The Community Records Foundation (CRF) seeks to be an inclusive leader in developing the local Ypsilanti community through its artistic programming and community engagement. It aims to gather information about stakeholders to make informed decisions, increase fundraising opportunities, and provide diverse events that meet community needs. CRF also strives to be seen as a partner in community development, involve young people and underserved groups, and provide opportunities for artistic expression and exposure to new art experiences for families.
The document provides guidance for Rotary club Foundation committee chairs. It outlines the role of the committee chair in educating club members about The Rotary Foundation, its programs, and encouraging financial and other support of the Foundation. The chair is expected to help the club participate in Foundation programs and communicate Foundation goals to club members. Key responsibilities include organizing educational presentations and fundraising efforts for the Foundation. The document provides resources and guidance to help chairs in their role.
Startup Canada is a national non-profit organization that aims to strengthen entrepreneurship in Canada by supporting local startup communities. It has launched a program to create a network of vibrant, grassroots startup communities across Canada. The program will connect entrepreneurs to mentors, resources and events in their communities to help startups grow. It will also help communities collaborate and share best practices. The program provides supports like branding, online tools and participation in national events to help communities succeed and have impact. The vision is for every Canadian community to have an active startup community.
Community Relations Audit: Glentoran FC, Belfast (May 2011)Alan Bruce
This document summarizes the findings of a community relations audit of Glentoran Football Club. Key findings include:
1) Attendance at matches is declining as fans support English and Scottish teams on TV or engage in other sports.
2) Many fans, past and present, are critical of the facilities at The Oval stadium and the matchday experience.
3) There are opportunities to develop the stadium into a community hub with multiple uses beyond just football.
4) Engaging with groups like youth, women, families and immigrants could help improve community relations.
5) Upgrading the stadium is seen as important to attracting more fans and creating an inclusive space for all.
Strategic Plan Summary - Community RecordsJustin Fenwick
The Community Records Foundation is a Michigan nonprofit that brings together diverse populations through music and music education. It conducted a strategic planning process involving interviews and discussions with members to define its mission, strengths, weaknesses, opportunities, and threats. Its goals are to build community through education, arts, and relationships while strengthening its brand, fundraising, and management. The plan outlines objectives for the Foundation to become a recognized leader in developing the inclusive local community through creative programs and establishing controls for organizational growth.
The document provides an overview of community development concepts and history in India. It defines community as a group of people living in a geographical area with shared interests. Community development is defined as a process where community members collectively work to solve common problems. The history of community development in India is summarized, from early initiatives under British rule to the Community Development Program launched in 1952 to promote rural development and improve livelihoods. Implementation of community development involves different administrative levels from national to district to village level.
The Liberia Rebuild Global Team aims to rebuild Liberia through monthly $2 contributions from Liberians worldwide. Its vision is to restore villages, towns, and infrastructure destroyed during the civil war through united global efforts. The objective is rebuilding homes and restoring hope for Liberians unable to do so themselves. Membership is open to all who want to help, and the team will identify projects, coordinate volunteers, and ensure funds are used transparently to complete rebuilding work from village to village.
Engineers Without Borders USA (EWB-USA) is a nonprofit organization that carries out engineering projects to help communities meet basic human needs through partnerships between EWB student chapters, local communities, community-based organizations, and sometimes local NGOs or government entities. The document provides guidance on identifying and engaging strong local partners, obtaining community input in the application process, what the ARC committee looks for in applications, and additional considerations for projects involving facilities owned by NGOs rather than communities.
Crime Prevention: Program activities, principles and collaborative work - By ...Abid Jan
This document discusses the No Community Left Behind (NCLB) initiative, a community-based strategy to improve neighborhoods in southeast Ottawa through collaboration, community participation, and leveraging resources. NCLB partners with several communities, including Russell Heights, Blair Court, Heatherington, 1455 Heatherington Road, Confederation Court, Banff/Ledbury, and Albion/Heatherington. The initiative has led to increased community participation, a reduction in crime, and new programs in these neighborhoods. However, some communities still face challenges such as drug problems, lack of activities, and engaging new residents. Continued funding would allow neighborhoods to be more proactive and provide creative programming solutions.
The document provides guidance for Rotary club Foundation committee chairs. It outlines the role of the committee chair in educating club members about The Rotary Foundation, its programs, and encouraging financial and other support of the Foundation. The chair is expected to help the club participate in Foundation programs and communicate Foundation goals to club members. Key responsibilities include organizing educational presentations and fundraising efforts for the Foundation. The document provides resources and guidance to help chairs in their role.
Startup Canada is a national non-profit organization that aims to strengthen entrepreneurship in Canada by supporting local startup communities. It has launched a program to create a network of vibrant, grassroots startup communities across Canada. The program will connect entrepreneurs to mentors, resources and events in their communities to help startups grow. It will also help communities collaborate and share best practices. The program provides supports like branding, online tools and participation in national events to help communities succeed and have impact. The vision is for every Canadian community to have an active startup community.
Community Relations Audit: Glentoran FC, Belfast (May 2011)Alan Bruce
This document summarizes the findings of a community relations audit of Glentoran Football Club. Key findings include:
1) Attendance at matches is declining as fans support English and Scottish teams on TV or engage in other sports.
2) Many fans, past and present, are critical of the facilities at The Oval stadium and the matchday experience.
3) There are opportunities to develop the stadium into a community hub with multiple uses beyond just football.
4) Engaging with groups like youth, women, families and immigrants could help improve community relations.
5) Upgrading the stadium is seen as important to attracting more fans and creating an inclusive space for all.
Strategic Plan Summary - Community RecordsJustin Fenwick
The Community Records Foundation is a Michigan nonprofit that brings together diverse populations through music and music education. It conducted a strategic planning process involving interviews and discussions with members to define its mission, strengths, weaknesses, opportunities, and threats. Its goals are to build community through education, arts, and relationships while strengthening its brand, fundraising, and management. The plan outlines objectives for the Foundation to become a recognized leader in developing the inclusive local community through creative programs and establishing controls for organizational growth.
The document provides an overview of community development concepts and history in India. It defines community as a group of people living in a geographical area with shared interests. Community development is defined as a process where community members collectively work to solve common problems. The history of community development in India is summarized, from early initiatives under British rule to the Community Development Program launched in 1952 to promote rural development and improve livelihoods. Implementation of community development involves different administrative levels from national to district to village level.
The Liberia Rebuild Global Team aims to rebuild Liberia through monthly $2 contributions from Liberians worldwide. Its vision is to restore villages, towns, and infrastructure destroyed during the civil war through united global efforts. The objective is rebuilding homes and restoring hope for Liberians unable to do so themselves. Membership is open to all who want to help, and the team will identify projects, coordinate volunteers, and ensure funds are used transparently to complete rebuilding work from village to village.
