies, and comparative costs and returns of different fundraising methods. It suggests dividing fundraising efforts using various frameworks and determining the best staffing choice based on an action plan.
Annual Giving Campaign: Acquiring, Renewing, and Upgrading DonorsChris LeBrun, CFRE
This presentation looks at the basics of an annual giving fundraising campaign, specifically how to acquire new donors, retain them year to year, and increase their annual giving.
I gave this presentation on September 10, 2008 at the Detroit Fundraising Summit (Wayne State University), sponsored by Center for Non-Profit Success.
The document provides an overview for a Sigma Kappa Foundation trustee orientation. It discusses the foundation's mission to support Sigma Kappa members through educational programming and philanthropic endeavors. It outlines the organizational structure, board expectations, strategic plan goals, and ways the foundation communicates and fundraises to support its mission.
The document discusses the impact of the Great Recession on non-profits based on a survey of 363 non-profits. It found that 80% reported severe fiscal stress, with declining revenues across all funding sources. Costs also increased while endowments decreased in value. However, non-profits showed resilience through strategies like long-term planning, fundraising, and protecting services. While challenges remain, effective management positions non-profits to weather difficult economic periods.
A presentation given at one of the National Youth Agency's regional events on the Governments new ten yearyouth strategy, called "Aiming High".
For more information visit www.nya.org.uk/tenyearstrategy
A presentation given at one of the National Youth Agency's regional events on the Governments new ten yearyouth strategy, called "Aiming High".
For more information visit www.nya.org.uk/tenyearstrategy
The document discusses the Irish Heart Foundation's experience with major gifts fundraising. It notes that historically IHF received few major gifts, defined as donations over €10,000, and had no formal major gifts program. In 2009, IHF received an unsolicited major gift and has since implemented stewardship activities. Going forward, IHF aims to dedicate 15% of a staff member's time to developing a major gifts strategy, including prospect research and segmentation, to help increase major gifts to 15% of donations by 2015. Major gifts fundraising requires both identifying prospective donors through research, and skill in asking donors for gifts.
Imagine Greater Tucson is a community-based collaborative effort to create a common vision and action plan for the Tucson region. The purpose is to make the community a vibrant place to live, work, learn and play for current and future generations. The process involves collecting values from over 3,000 community members through surveys and conversations. Alternative future scenarios will then be created and assessed to identify a preferred future and develop strategies and actions to achieve that vision. The effort is funded through grants, donations and in-kind support from across the community, with a goal of raising $1.2 million.
The document discusses how nonprofit organizations can grow community support and funding through collaborative philanthropy and empowering supporters to share their mission stories. It provides examples of how organizations like SolarAid and Pump Aid have successfully involved supporters to spread their mission stories through meaningful engagement and impact. The Funding Network model of live crowdfunding is also summarized, which allows donors of all levels to pool donations for innovative social change projects selected through a nomination and review process.
The United Way Youth Empowerment Committee held its annual general meeting to discuss current membership, summer planning activities, and strategic planning. The committee has 14 members from Sault College and Algoma University. United Way is committed to strengthening the committee by including youth as a priority in its budget and providing opportunities for youth involvement and leadership development. The committee faces challenges engaging and retaining youth members and gaining community support for its activities, such as an Ontario Youth Challenge car wash event held at seven local high schools to support a chosen charity.
A presentation given at one of the National Youth Agency's regional events on the Governments new ten yearyouth strategy, called "Aiming High".
For more information visit www.nya.org.uk/tenyearstrategy
Did you know your service work is also valuable professional experience? Learn how to identify, convey and leverage your experience to help you bridge the gap from college to career. This session will offer tips for identifying and conveying your unique skills to employers through your application and in interviews. Also included is how to leverage those opportunities you secure through tools like informational interviews, so that you can build upon your experiences and continue to expand your professional network.
This document outlines the key learning objectives of a module on evidence-based reading instruction. Learners will be able to identify the four reading components of alphabetics, vocabulary, fluency, and comprehension. They will also be able to describe promising practices supported by research and understand why evidence-based reading is prioritized in Illinois.
A workshop on working with foundations originally presented to student at Elon University's Kernodle Center for Service Learning and Community Engagement.
Minkälaisia apuja nykyaikaiset työkalut tuovat digitaaliseen markkinointiin? Miten markkinoinnin rutiinitoimenpiteitä voidaan automatisoida? 18.10.2012 DiViA-foorumissa pidetty esitys nykyaikaisesta, personoidusta asiakaskokemuksesta.