Engineers Without Borders USA (EWB-USA) is a nonprofit organization that carries out engineering projects to help communities meet basic human needs through partnerships between EWB student chapters, local communities, community-based organizations, and sometimes local NGOs or government entities. The document provides guidance on identifying and engaging strong local partners, obtaining community input in the application process, what the ARC committee looks for in applications, and additional considerations for projects involving facilities owned by NGOs rather than communities.
Crime Prevention: Program activities, principles and collaborative work - By ...Abid Jan
This document discusses the No Community Left Behind (NCLB) initiative, a community-based strategy to improve neighborhoods in southeast Ottawa through collaboration, community participation, and leveraging resources. NCLB partners with several communities, including Russell Heights, Blair Court, Heatherington, 1455 Heatherington Road, Confederation Court, Banff/Ledbury, and Albion/Heatherington. The initiative has led to increased community participation, a reduction in crime, and new programs in these neighborhoods. However, some communities still face challenges such as drug problems, lack of activities, and engaging new residents. Continued funding would allow neighborhoods to be more proactive and provide creative programming solutions.
Volunteerism is an important tool for nation building according to the document. Civil society organizations operate independently of the government and private sector to serve shared interests and values of their members. They aim to make demands on the government, provide alternative services, and help their members through self-help. Volunteer programs established by the National Government Agencies and Local Government Units aim to build partnerships, create awareness of social issues, and provide opportunities for citizens to contribute their skills, interests, and resources. Volunteerism encourages inclusive and effective development by making the government more accountable and expressing human relationships. It forms the backbone of many organizations by driving citizens to get involved. The document emphasizes that "more hands are better than one" in achieving social goals
The document lists activities in order of agreement level among survey respondents. The top 3 activities that respondents strongly agreed with were being a catalyst for collaborative community music projects, hosting local musicians for workshops and skill sharing, and organizing a membership organization for local artists providing performances, networking, practice space and discounts.
Strategic Communication Plan for Birchwood Clearview Community AssociationFelicia Pratt
The Birchwood-Clearview Community Association (BCCA) aims to enhance quality of life for over 800 homes through citizen involvement. As a non-profit organization, BCCA hosts community events but has a limited budget supported by $20 annual member dues, which are not required. BCCA seeks to increase its primary role in the community and raise its low 4.4% membership rate. A stakeholder analysis identified residents, members, and local businesses as key groups that currently lack awareness of BCCA's mission and offerings. The communication climate presents challenges in efficiently informing all 800 homes about activities through monthly newsletters alone.
The document discusses the concepts and history of community development in India. It explains that community development aims to promote better living through local participation and initiatives rather than outside charity. The community development program was launched in India in 1952 based on concepts from the United States, with the goal of improving rural livelihoods, education, health, and infrastructure through coordinated efforts across government departments.
This grant request from the LGBT Alliance seeks $194,610 in operating support over one year to implement the recommendations of an LGBT Task Force and increase opportunities for LGBT Jews. Key activities include building the capacity of organizations to support LGBT needs, strengthening LGBT organizations, and engaging LGBT Jews through programs, online resources and leadership opportunities. Measurable outcomes include increased participation in Jewish life by LGBT Jews and strengthened LGBT-centric organizations in the community.
Community Development - Building a Healthy Community - by Abid JanAbid Jan
This document provides an overview of community development. It defines community development as a grassroots process where communities organize, plan, develop healthy options, empower themselves, and achieve social, economic, cultural and environmental goals. It discusses principles of community development including taking a long-term approach, focusing on community assets, and empowering community members. The document also outlines the role of community developers in supporting communities and the relationship between community development and social determinants of health. Finally, it presents a community development framework for bringing stakeholders together to coordinate plans to address community needs.
Community Engagement & Volunteerism PowerPointTerri Webb
This document discusses community engagement and volunteerism, especially for youth. It explains that volunteering provides leadership training for youth and benefits communities by allowing youth voices to be heard. The benefits of volunteering include developing skills, enhancing interpersonal skills, building relationships, and gaining perspective. The document also provides several ways for youth to get involved, such as through service, leadership, decision-making, philanthropy, political engagement, and organizing. It encourages readers to find opportunities by considering their interests and passions.
Designing a Crime Prevention Community Based Program - Abid Jan OttawaAbid Jan
This document outlines a proposed community safety initiative called the No Community Left Behind (NCLB) program for the Banff Avenue Community. The key components of the NCLB program include community mobilization, law enforcement, community policing, neighborhood restoration, prevention and empowerment. It proposes establishing a steering committee comprised of community partners to provide leadership and oversight. Other elements include conducting a community needs assessment, developing a strategic action plan, implementing programs and activities, and evaluating outcomes. The goal is to collaboratively address crime, social issues, and improve quality of life through coordinated community engagement and leveraging of resources.
Mobilising a Community for Change - Abid Jan OttawaAbid Jan
The document outlines the community empowerment methodology of mobilization intervention which involves sensitization and awareness raising sessions with community leaders and members. It describes the mobilization cycle of participatory assessment to identify priority problems, development of a community action plan, submission of community project designs, implementation, monitoring and continuing the cycle. The summary provides the high-level process and steps involved in community empowerment and mobilization according to the document.
Students from the University of Port Harcourt's faculty of biological science performed a community service project in the Alakahia community. They cleaned up the dirty environment, using tools like rakes, brooms, and shovels. The cleanup improved the overall cleanliness and sanitation of the area. The students also donated two large metal waste bins to further aid the community.
This document provides an overview of using social media for Oregon cities. It discusses the scope and trends in social media use, including how millennials and seniors are using social media. It also covers different social media management models, the importance of social media policies, and how to create an effective social media plan and use social media as a service beyond just marketing and communications. The document offers advice from other cities on getting feedback from constituents and addressing public records requirements.
The document discusses best practices for community investment programs. It recommends starting early to understand local needs, developing innovative solutions for social problems, and regularly measuring impact. Effective programs identify business objectives, minimize ad hoc activities, and align investments with project timelines. Programs are most successful when they involve local stakeholders, build local capacity, and empower communities through partnership and self-mobilization. Good processes are important, including choosing partners, setting objectives, monitoring progress, evaluating outcomes, and managing finances. Front-loading efforts and using a multi-strand strategy can help address both short and long-term needs in a community.
This presentation was given by JCI Lebanon Vice President for Recruitment & Outreach Mohammad Hijazi during the March 2017 recruitment event entitled "Youth Driving Empowerment" at the American University of Beirut.
Course assignment created by An Coppens
for engagement alliance level 2 qualification
The presentation gives ideas on how to gamify the attraction and retention of potential and existing members of Rotary by applying game techniques which can be applied online as well as off-line. They would provide fun rewards and transparency as well as instant feedback and encourage contribution across the network.
*SAMPLE* Student Affairs Personal Brand WorksheetJustin Fenwick
The document provides prompts for a campus life department to define its skills, relationships, uniqueness, and begin developing a branding voice. It asks the department to list its skills and services, characteristics of its relationships on campus, and what makes it unique, then draft an introductory statement about who it helps, who has what needs, and the resulting impact. The purpose is for the campus life department to understand and communicate its value through a concise branding statement.
Join us to learn how to connect virtual space to the physical office using a combination of Force.com and Brivo Systems APIs. We?ll show you how to design building systems suitable for visitor management, access management, lighting control, HVAC monitoring, and much more.
Este documento fornece especificações técnicas detalhadas para guindastes hidráulicos telescópicos montados em caminhões, incluindo sua capacidade de carga, sistema hidráulico, dispositivos de segurança, regime de cargas e dimensões gerais.
O documento fornece especificações técnicas de um guindaste hidráulico telescópico truck crane, incluindo sua capacidade de carga, sistema hidráulico, dispositivos de segurança, alcance máximo com diferentes configurações de estabilização e gráfico de carga.
El documento habla sobre la anatomía del diafragma y sus arterias. Detalla el nombre de la estudiante Myriam Balseca y su profesor el Dr. Armando Quintana.
The document summarizes Gartner's top 10 strategic technology trends for 2014 presented at their annual conference. The trends include:
1) Increased mobile device diversity and management challenges for IT as employees use 3-5 devices by 2016.
2) Growing demand for cross-platform mobile apps as apps shrink and become more targeted.
3) Emergence of the "Internet of Everything" connecting 25 billion devices by 2020 and creating opportunities for data analytics.
4) Evolution to hybrid cloud architectures that combine internal and external services in various compositions.
5) Movement to cloud-based, client-agnostic applications accessible from any device.
6) Transition to personal clouds centered on user-defined services rather
Volunteerism is an important tool for nation building according to the document. Civil society organizations operate independently of the government and private sector to serve shared interests and values of their members. They aim to make demands on the government, provide alternative services, and help their members through self-help. Volunteer programs established by the National Government Agencies and Local Government Units aim to build partnerships, create awareness of social issues, and provide opportunities for citizens to contribute their skills, interests, and resources. Volunteerism encourages inclusive and effective development by making the government more accountable and expressing human relationships. It forms the backbone of many organizations by driving citizens to get involved. The document emphasizes that "more hands are better than one" in achieving social goals
The document lists activities in order of agreement level among survey respondents. The top 3 activities that respondents strongly agreed with were being a catalyst for collaborative community music projects, hosting local musicians for workshops and skill sharing, and organizing a membership organization for local artists providing performances, networking, practice space and discounts.
Strategic Communication Plan for Birchwood Clearview Community AssociationFelicia Pratt
The Birchwood-Clearview Community Association (BCCA) aims to enhance quality of life for over 800 homes through citizen involvement. As a non-profit organization, BCCA hosts community events but has a limited budget supported by $20 annual member dues, which are not required. BCCA seeks to increase its primary role in the community and raise its low 4.4% membership rate. A stakeholder analysis identified residents, members, and local businesses as key groups that currently lack awareness of BCCA's mission and offerings. The communication climate presents challenges in efficiently informing all 800 homes about activities through monthly newsletters alone.
The document discusses the concepts and history of community development in India. It explains that community development aims to promote better living through local participation and initiatives rather than outside charity. The community development program was launched in India in 1952 based on concepts from the United States, with the goal of improving rural livelihoods, education, health, and infrastructure through coordinated efforts across government departments.
This grant request from the LGBT Alliance seeks $194,610 in operating support over one year to implement the recommendations of an LGBT Task Force and increase opportunities for LGBT Jews. Key activities include building the capacity of organizations to support LGBT needs, strengthening LGBT organizations, and engaging LGBT Jews through programs, online resources and leadership opportunities. Measurable outcomes include increased participation in Jewish life by LGBT Jews and strengthened LGBT-centric organizations in the community.
Community Development - Building a Healthy Community - by Abid JanAbid Jan
This document provides an overview of community development. It defines community development as a grassroots process where communities organize, plan, develop healthy options, empower themselves, and achieve social, economic, cultural and environmental goals. It discusses principles of community development including taking a long-term approach, focusing on community assets, and empowering community members. The document also outlines the role of community developers in supporting communities and the relationship between community development and social determinants of health. Finally, it presents a community development framework for bringing stakeholders together to coordinate plans to address community needs.
Community Engagement & Volunteerism PowerPointTerri Webb
This document discusses community engagement and volunteerism, especially for youth. It explains that volunteering provides leadership training for youth and benefits communities by allowing youth voices to be heard. The benefits of volunteering include developing skills, enhancing interpersonal skills, building relationships, and gaining perspective. The document also provides several ways for youth to get involved, such as through service, leadership, decision-making, philanthropy, political engagement, and organizing. It encourages readers to find opportunities by considering their interests and passions.
Designing a Crime Prevention Community Based Program - Abid Jan OttawaAbid Jan
This document outlines a proposed community safety initiative called the No Community Left Behind (NCLB) program for the Banff Avenue Community. The key components of the NCLB program include community mobilization, law enforcement, community policing, neighborhood restoration, prevention and empowerment. It proposes establishing a steering committee comprised of community partners to provide leadership and oversight. Other elements include conducting a community needs assessment, developing a strategic action plan, implementing programs and activities, and evaluating outcomes. The goal is to collaboratively address crime, social issues, and improve quality of life through coordinated community engagement and leveraging of resources.
Mobilising a Community for Change - Abid Jan OttawaAbid Jan
The document outlines the community empowerment methodology of mobilization intervention which involves sensitization and awareness raising sessions with community leaders and members. It describes the mobilization cycle of participatory assessment to identify priority problems, development of a community action plan, submission of community project designs, implementation, monitoring and continuing the cycle. The summary provides the high-level process and steps involved in community empowerment and mobilization according to the document.
Students from the University of Port Harcourt's faculty of biological science performed a community service project in the Alakahia community. They cleaned up the dirty environment, using tools like rakes, brooms, and shovels. The cleanup improved the overall cleanliness and sanitation of the area. The students also donated two large metal waste bins to further aid the community.
This document provides an overview of using social media for Oregon cities. It discusses the scope and trends in social media use, including how millennials and seniors are using social media. It also covers different social media management models, the importance of social media policies, and how to create an effective social media plan and use social media as a service beyond just marketing and communications. The document offers advice from other cities on getting feedback from constituents and addressing public records requirements.