This document summarizes advanced social network and mobile attacks. It discusses threats like malware spam, drive-by downloads, malicious applications, and session hijacking on social networks. It also outlines threats to mobile devices, including vulnerabilities in mobile web browsers, content provider leaks on Android, and zero-day attacks using Google Latitude. Examples are provided of spyware targeting BlackBerry and iPhone users.
El acta resume una reunión del comité socializador de la segunda etapa de la Ciudadela Educativa y Cultural. Se discutieron temas como el nombramiento de un nuevo comunicador, eventos culturales y educativos programados, y quejas de la comunidad sobre la contaminación de una quebrada cercana. El Área Metropolitana se comprometió a investigar sobre la instalación de alcantarillado sanitario para la quebrada y mejorar la señalización en uno de los barrios.
The document discusses several new developments in reproductive medicine, including:
1) The use of GnRH antagonists for ovarian stimulation which provides benefits over long GnRH agonist protocols such as less side effects and no difference in live birth rates.
2) Elective single embryo transfer (eSET) which aims to avoid multiple pregnancies and improve pregnancy rates and live birth rates compared to double embryo transfer.
3) Blastocyst culture and vitrification techniques for cryopreservation which provide improved survival and pregnancy rates compared to slow freezing methods.
4) Preimplantation genetic screening (PGS) which aims to select euploid embryos but has not clearly proven benefits to implantation or abortion rates.
Routers are networking devices that forward data packets between different networks. Routers use header information and forwarding tables to determine the best path between networks, and protocols like ICMP to communicate with each other. There are software and hardware routers, with hardware routers like Cisco routers providing better performance. Static and default routing involve manually configuring routing tables, while dynamic routing allows tables to change automatically as network routes change.
This 3-paragraph document summarizes a community in Shi Du and was written by 4 authors. It credits two photographers and two authors who wrote a skit. It also credits two individuals who made a PowerPoint presentation. The document concludes by apologizing if the information bored the reader and thanks the reader.
The document summarizes key findings about Aboriginal business and economic development corporations (EDCs) in Canada. Some of the main points include:
- The Aboriginal market was estimated at $24 billion in 2011 and is projected to grow to $32 billion by 2016. There are an estimated 25,000 Aboriginal business entities.
- Aboriginal businesses perceive themselves as successful, with nearly half seeing themselves as extremely or very successful. Successful businesses often have business plans and introduce new products/services.
- EDCs provide major employment in many communities, employing on average 72% Aboriginal people. They support local entrepreneurs through supplier relationships, mentorship, and financial assistance.
- Relationships with financial institutions and partnerships are seen as important to ED
The document contains a long list of repeated URLs for the blog http://MedicoModerno.Blogspot.com, with no other visible content. It summarizes as a list of blog post URLs from a single medical blog.
The document discusses the present perfect tense in English, which can be confusing for learners. It provides examples of how to form the present perfect using the auxiliary verbs have and has along with the past participle. Some key uses of the present perfect include describing experiences or events that happened at an unspecified time before now or that connect the past with the present. The document contains exercises for learners to practice forming and using the present perfect tense correctly in different contexts.
The document discusses test management for software quality assurance. It defines test management as organizing and controlling the testing process and artifacts. The goals of test management are to plan, develop, execute and assess testing activities within software development. It also discusses phases of test management like test planning, authoring, execution and reporting. It highlights challenges of test management like limited time and resources as well as priorities and classifications for testing.
El documento describe las cuatro estaciones del año - invierno, primavera, otoño y verano - y las condiciones meteorológicas típicas de cada una, incluyendo nieve, sol, lluvia, calor, viento y frío.
The document summarizes an information session about new community impact grant opportunities from the Community Foundation for Monterey County (CFMC). It outlines CFMC's strategic plan to invest in healthy, safe, and vibrant communities through four primary areas. It describes two new grant programs - Community Impact Grants and Futer Grants for Essential Human Services. Key dates and eligibility requirements for the grant opportunities are provided.
The document provides an introduction to fundraising, including defining fundraising as gathering voluntary contributions to support specific programs or activities. It then discusses different types of fundraising done by ActionAid Rwanda, including child sponsorship programs and partnerships with major donors, governments, and institutions. The document emphasizes that fundraising should be program-led to ensure funds support strategic objectives and that fundraising requires building relationships with donors and communities. It provides guidance on actions country programs and local partners should take, such as excellent project implementation, donor relationship building, problem identification, capturing donor intelligence, and writing strong funding proposals.