The document discusses best practices for community investment programs. It recommends starting early to understand local needs, developing innovative solutions for social problems, and regularly measuring impact. Effective programs identify business objectives, minimize ad hoc activities, and align investments with project timelines. Programs are most successful when they involve local stakeholders, build local capacity, and empower communities through partnership and self-mobilization. Good processes are important, including choosing partners, setting objectives, monitoring progress, evaluating outcomes, and managing finances. Front-loading efforts and using a multi-strand strategy can help address both short and long-term needs in a community.
This presentation was given by JCI Lebanon Vice President for Recruitment & Outreach Mohammad Hijazi during the March 2017 recruitment event entitled "Youth Driving Empowerment" at the American University of Beirut.
Course assignment created by An Coppens
for engagement alliance level 2 qualification
The presentation gives ideas on how to gamify the attraction and retention of potential and existing members of Rotary by applying game techniques which can be applied online as well as off-line. They would provide fun rewards and transparency as well as instant feedback and encourage contribution across the network.
*SAMPLE* Student Affairs Personal Brand WorksheetJustin Fenwick
The document provides prompts for a campus life department to define its skills, relationships, uniqueness, and begin developing a branding voice. It asks the department to list its skills and services, characteristics of its relationships on campus, and what makes it unique, then draft an introductory statement about who it helps, who has what needs, and the resulting impact. The purpose is for the campus life department to understand and communicate its value through a concise branding statement.
Join us to learn how to connect virtual space to the physical office using a combination of Force.com and Brivo Systems APIs. We?ll show you how to design building systems suitable for visitor management, access management, lighting control, HVAC monitoring, and much more.
Este documento fornece especificações técnicas detalhadas para guindastes hidráulicos telescópicos montados em caminhões, incluindo sua capacidade de carga, sistema hidráulico, dispositivos de segurança, regime de cargas e dimensões gerais.
O documento fornece especificações técnicas de um guindaste hidráulico telescópico truck crane, incluindo sua capacidade de carga, sistema hidráulico, dispositivos de segurança, alcance máximo com diferentes configurações de estabilização e gráfico de carga.
El documento habla sobre la anatomía del diafragma y sus arterias. Detalla el nombre de la estudiante Myriam Balseca y su profesor el Dr. Armando Quintana.
The document summarizes Gartner's top 10 strategic technology trends for 2014 presented at their annual conference. The trends include:
1) Increased mobile device diversity and management challenges for IT as employees use 3-5 devices by 2016.
2) Growing demand for cross-platform mobile apps as apps shrink and become more targeted.
3) Emergence of the "Internet of Everything" connecting 25 billion devices by 2020 and creating opportunities for data analytics.
4) Evolution to hybrid cloud architectures that combine internal and external services in various compositions.
5) Movement to cloud-based, client-agnostic applications accessible from any device.
6) Transition to personal clouds centered on user-defined services rather
Community Records Operating Agreement Ownership StructureJustin Fenwick
This document outlines the ownership structure of a company before and after an investment. Originally, the founders owned 51% of the common units as Class A members. After the investment, the founders' ownership decreased to 72% while investors were given up to 29% of the total common units, allocated between Class B and Class C members. The board of managers and artist advisory board would include investor representatives based on their ownership stake.
This document provides an overview of the Department of Diversity and Community Involvement (DCI) at Eastern Michigan University. It includes an introduction to DCI's centers, staff contact list, general responsibilities for students, office logistics, event planning guidelines, graphic design policies, decision making processes, and reflection model. The handbook aims to orient students to DCI's mission and operations.
The Campus Life internal marketing meeting identified several key issues: (1) a disconnect between Campus Life values and administration's values, (2) insufficient communication of Campus Life's worth and successes, and (3) difficulty fully engaging and exposing student voice. The document outlines goals and strategies to address these, including better communicating Campus Life's alignment with administration, value to the campus community, and involvement of student voices. It provides tables comparing current and ideal time/resource allocation and suggests collecting evaluation data and revamping commuter services.
Justin Fenwick Creativity and Right Livelihood PortfolioJustin Fenwick
Justin Fenwick created 6 energetic diagrams on a plane ride home discussing social movement, information sharing, and management. The diagrams surprised him with what had been turned on inside of him. He must journal differences, capture new learnings, track them, adjust interactions with others to allow for authenticity, seek feedback, share ideas, validate others, and manage time flexibly. Learning to discover identity and have permission to go with instincts are important. Creativity is difficult work, especially in new contexts like business school. Holiday break will help him hold true to commitments to try living flexibly and flowing with inspiration, assessing feedback from the world. His goal is living fully each day.
Shaping Timelines for Multiple Perspectives - Worksheet - ProceedureJustin Fenwick
This document provides a procedure for creating a multi-perspective timeline. It involves having each party individually fill out a timeline first before reconvening to discuss and combine perspectives. The timeline scope and attributes are agreed upon first. Each party then privately lists dates, activities, descriptions, objectives, and their own involvement from their point of view. The parties then meet to share and use everyone's input to shape a new combined timeline, discussing any unexpected findings, gaps, or differing understandings between perspectives.
Presentación desarollo Agua Potable y Alcantarillado en MaitencilloPhilippe Demartin
Este documento resume la gestión de un proyecto de saneamiento en Maitencillo en 2013. Detalla las visitas al terreno y reuniones con las autoridades involucradas. Presenta los detalles técnicos del proyecto propuesto por ESVAL S.A., incluyendo el área, población y demanda de agua potable proyectadas, así como los costos estimados de las inversiones requeridas. Finalmente, identifica temas pendientes, vulnerabilidades y agradece la participación.
This document discusses the benefits of companies engaging with stakeholders in an inclusive manner to get feedback and ensure programs address stakeholders' needs. Effective stakeholder engagement can improve brand strength, allow for honest evaluation, contribute to shared ownership and trust, help identify real needs, lead to more equitable development, manage risk and reputation, pool resources to solve problems, provide understanding of the business environment, enable learning and improvements from stakeholders, and inform and influence stakeholders and decision-making. Regular feedback through engagement allows for continuous improvement of social programs and readily available reporting on relationships with strategic initiatives.
For a large development team or ISV, building an external API on Heroku for Force.com allows you to share your processes and data with your ecosystem, while limiting their access. Through a real-world example, you'll learn how to design an eloquent RESTful API using JSON and OAuth, when to use Apex REST Services over the REST API, and when to add functionality to your org versus your API. Join us as we outline approaches for user-level security, key-based authorization, versioning of Salesforce assets, caching strategies, throttling, testing, and much more.
Side by side L3C vs. Non-Profit ComparisonJustin Fenwick
This document provides an overview and comparison of L3Cs and 501(c)(3) organizations. Some key points:
- An L3C is a for-profit entity that must significantly further charitable or educational purposes with no significant income production. A 501(c)(3) is a nonprofit tax-exempt organization.