Golden Bridges Strategic Planning March 2009guest0e741e
The document discusses the strategic planning and agenda for a social organization in China. It outlines phases for internal development, benchmarking pilot ideas, launching events, and spreading solutions to other NGOs. It proposes developing a membership platform to provide access to socially meaningful events and opportunities to support NGOs, gain visibility, and build legitimacy. Metrics, pilot events, marketing strategy, and pricing considerations for corporate and individual memberships are discussed.
Trends, Mechanism, and Investors for Resource Mobilization tistalks
This document discusses trends in funding innovation and telecentres as social enterprises. It covers three phases: building knowledge, finding solutions and partners, and planning for innovation, technology, and sustainability. It examines funding sources like philanthropy, social investment, and impact investing. It also discusses challenges for NGOs and opportunities for telecentres, including improving evidence of success, focusing on multi-stakeholder initiatives, and developing services with real demand. New models for telecentres as social enterprises are proposed, like living labs, youth innovation centers, and accelerators of talents.
Ttfcci mid program presentation to trc 121411.cbBrandon Williams
The document discusses the Tobacco-Free Colorado Communities Initiative (TFCCI), which provided funding to communities to pass tobacco control policies from 2010-2012. It aimed to prevent underage tobacco sales, strengthen smoke-free laws, and eliminate smoking in multi-unit housing. The initiative was informed by other successful tobacco control programs and provided technical assistance to grantees. Early successes included new policies passed in several municipalities reducing youth access and in multi-unit housing complexes. Recommendations included continuing to prioritize local policy change and allowing multi-year funding.
Ttfcci mid program presentation to trc 121411.cbBrandon Williams
The document discusses the Tobacco-Free Colorado Communities Initiative (TFCCI), which provided funding to communities to pass tobacco control policies from 2010-2012. It aimed to prevent underage tobacco sales, strengthen smoke-free laws, and eliminate smoking in multi-unit housing. The initiative was informed by other successful tobacco control programs. It funded several Colorado communities and saw some early successes, including new policies passed. Recommendations include continuing to prioritize local policies while allowing for broader funding and multi-year support.
Lysa Ralph and Philip Goodwin: Institutional FundingBondNGO
The document provides an overview of institutional funding trends and best practices for non-governmental organizations (NGOs). It finds that government and foundation funding of NGOs has generally increased in recent years. However, there is a shift towards contracts over grants and an emphasis on demonstrating outcomes and impact. Successful NGOs decentralize decision-making, demonstrate value for money, and form partnerships. The document also outlines Tree Aid's principles for attracting institutional funding, which include building strategic relationships, understanding donor priorities, strengthening credibility through impact, and ensuring adequate resources and staff expertise.
Presentation for Parks & Trails New York at the Finger Lakes Regional Conference in Ithaca, NY on 9/24/2011. This presentation is focused on the priorities of trail advocates and organizations devoted to the development of trails.
This document contains the agenda and presentation materials for a webinar on increasing the relevance of parks and recreation agencies. The webinar covers topics like changing economic climates, lifestyle changes, and strategies for demonstrating an agency's contributions to public health, transportation, and safety. Attendees are prompted to discuss challenges their agencies face and steps they could take to increase relevance, such as facilitating active recreation, providing access to facilities, and informing the public about healthy choices. The facilitator's contact information is provided at the end.
Building a culture of philanthropy your work through a fundraising lensBloomerang
https://bloomerang.co/resources/webinars/
Lani Hart will show you how to build a strong culture of philanthropy that values donors, places them at the center of the organization, and builds capacity and systems to support its fundraising success.
AdNet - Nonprofit Research, Philanthropic Consulting, and Family Planning Rep...lpomara
January 22, 2014 AdNet Webinar: What tools, reports and summary frameworks are you using to report back to your donors? ur works consists of strategic planning sessions, family philanthropy retreats, end-of-year snapshots and nonprofit briefs … how do we most effectively report back to donors so that they fully experience the added value of our community knowledge and philanthropic expertise? Reports and strategy session summaries can take a lot of time and they can waver between the objective and the subjective. Some donors like it brief, like to dig into data, and clearly see a roadmap for progress. Other donors like to understand their values and motivations, understand their relationship to giving, see dynamic visuals, and involve family. If you are interested in learning how some other community foundations are structuring reports and creating consulting summaries, this is a webinar for you. [This webinar is an encore presentation from the 2013 AdNet Conference.] Adnet is the (www.adnetcf.org) premier professional organization for advancement professionals in the community foundation world.