- Both aim to have social and financial missions but L3Cs can distribute profits to members while 501(c)(3)s cannot.
- L3Cs allow for divided ownership and capital gains while 501(c)(3)s are governed by a board of directors.
- Hybrid models combining L3Cs and 501(c)(3)s can make sense when only part
This document provides a strategic planning brainstorm guide for the Community Records Foundation to guide its strategic planning over the next 3 years. It identifies the organization's strengths, such as its relationship with the community and commitment to arts education. It also notes weaknesses like a lack of funding. The document lists major opportunities for the organization, such as its unique services and the local music scene. It outlines threats such as similar competing services. The guide is intended to help the organization build on its strengths, address weaknesses, pursue opportunities, and minimize threats in developing its strategic plan.
El documento proporciona información sobre diferentes tipos de acanalados y recubrimientos metálicos fabricados por IMSA-MEX para aplicaciones en cubiertas y fachadas. Describe productos como acanalados IMSA, sistemas de fijación oculta, perfiles estructurales y de cubiertas compuestas, con detalles sobre sus dimensiones y usos típicos.
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 is an agenda for communities that want to reach out to neighboring communities and regional or statewide groups to identify ways to work together to continue to make progress on moving from poverty to prosperity.
The Welcome Mat Detroit is a nonprofit organization that connects immigrant communities to services in southeast Michigan. It maintains a database of over 800 social, cultural, and civic organizations. The organization strives to foster a welcoming environment for immigrants by serving as a central information hub and facilitating connections between new arrivals and service providers. An internship is available to assist with updating the organization's database of services, conducting outreach, and researching immigrant integration issues and funding opportunities.
The Positive Impacts Of Community Development In South AfricaChristina Valadez
Community development in South Africa can have positive impacts in fields like public health, economic development, and reducing violence. It aims to improve solidarity and empower communities through principles like self-help, participation, and addressing felt needs. However, locality alone does not define a community - development must pursue the goals of agency and solidarity. Previous research found community development and gardening programs can revitalize neighborhoods by reclaiming urban areas, fostering social ties, and increasing civic engagement.
This is a small presentation done by me during my MSW. so i feel that this presentation gave a small introduction abou the community and community organization.
The document outlines the terms of reference for an LGBTQ2S+ community collaborative called the HBT Working Group. The group aims to address homophobia, biphobia, and transphobia in London, Ontario through advocacy and community events. It has both active and supporting members from community agencies and allies. The terms of reference describe the group's purpose, vision, membership structure, decision-making processes, and operational guidelines.
ANC Social Transformation Policy DocumentSABC News
The document outlines resolutions from the ANC's 54th National Conference relating to social transformation, safety of women and children, substance abuse, and empowering vulnerable groups. Key resolutions include:
1) ANC branches must lead communities in addressing social issues and building social cohesion through regular dialogue and exemplary conduct.
2) Legislation against hate crimes and all forms of racism/discrimination must be enforced. African history and culture should be promoted.
3) Education, sports, arts and community organizations can help address issues like substance abuse, violence, and build social cohesion. Street and village committees and safety forums need to protect communities and address social issues.
Thank you for your question. While change can be difficult, Fernwood NRG is committed to enhancing our neighbourhood in a way that respects its history and diversity. Our goal is to create more affordable housing and local businesses - supporting what makes Fernwood unique. We encourage all community members to stay involved and provide feedback throughout the process. Together, we can build a future that celebrates both our past and the next generation. Please let me know if you have any other questions or concerns.
Dear Fernwood NRG:
I heard a rumour that you are putting in condos instead of affordable housing. Is this true? I'm worried the neighbourhood I grew up in won't be affordable for families anymore.
This document discusses the mission and goals of an organization aimed at providing community support through food, education, and social programs. The organization seeks to help communities come together during difficult times by offering various forms of support to improve quality of life. Its marketing plan involves community outreach and conversations to share its message and advocate for its mission of supporting communities in need.
Here are the 7 steps in the Community Action Cycle for Community Mobilization:
1. Prepare to Mobilize - Select issues/problems, identify community, form mobilization team, gather info
2. Organize the Community - Orient community, build relationships, invite participation, form core group
3. Explore Problems/Prioritize - Decide objectives, explore issues/problems, analyze, prioritize actions
4. Plan Together - Decide planning objectives, roles, conduct planning, create action plan
5. Act Together - Define team role, strengthen capacity, monitor programs, problem-solve
6. Evaluate Together - Conduct participatory evaluation, provide feedback, document lessons, prepare to reorganize
This document discusses supporting One Voice Community Center, an LGBTQ organization in Phoenix, Arizona. It promotes becoming a sponsor for their upcoming All That Glitters Gala Benefit event on November 19th, which will raise funds to support the Community Center's programs. Sponsorship packages at various donation levels are outlined, from $500 Turquoise Table Sponsors up to $5,000+ Diamond Sponsors, with increasing benefits offered such as event tickets, promotional visibility and exclusivity. Interested sponsors are encouraged to contact the Gala Chair for more details.
This document discusses supporting One Voice Community Center, an LGBTQ organization in Phoenix, Arizona. It promotes becoming a sponsor for their upcoming All That Glitters Gala Benefit event on November 19th, which will raise funds to support the Community Center's programs. There are several sponsorship levels outlined, from $5,000 Diamond Sponsors down to $500 Turquoise Table Sponsors. Sponsors will receive benefits and promotions commensurate with their level of support.
1. Community development is a process conducted by community members to not only create more jobs and infrastructure, but also help their community become better able to manage change. It builds physical, financial, human, social and environmental capitals.
2. Development means increasing choices, while growth just means more of the same. Development can occur without growth and growth can occur without development.
3. Economic development is part of community development by seeking to build all five community capitals, not only enhancing the economy but also the environment, social structures, attitudes and assets.
New aid model needed or world's poorest will wait a century for basicsAmouzou Bedi
KFDWB is an NGO based in Vienna, Austria whose mission is to identify current development issues and best practices and make this knowledge available to development organizations and local governments. It believes that development knowledge needs to be shared freely worldwide for the benefit of mankind. The organization relies on volunteers around the world to report on positive and negative development issues in order to provide accurate, real-time information to help improve decision making and timely interventions.
New aid model needed or world's poorest will wait a century for basicsAmouzou Bedi
KFDWB is an NGO based in Vienna, Austria whose mission is to identify current development issues and best practices globally and make this knowledge available to development organizations. It believes knowledge for development should be shared freely worldwide for the benefit of humanity. The organization, comprised of volunteers worldwide, reports on positive and negative development issues to help agencies, NGOs, and governments make better, timely decisions to enhance their efforts and interventions. It also gives communities a chance to participate in reporting economic, social, and environmental problems they face so that development resources can be efficiently targeted. Anyone can become a volunteer by completing a form on the KFDWB website.