The final report for the board of directors of outputs and outcomes from the five year organizing and training campaign I directed and evaluated while working for Reconciling Ministries Network
Funding Streams for Your Conservation and Community WorkThe Long Run
The survey results from 23 Long Run members in 16 countries showed that the highest priority for external funding was community activities (40%), followed by conservation (37%) and culture (22%). Education and training were the top activities requiring funding for both conservation and community. The most common sources of funding were profits from commercial activities, visitor fees, and private entities/individuals. Members usually sought funding through known relationships with visitors, guests, and private philanthropy. The biggest challenges with funding were lack of time and dedicated fundraising managers. Recommendations provided included using a database to identify funding opportunities and understand requirements, as well as writing successful proposals by clearly aligning with funder priorities and demonstrating scalability and sustainability.
This document summarizes information about BC Social Venture Partners (BC SVP) grants. It discusses that BC SVP is made up of individuals and families who are business leaders that provide both money and time as "venture philanthropists". The overall mission is to make investments in non-profits to support entrepreneurial leaders and innovative approaches to social problems. Grants focus on sustainability and currently support women at risk, children/youth, and social enterprises. The process involves letters of inquiry, developing full proposals, and presentations to the full membership for voting. Key criteria for decisions include social impact, fit with BC SVP, sustainability orientation, ability to collaborate, and commitment to outcomes.
The document summarizes information about BC Social Venture Partners' grant making process. It discusses that BC SVP is a group of individuals and business leaders who make time and money investments in nonprofits seeking innovative solutions to social problems. Grants of up to $30,000 annually for three years are considered, with an emphasis on helping organizations increase sustainability. The decision process involves letters of inquiry, selected organizations developing full proposals, and partners presenting and voting on finalist proposals.
ULOs: 2010 and beyond conference -- Cambridgeshire ULORich Watts
The document discusses the development of the Cambridgeshire User Led Organisation (ULO) over the past year. It outlines key successes such as becoming a legally constituted charity, developing a business plan, and establishing a transition board. Ongoing challenges include recruiting staff, engaging new members, and maintaining financial viability. The ULO aims to give a stronger voice to local disabled people and be run by and for users. Lessons learned emphasize gaining a clear mandate, focusing on outcomes, and managing politics.
Thinking About CSR in Practice: learnings from decades in the trenchesWayne Dunn
Lecture delivered to the McGill Institute for the Study of International Development’s Executive Program on Corporate Social Responsibility Strategy and Management, Accra, Ghana, Nov 6, 2013
The document provides an overview of fundraising strategies for non-profits, including individual giving, foundation and corporate grants, and legal considerations. It recommends developing a multi-channel fundraising program involving individuals, foundations, events, and online giving in addition to sponsorships. While some challenges in fundraising exist due to the economic climate, the document encourages non-profits to focus on cultivating donors and creating compelling cases for support that highlight their mission and impact. Proper thanking and engagement of donors and board members is also emphasized.
Similar to Community Grantmaking Program Information Webinar - Spring 2011 (20)
Thank you for joining us today The purpose of today’s call is to provide an overview of Triangle Community Foundation’s Community Grantmaking Program and to answer questions related to our Spring 2011 grantmaking cycle. Much of the information I’ll be discussing is also posted on the Foundation’s website: www.trianglecf.org The Grants and Support section of TCF’s website contains documents detailing the Community Grantmaking Program’s application process and guidelines, answers to Frequently Asked Questions, proposal assessment rubric, and proposal application. Your lines have been muted and will be reopened during the call’s question and answer period. Please feel free to use the CHAT function to ask questions during this presentation.
I’m Robyn Fehrman, Community Program Officer, at Triangle Community Foundation. I manage the Community Grantmaking Program, the Triangle Gives Back initiative, and other regional projects in which the Foundation is involved.
This presentation will be sent to you following the webinar.
Triangle Community Foundation was founded 27 years ago and makes over $14 million in grants each year to nonprofit organizations throughout our region, state, and world. This grantmaking primarily takes place in two ways – (1) through donor-advised funds and (2) through the Community Grantmaking Program. Over 80% of the Foundation’s grantmaking takes place through our Donor-Advised Funds grantmaking program. Donor-advised funds are accounts that individuals, families, or businesses open here at the Foundation. These fundholders then work with the Foundation’s donor-services staff to make recommendations as to where grants from their accounts should go. The Foundation does not accept proposals for grants from donor-advised funds. Instead, we ask that nonprofit organizations stay in touch with us via email, in-person meetings, and events to inform us about funding needs and opportunities. We then share information about your organization with fundholders, as appropriate. This is an on-going, rolling process. Grants from donor-advised funds are processed every Friday. Grants from donor-advised funds are much more like gifts from individual donors then they are like grants from private or corporate foundations.