The Host Neighbor Leadership Council manages community leadership development in Seeds of Promise. In 2015, projects led by the Council included:
1) A Feeding America food truck at a local school that distributed over 75,000 pounds of food to 2,700 residents, with over 100 volunteers contributing nearly 200 hours.
2) A community unity march and rally that addressed violence and attracted 250 people, with 28 sponsoring organizations and $2,400 raised from 13 donors for a $1,500 event.
3) Winterizing homes for seniors and shoveling snow, with volunteers also clearing 10 adopted fire hydrants.
Presentation by Sam Chimbuya and Rahel Otieno from Khanya-African Institute for Community Driven Development, at the Sustainable Livelihoods Approaches seminar on 26th January 2011 at the Institute of Development Studies, Brighton
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 is a series of handouts for dialogue participants to use throughout the discussion sessions.
This document is a resume for Justin Fenwick that outlines his experience and qualifications. It summarizes that he has over 10 years of experience in non-profit management, financial analysis, and community development work. He holds an MBA and has held roles managing transportation programs, arts non-profits, and developing social enterprises. Fenwick has extensive experience creating financial projections, accounting systems, and strategic plans for organizations.
- Putnam Investments is facing serious issues due to market timing allegations and needs to take steps to minimize client outflows and recapture growth.
- They should admit wrongdoings, improve fund oversight, and vow to change their culture while protecting future plans.
- To minimize outflows, Putnam must increase transparency, personalize client services, lower prices, and implement clear controls to prevent further issues.
- To recapture growth, Putnam needs to retain and attract talent through better communication and incentives while refocusing their image promotion internally.
Getting to Yes! Negotiating Agreement Without Giving In - Summary - MemoJustin Fenwick
"Separate the people from the problem."
Members of the Harvard Negotiation Project, Fisher and Ury focused on the psychology of negotiation in their method, "principled negotiation," finding acceptable solutions by determining which needs are fixed and which are flexible for negotiators.
"Focus on interests, not positions."
"Invent options for mutual gain."
"Insist on using objective criteria."
"Know your BATNA (Best Alternative To Negotiated Agreement)"
The DCI Student Training Curriculum document outlines the training topics, assessments, and evaluations that will take place monthly from August 2008 to April 2009. Key events include a summer orientation, student retreat, workshops on partnerships, social justice, advocacy, and leadership development. Throughout the year, students will complete team diagnostics, community issue mappings, training evaluations, and performance assessments. The goal is to provide students with skills and knowledge around community work while building team cohesion and leadership abilities.
1. Justin Fenwick held a creative session with a client to help develop their strategic plan, but it did not go as planned. Despite preparing an agenda, the questions were too broad and participants were confused about the purpose.
2. During the session, several participants openly expressed their frustration with the unclear process. In response, Justin scrapped the original agenda in favor of addressing the needs expressed by those in attendance.
3. While the creative session did not go as intended, Justin was able to collect over 150 ideas. He also identified several key themes and trends from aggregating the ideas that could inform the client's strategic plan and future work, such as being fully responsive to youth and facilitating their involvement in local
This document provides categories for top visual, audio, and written submissions as well as a making of video and recent comments section. It appears to be displaying content from various media types for users to view, listen to, and interact with.
This document provides an operations management plan for a3arts.org, an online arts portal for Washtenaw County, Michigan. It describes the current beta launch condition, including that the site has over 100 registered members and content comes from user profiles, events, ads, and posts. Justin Fenwick, as Outreach Manager, is solely responsible for site management. His efforts have focused on community outreach through free trainings to encourage user participation and content creation. The document outlines target conditions including establishing the site as the primary online resource for local arts information and a place for artists to connect.
*SAMPLE* Content Curation/Layout Arts Non-Profit NewsletterJustin Fenwick
The email newsletter from the Arts Alliance provides information on upcoming meetings, workshops, grant opportunities, and job openings related to arts and culture. It also shares news articles on topics like the development of a new arts center, using mobile phones in museums, and a program using dance to help people with Parkinson's. The newsletter encourages recipients to get involved in initiatives like providing input on a transportation plan, becoming an Arts Alliance member, and posting events to their online calendar.
This document provides an agenda for an arts and cultural summit hosted by Eastern Michigan University on December 1, 2009. The summit included musical and dance performances, presentations from regional cultural leaders, breakout sessions on topics like arts education and creative use of space, a keynote speech from Stuart Rosenfeld on creative economies, and networking opportunities. Breakout sessions covered welcoming a new arts website, fundraising strategies, an art walk program, and using social media. The agenda provides details on session times and locations throughout the day-long event.
This document provides an agenda and details for an arts and culture conference taking place on September 20, 2011 at Eastern Michigan University. The all-day conference includes a keynote speech, breakout sessions on topics like the value of arts data, creative business planning for artists, and hybrid arts organization models. Additional activities include an art viewing with community poetry responses, networking opportunities, and a post-conference social at a local brewery. The document outlines the schedule, locations, sponsors and logistical information to help attendees navigate and get the most from the day's events and discussions on exploring the value of arts and culture.
*SAMPLE* Public Transit - Business Engagement StrategyJustin Fenwick
The document outlines TheRide's business engagement strategy. It discusses establishing and maintaining
partnerships with businesses and organizations to increase awareness and use of TheRide's services. A business
engagement team leads these efforts by identifying opportunities, assessing partnerships based on defined criteria,
and implementing strategies tailored to different levels of commitment. These may include promotional activities,
fare arrangements, transportation consultations, or membership in advisory groups. The team tracks partner
information in profiles to evaluate relationships and allocate resources effectively for strengthening the
partnership network over time.
This document provides reassurance that the assistant is available to listen without judgment, and can provide knowledge about unfamiliar topics. It encourages asking questions, as remaining ignorant leaves one a fool. Questions about sexuality especially should be asked now rather than avoided, as open discussion is important.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
A Survey of Techniques for Maximizing LLM Performance.pptx
Community Records Strategic Plan
1. Community Records Foundation...
Please work with the Strategic Planning Committee to make any changes or notify the committee of any changes to the Google Document.
1. Is a leader in developing and building the Ypsilanti community in a way that is inclusive and reflects its diversity.
1.1.Information gathered about stakeholders is readily available and maintained. This information is used to help
with all decision making, fundraising, marketing and eventually strategic plans.
1.1.1.Full understanding of the community itself (relationships, assets and connections) and the support CRF can
provide.
1.1.2.A guide and goals (centered around the goals of the strategic plan) of CRF community involvement helps
inform decisions on which projects and partnerships and how to evaluate them.
1.1.3.There is an increase in fundraising opportunities as a result of stakeholder engagement.
1.1.4.Growing number of events meet more than one need of the community and are evaluated as such.
1.2.Seen as part of the community development process by government, businesses, and citizens. Seen as a leader
in communication and self-expression bringing people together in open dialogue and service.
1.2.1.Helps convene or participate in groups focused on community development, always holding true to the
values of diversity and building new bridges between groups and people.
1.2.2.Young people, clients, other groups are aware of and involved in local community organizations and
charities.
1.2.3.Provides family friendly events and participation opportunities for those attending to be exposed to new
art experiences.
1.2.4.Our impact in the community emphasizes our needs and encourages increased fundraising.
1.3.Active membership in community organizations and affairs.
1.3.1.CRF community members are a part of local leadership positions.
1.3.2.Community membership can be tied to increased funding.
1.3.3.Seen as a leader in supporting open communication of issues and ideas in the community.
1.4.Innovator in artistic programming actively providing opportunities to help other organizations in the community,
especially dispersed populations, in networking, collaboration, and understanding of diversity.
1.4.1.Connections are made between students, their families and local charities addressing social justice issues.
1.4.2.Understanding of local artists impact on the community.
2. 1.4.3.Fee structure is created for services.
1.4.4.Scholarship program for qualified students.
1.4.5.Families become donors to CRF
1.4.6.CRF programs directly benefit local charities & orgs with similar goals.
1.5.Innovator in artistic programming actively providing opportunities to help other organizations in the community,
especially dispersed populations, in networking, collaboration, and understanding of diversity. Regular support
is provided to local organizations that are in line with the goals of both organizations. Community support of
CRF is evident. Assets and needs of CRF are always readily available.
1.5.1.CRF community members are a part of local leadership positions.
1.5.2.Community membership can be tied to increased funding.
1.5.3.Seen as a leader in supporting open communication of issues and ideas in the community.
1.5.4.Connections are made between students, their families and local charities addressing social justice issues.
1.5.5.Understanding of local artists impact on the community.
1.5.6.Fee structure is created for services.
1.5.7.Scholarship program for qualified students.
1.5.8.Families become donors to CRF
1.5.9.CRF programs directly benefit local charities & orgs with similar goals.
1.5.10.Community partners are satisfied with us.
1.5.11.City/State gov’t entities are aware of CRF & its programs.
1.5.12.Other nonprofits are aware of CRF & its programs.
1.5.13.Local schools are aware of CRF & its programs.
1.5.14.Appropriate disclosure of assets available on Web site or filed with the State.
1.5.15.Needs of CRF are prominently displayed on Web site and posted on real and virtual bulletin boards and
classifieds.
1.6.Board of Directors strives to be representative of the diversity seen in the community.
1.6.1.Created board member recruitment plan helps the board better reflect the diversity of our clientele and
community.
1.6.2.Plan for Board member diversity is advertised within and outside of the CRF community.
3. 2. Is actively engaging in fundraising activities and planning that supports this strategic plan.
2.1.Grants fund both expansion and basic needs but do not drive the organization and its goals. Support received
for expanding programs
2.1.1.Government and foundation grant proposals focus on services that lessen the negative impacts of an
economic downturn.
2.1.2.Gov’t and foundation grant proposals are all within CRF’s mission.
2.1.3.Current programing is supported.
2.2.Regular funding is expected and maintained from sponsorship sources.
2.2.1.CRF has a working plan to secure sponsorships.
2.2.2.Donor information is clear, accessible and managed.
2.2.3.Donors feel recognized.
2.2.4.All marketing/informational materials include donation/giving opportunities listed.
2.2.5.Align with local businesses that support our mission and goals.
2.3.Regular fundraising events engage diverse local audiences and feature CRF performers, supporters, and
activities. Fundraising events recognize major volunteers, donors, and other supporting entities.
2.3.1.More money is raised for programming.
2.3.2.Our events meet attendance goals.
2.3.3.Our visibility in the community is increased.
2.3.4.The continuation of event planning ensures events are well organized and can support fundraising goals.
2.3.5.A committee, volunteer, board member or employee has the task of officially thanking volunteers, donors
and other supporting entities.
2.4.A unique product is produced on a regular basis that promotes CRF and brings in funds such as CDs, local
music guide, branded local goods, or apparel.
2.4.1.IMPROVisation series is marketed and distributed on and off the Web.
2.4.2.CRF artists’, of all ages, recordings are marketed and distributed on and off the Web.
2.4.3.CRF podcasts are posted and marketed on and off the Web.
2.4.4.An online store is established and managed to sell our products, incl. individual songs, on the Web site.
2.4.5.A CRF promotional video is completed and available for free download on our Web sites.
4. 2.5.Relationships are seen as the cornerstone of our fundraising activities. We are aware of who our relationships
are with and work regularly to maintain them and cultivate new ones.
2.5.1.Continue to establish relationships with local nonprofit and for profit businesses.
2.5.2.Log is created of all inter-organizational relationships between CRF & others.
3. Is a local specialist in providing creative opportunities for self-expression, entertainment, social activities, and music
events.
3.1.Community Records Foundation is a hub for the local music and art scene, supporting its growth. Programing
and events are seen as consistent by the community.
3.1.1.Established network of local musicians and songwriters.
3.1.2.Information is readily available about the local scene including: how to enter, venues, active groups, and
how CRF can help.
3.1.3.All CRF events promote socializing and/or the sharing of resources through use of CRF Web site.
3.1.4.Lessons and recordings are provided on model that provides for a cash flow.
3.1.5.Strong emphasis given to supporting, teaching, coaching, promoting youth artists, seeding the next
generation.
3.1.6.Connects local artists across divisions and media, incl. socio-economic status, youth/elders, music/visual,
etc.
3.1.7.Reliable programming creates spaces and events that promote a local culture of attendance to them, after
School Songwriting Program is one of these reliable programs.
3.2.Provides unique music and arts education to community members. Seen as a local creative hub that fosters selfexpression and creativity in the community especially to those who do not often have the opportunity.
3.2.1.After-school programming bridges the community and promotes interaction among diverse populations.
3.2.2.Music education and activities consistently bring different groups together.
3.2.3.All arts programs are centered around creation of original art.
3.2.4.Arts education curriculum is unique in how it connects artists to social justice organizations/charities in the
community.
3.2.5.All gatherings promote socializing and/or the sharing of resources.
5. 3.2.6.All activities, events and projects are inspired or planned by community members, specifically, youth and
their families, organizations or centers we are working with and the groups serviced by CRF.
3.2.7.CRF actively searches out artists who need support, both financial and emotional, working to nurture and
encourage artists and potential artists in their quest for self-expression.
3.2.8.CRF creates spaces and opportunities for community members to express themselves.