Our overall goals for the Community Grantmaking Program are to provide an open, competitive process for distributing grant funding, to make a difference in our chosen focus areas, and to be as transparent as possible in our decision-making process. In January 2007, the Foundation launched the Community Grantmaking Program. Goals: increase funding available to Triangle nonprofits through a transparent, easy process. To date, the Foundation has granted more than $1 million through this program. Through this competitive, discretionary grantmaking program, the Foundation makes 1-year grants to Triangle-based organizations working in two areas: (1) Youth Leadership and Development and (2) Civic Engagement. Eligible organizations must have a total annual organizational budget of $1.5 million or less. This budget cap has been increased from previous years. The Foundation operates two grantmaking cycles per year. Proposals are due via email by 5 p.m. on February 15 and August 15. Proposals received after these deadlines will not be reviewed. Average grant size is $10,000 – $15,000. Smallest grant made through this program is $2,500 and largest grant is $20,000. Organizations are encouraged to not request significantly more than $10,000-$15,000. The Foundation has not yet announced the total amount of funding that will be available for Spring 2011 cycle. The total amount will be at least 150,000. This is a very competitive program. Each cycle the Foundation receives between 75- 100 proposals and funds 12-20 of those proposals.
Proposal Review Process – See Proposal Scoring Rubric. This rubric is just a starting point. Many proposals that score highly are still unfortunately not funded. Internal committee of staff reads all proposals and sends selected proposals on to the Community Grants Program Committee for review. Community Grants Program Committee is responsible for reviewing proposals, making site visits when appropriate, and making funding recommendations to the Foundation’s Board of Directors. The BOD makes final funding decisions. The members of both the committee and our board are listed on our website. Site visits are often made when the committee has additional questions about a proposal; organization is new to foundation; etc. In general, not every organization that receives funding receives a site visit and not every organization that received a site visit received funding. Funding decisions for the Spring 2011 cycle will be announced by June 30. Funds will be available by July 1 to be spent July 2011 – June 2012. A final grantee report and video will be due by June 30, 2012.
$182,000 14 organizations 7 grants in each focus area Grantees and project descriptions listed on TCF website in CGP section
Get to know the Foundation and have the Foundation get to know you prior to submitting your proposal. This is especially important for new, young organizations or organizations that have never received any funding from the Foundation before. Attend Lunch with the President and other Foundation events. Invite Foundation staff to your events. Put the Foundation on your mailing list for newsletters, etc. Create and regularly update a profile on TriangleGivesBack.org Follow directions and see Proposal Scoring Rubric. Check to ensure that you are completing the current Proposal Application. Application may change from one cycle to the next. Use TCF’s budget form. TCF does not accept additional information / attachments. Use clear, concise language. Bullet points are fine. Explain as if you are explaining to a stranger, even if you believe that staff fully understand your work. Demonstrate need or opportunity. Why is this a critical issue / population in the Triangle right now? How do you know?
Demonstrate what makes your organization unique or different. How is your is organization in a strategic position to address this issue? How do you collaborate with others who are working on this issue? How does your organization fill what would otherwise be a gap in service? Organizational income as indicator of organizational sustainability. Foundation looks for multiple, diverse income streams, including individual donors. Focus on specific impact in our four counties. This is especially important for organizations that work statewide. Continued funding for previous grantees: Held to a higher standard. Work must continue to be very compelling and effective. Have funded organizations for up to 3 years in a row. Very unlikely to fund an organization for more than 3 years
Age group: 8-14. If you are working with youth outside of this age group also, what % of your program participants fall within this age group? Level of need among targeted youth – Do the youth you reach have other developmental opportunities? Will this grant help you reach more diverse youth? Process - Which specific youth are you hoping to reach? How will participants be identified / selected? If working with partners (e.g. schools), have those partnerships already been established? If not, how will they be established? Impact – How many youth will you reach? What assets will your work specifically seek to build? How will their knowledge, attitudes, or behaviors change as a result of your work? How will you know / measure that change?
Foundation recognizes that Civic Engagement occurs along a continuum: Awareness raising, public education, mobilization, direct lobbying. However, the Committee often gives priority to proposals that target a specific policy change – and specifically demonstrate how their work would help lead to that policy change. Timeliness of issue and potential for impact is important – especially during election years, General Assembly short-session. General volunteering alone is not considered civic engagement. In order to be part of a successful proposal, individuals involved must move beyond volunteering to having a larger impact on the overall issue. Some public policy issues are very complicated. Be sure to describe them in the simplest language possible. Why is this issue important to our communities? Often, civic engagement change does not happen within the one year grant period; however, benchmarks for the one year grant period are critical. At the end of the grant cycle, what will be different as a results of this civic engagement work?