3.3.Provides affordable entertainment services and events that are accessible and well attended. Seen as leader
for participatory music events and activities in the community.
3.3.1.Seen as a leader in incorporating communication into events and activities.
3.3.2.All activities, events and projects are inspired or planned by community members, specifically, youth and
their families, organizations or centers we are working with and the groups serviced by CRF.
3.3.3.All gatherings promote socializing and/or the sharing of resources.
3.4.Local and diverse volunteers are easily accessible through developed relationships with Eastern Michigan
University, community organizations, and other sources. Being a CRF volunteer or staff member is a sought after
opportunity.
3.4.1.Creates an overall external relations program that encompasses communications and interaction with its
various stakeholder, including students, families, community supporters, neighborhoods, public schools and
higher education.
3.4.2.Actively seeks to develop enthusiastic alliances and mutually beneficial relationships with other
educational and community based associations.
3.4.3.Actively seeks to connect people with long and short term volunteer opportunities.
3.4.4.Identifies a diverse volunteer pool by targeting specific abilities, ages, skill sets, interests and expertise.
3.4.5.Creates leadership training program and appreciation events for volunteers.
3.4.6.Allows volunteers hands on experience in the arts, music and education.
3.4.7.Fosters new skills and builds career experience for resumes.
3.4.8.Encourages community members to pursue interests in music and community regardless of age, gender or
ability.
4. Develops internal controls and management strategies that promote growth, sustainability, accountability, and
transparency of the organization.
6. 4.1.Regular review of evaluations from and on all CRF activities, staff, board members, and volunteers promotes
accountability, growth and informs decisions.
4.1.1.All staff recognize and encompass the tasks provided in the job description for his/her specific position.
4.1.2.CRF has defined internal processes of two-way evaluation.
4.1.3.States the policies and procedures of the organization.
4.2.Board members, staff, and volunteers are in place to meet all organizational needs.
4.2.1.Professional development opportunities are identified and/or provided.
4.2.2.Board, staff and volunteer assignments are clearly defined and set-up for success.
4.2.3.Replacement of board, staff, and volunteer members does not present a gap in meeting organizational
needs.
4.2.4.Easy access to and clear definition of available volunteer opportunities.
4.2.5.A steady stream of volunteers are from identified sources such as, but not limited to, EMU and U of M.
4.3.Infrastructure is established to make the activities of the organization transparent and understandable to the
community with many entry points for this information.
4.3.1.Market research shows areas in which CRF is unique and different from the community.
4.3.2.Systems are put into place to ensure that everyone in the organization knows what is going on, e.g.,
board members, admin & staff all have easy access to timely information re: all CRF activities.
4.4.Knowledge of the local and CRF community is maintained and readily available. This information is used to
help with all decision making, fundraising, marketing and eventually strategic plans.
5. Has an established location that allows for recording and group activities.
5.1.The location is an investment that immediately provides returns to cover its costs. Appropriate revenue and
funding is obtained to safely pay for rent and furnishings.
5.1.1.Services of CRF are changed to meet the specific assets and limitations of the location and are advertised
ahead of time.
5.1.2.Recording Studio is equipped to record members of the community, including individuals, small groups,
large groups, open mic-ers, podcasters, etc.
5.2.The location is accessible to all different abilities.
7. 5.3.Decision making process includes a strong focus on the lowest negative social and environmental impacts
including office supplies and furnishings and during-operation impacts.
6. Is recognized for its innovative art and music curricula and values which position it as a asset to the community.
6.1.Seen and known in a positive light for its values, services, and as an asset throughout the community that
people want to be involved with.
6.1.1.Has an identifiable brand that is recognized throughout the community.
6.1.2.Engaging and interactive presence online.
6.1.3.Everyone in and outside of CRF knows what is going on, including worries and concerns and the
resources needed to address them.
6.1.4.Marketing strategies encourage knowledge-building of both community arts and CRF itself.
6.1.5.Upcoming volunteer opportunities (long-term and short) are easily accessible to interested persons.
6.2.Develops music curricula that address different topics and groups. Developed curricula and the resulting
programming are sought after and CRF provides services around them.
6.2.1.Established as a leader in after school programming and requested as expert and model setting.
6.2.2.Diversity objectives and learning outcomes are an essential component of curricula.
6.2.3.Offers mentoring opportunities to young people as part of the framework of all programs.
6.2.4.Offers music-making and songwriting programs for older adults in local residential and assisted living
facilities.
6.2.5.Makes inter-generational connections between members of different programs.
6.2.6.Service to the community/ connection to local non-profits an integral part of all curricula and programs.
6.3.Community Records Foundation’s after- school programs continue and expand to be seen as a leader in after
school programming. Expanded work provides higher gross margin through higher fees/lower variable costs.
6.3.1.After-school songwriting programs curricula encompass academic support goals (literacy and numeracy
etc..).
6.3.2.After-school songwriting programs curricula focus on empowering students to create and sustain positive
creative partnerships with others.
6.3.3.After-school songwriting programs connect students to resources in the community that help them achieve
their own personal artistic goals.
8. 6.3.4.After-school songwriting programs empower students to benefit local charities/ non-profits with their art.
6.3.5.Graduates of the program become mentors to other students and are encouraged to join in the process of
realizing the vision and goals of CRF.
6.4.Programming and activities address issues and concerns identified by the community itself.
6.4.1.Assessments are used to create targeted action plans that will lead to program improvement in areas of
weakness.
6.4.2.CRF's many strong connections to community groups and concern for those under-represented in
Community organizations makes it able to identify needs in the community as they arise.
6.4.3.CRF's continuing commitment and connection to students and members gives voice to the needs of said
members.
6.4.4.Many services are provided by qualified volunteers seeking professional experience.
6.4.5.Cost/revenue structure is developed.
6.4.6.All voices included in activities and assessment.
9. Strategic Plan Pre-Eval Form - Project/Action Item Name: ___________________________ Completion Date:_________ Eval cycle :_________
Name(s) of person(s) championing project: _____________________________________________________________________________
Please rank this project/action item: Not working towards goal 0------------5 Fully engages action towards meeting this goal
Goals: 1
Focus Area
Influential Factors:
Resources:
Activities:
Outputs:
Outcomes & Impacts:
Evaluation:
2
3
4
5
6
Description, what specific strategic plan outcomes does this
work towards and how?:
10. Strategic Plan Pre-Eval Form - Project/Action Item Name: ___________________________ Completion Date:_________ Eval cycle :_________
Name(s) of person(s) championing project: _____________________________________________________________________________
Brief Description:
Consideration for developing evaluation:
Formative - help you improve your program. Summative - help you prove whether your program worked as planned.
Audience of project:
Relationships/Capacity:
Quality/Quantity:
Effectiveness/Satisfaction:
Questions audience will have about program:
Use of information: