This document summarizes a presentation given by representatives from Santa Clara University and Loyola Marymount University on successful collaboration between their Corporate & Foundation Relations and Sponsored Projects Offices. They discuss how initially their offices worked independently but learned that collaboration leads to greater fundraising potential, more gifts and grants secured, and helping leaders understand the importance of communication between the offices. They provide examples of how their roles have different cultures and reporting structures but also share a common purpose of supporting their universities.
Este documento presenta una introducción a varios temas fundamentales de la epistemología. Explica que los cinco problemas principales de la teoría del conocimiento son: la posibilidad del conocimiento humano, el origen del conocimiento, la esencia del conocimiento humano, las formas del conocimiento humano y el criterio de verdad. Luego resume las posiciones racionalista, empirista y realista sobre estos temas, así como las concepciones del idealismo de Platón y el realismo de Aristóteles.
We believe that if we all work together, we can wipe out this terrible disease. Please join the fight by sharing these important facts about AIDS with your family and friends.
AIDS is strong, but together we are stronger.
Google Plus para el Trabajo ofrece herramientas como círculos para compartir información selectivamente, comunidades para crear grupos de referencia, y eventos públicos o privados. Incluye Hangouts para realizar reuniones públicas o privadas de forma remota, así como crear documentos y presentaciones de forma colaborativa utilizando plataformas como Slideshare y YouTube.
Este documento presenta un diplomado en manejo de crisis y gestión del cambio ofrecido por la Caribbean International University. El programa de 20 semanas y 150 horas busca brindar a los participantes las competencias necesarias para analizar el comportamiento organizacional, establecer criterios de intervención para el manejo de crisis, y formular estrategias de comunicación y negociación que favorezcan la gestión del cambio y el restablecimiento del equilibrio organizacional. El programa consta de cinco módulos que cubren temas como gestión de crisis y conflictos, técnicas
Green Funds 2.0 Nitty Gritty Of Campus Sustainability Fund ManagementMieko Ozeki
prepared by Mieko Ozeki, Katherine Walsh (UC Berkeley), Kevin Ordean (Northern Arizona University), Lilith Wyatt (McGill University), Melody Hartke (North American University), and McKenzie Beverage (University of Illinois- Urbana Champaign) and presented at the AASHE 2012 Conference.
A campus sustainability fund (also called green fund) is money available to campus community members for sustainability projects. Money for the fund may be from student fees, administrative budgets, or alumni donations and funding may be allocated in the form of grants or loans. Currently, there are over 175 green/sustainability funds in North America run by 155 institutions. Our goal as session leaders is to educate our audience beyond the basics of sustainability funds, by adhering to an overall theme of “So you have established a sustainability fund, what next?” We will cover case studies from six well-established sustainability funds and address key differences and patterns in how these funds have evolved in their management and processes.
Topics covered include: 1) strategies for soliciting sustainability projects; 2) criteria for projects: what can and cannot be funded; 3) project implementation plans and long-term support of projects beyond initial funding; 4) sustainability fund staffing and committee structures; 5) advising project leaders; and 6) and quantifying and reporting the metrics of funded projects.
Session leaders will break the 60–minute session into three 20-minute sections: (1) project solicitation and developing selection criteria with committees and staff; (2) project implementation, advising project leaders, and reporting structures; and (3) long-term integration of the fund and projects with institutional goals and structures. Each 20-minute section will include presentation from the session leaders and Q&A with the audience. The opening question we plan to answer is “What are we trying to accomplish with these funds?” and the concluding question we plan to answer is “What are the broad educational impacts of sustainability funds?” Post session we intend to create a white paper on best practices of managing a sustainability funds that will include case studies. This workshop is part of a series and a follow-up to Green Funds 1.0: Getting a Fund Started.
This document summarizes a presentation on strengthening engagement at North Carolina State University. It discusses the history of the engagement movement and initiatives at NC State. It outlines the agenda for the presentation, which includes studying the institution's history and culture, using democratic methods to include stakeholders, and implementing recommendations. The presentation discusses logic models for evaluating engagement programs and expanding indicators to include non-monetary quality of life impacts. It also summarizes the task force charges around engagement criteria for faculty evaluation and developing institutional performance indicators. The presentation emphasizes integrating learning, discovery, and engagement and developing shared values and measures of engagement.
This document discusses strategies for institutional change to promote community engagement at universities. It provides an overview of the Carnegie Engagement Framework's core components, including mission, leadership, infrastructure, and faculty. As a case study, it examines York University's mission and lessons learned from its President's Task Force on Community Engagement. The task force informed York's strategic plan to enhance community engagement over the next 10-15 years. The document also outlines Carnegie's requirements and potential strategies to recognize and reward community engagement through scholarship, incentives, internationalization, knowledge mobilization, accountability, differentiation, advancement, and curricular reform.
Este documento presenta una introducción a varios temas fundamentales de la epistemología. Explica que los cinco problemas principales de la teoría del conocimiento son: la posibilidad del conocimiento humano, el origen del conocimiento, la esencia del conocimiento humano, las formas del conocimiento humano y el criterio de verdad. Luego resume las posiciones racionalista, empirista y realista sobre estos temas, así como las concepciones del idealismo de Platón y el realismo de Aristóteles.
We believe that if we all work together, we can wipe out this terrible disease. Please join the fight by sharing these important facts about AIDS with your family and friends.
AIDS is strong, but together we are stronger.
Google Plus para el Trabajo ofrece herramientas como círculos para compartir información selectivamente, comunidades para crear grupos de referencia, y eventos públicos o privados. Incluye Hangouts para realizar reuniones públicas o privadas de forma remota, así como crear documentos y presentaciones de forma colaborativa utilizando plataformas como Slideshare y YouTube.
Este documento presenta un diplomado en manejo de crisis y gestión del cambio ofrecido por la Caribbean International University. El programa de 20 semanas y 150 horas busca brindar a los participantes las competencias necesarias para analizar el comportamiento organizacional, establecer criterios de intervención para el manejo de crisis, y formular estrategias de comunicación y negociación que favorezcan la gestión del cambio y el restablecimiento del equilibrio organizacional. El programa consta de cinco módulos que cubren temas como gestión de crisis y conflictos, técnicas
Green Funds 2.0 Nitty Gritty Of Campus Sustainability Fund ManagementMieko Ozeki
prepared by Mieko Ozeki, Katherine Walsh (UC Berkeley), Kevin Ordean (Northern Arizona University), Lilith Wyatt (McGill University), Melody Hartke (North American University), and McKenzie Beverage (University of Illinois- Urbana Champaign) and presented at the AASHE 2012 Conference.
A campus sustainability fund (also called green fund) is money available to campus community members for sustainability projects. Money for the fund may be from student fees, administrative budgets, or alumni donations and funding may be allocated in the form of grants or loans. Currently, there are over 175 green/sustainability funds in North America run by 155 institutions. Our goal as session leaders is to educate our audience beyond the basics of sustainability funds, by adhering to an overall theme of “So you have established a sustainability fund, what next?” We will cover case studies from six well-established sustainability funds and address key differences and patterns in how these funds have evolved in their management and processes.
Topics covered include: 1) strategies for soliciting sustainability projects; 2) criteria for projects: what can and cannot be funded; 3) project implementation plans and long-term support of projects beyond initial funding; 4) sustainability fund staffing and committee structures; 5) advising project leaders; and 6) and quantifying and reporting the metrics of funded projects.
Session leaders will break the 60–minute session into three 20-minute sections: (1) project solicitation and developing selection criteria with committees and staff; (2) project implementation, advising project leaders, and reporting structures; and (3) long-term integration of the fund and projects with institutional goals and structures. Each 20-minute section will include presentation from the session leaders and Q&A with the audience. The opening question we plan to answer is “What are we trying to accomplish with these funds?” and the concluding question we plan to answer is “What are the broad educational impacts of sustainability funds?” Post session we intend to create a white paper on best practices of managing a sustainability funds that will include case studies. This workshop is part of a series and a follow-up to Green Funds 1.0: Getting a Fund Started.
This document summarizes a presentation on strengthening engagement at North Carolina State University. It discusses the history of the engagement movement and initiatives at NC State. It outlines the agenda for the presentation, which includes studying the institution's history and culture, using democratic methods to include stakeholders, and implementing recommendations. The presentation discusses logic models for evaluating engagement programs and expanding indicators to include non-monetary quality of life impacts. It also summarizes the task force charges around engagement criteria for faculty evaluation and developing institutional performance indicators. The presentation emphasizes integrating learning, discovery, and engagement and developing shared values and measures of engagement.
This document discusses strategies for institutional change to promote community engagement at universities. It provides an overview of the Carnegie Engagement Framework's core components, including mission, leadership, infrastructure, and faculty. As a case study, it examines York University's mission and lessons learned from its President's Task Force on Community Engagement. The task force informed York's strategic plan to enhance community engagement over the next 10-15 years. The document also outlines Carnegie's requirements and potential strategies to recognize and reward community engagement through scholarship, incentives, internationalization, knowledge mobilization, accountability, differentiation, advancement, and curricular reform.
Kevin X Murphy: 10 Bridges For Innovation and Entrepreneurship in Viet NamTri Dung, Tran
Kevin X Murphy (President and CEO of JE Austin Associates) presents the 10 bridges connecting innovation ecosystem players in Viet Nam.
Bridge 1: Student Job Placement & Career Support
Bridge 2: Alumni Programs
Bridge 3: Executive Education & Lifelong Learning
Bridge 4A: Industry-Funded Research & Commercialization
Bridge 4B: Commercialization of Research
Bridge 5: Industry Consulting
Bridge 6: Definition and Measurement of Skills Standards
Bridge 7: On-Site Training, Internships & Apprenticeships
Bridge 8: Industry Responsive Curriculum & Training
Bridge 9: Regular Demand-Side Assessments & “Gap Analysis” Surveys
Bridge 10: Entrepreneurship Centers
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
Stephen Tall - 'Oxford Thinking': The Campaign for the University of OxfordStephen Tall
This document provides an overview of a fundraising campaign presented by Stephen Tall, an Associate Director at the University of Oxford Development Office. It discusses what a fundraising campaign entails, how to prepare and launch one, and factors to consider for success. The key aspects covered are defining campaign goals and timeframe, securing buy-in from leadership and top donors, developing a comprehensive case for support, and evaluating readiness in terms of staffing, prospects, and donor engagement. The document aims to guide universities and colleges on best practices for strategic campaign planning and implementation.
Overview of the Bonner Foundation and Network's strategy for campus-wide engagement. Our goal is to build fully engaged campuses that support students, staff, and faculty to help contribute to more equitable communities. Prepared for the 2022 Bonner New Directors Meeting.
In this session, we’ll delve into the ways that institutions have been engaging faculty, creating courses and pathways, and working to build sustained infrastructure for civic learning and community engagement.
Moore Lafayette College presentation FINALKurt Moore
The document discusses corporate relations strategies for liberal arts colleges from both an old and new paradigm perspective. The new paradigm views corporate philanthropy as mutually beneficial for businesses and colleges. It emphasizes building relationships between college and company stakeholders. Best practices for comprehensive corporate relations programs include having institutional support, mutual benefits, centralized coordination, integrated research partnerships, and campus-wide collaboration. The document provides examples of how colleges can engage corporations through activities like student recruiting, community engagement, events, economic development initiatives, continuing education programs, research partnerships, and facilities access. It stresses treating industry as collaborative partners rather than just funders to build long-term relationships.
This document provides an overview of key aspects of grant writing, including preparation, writing the proposal, and follow up. It discusses defining the project, identifying the right funding sources, acquiring guidelines, determining personnel needs, and writing the narrative and "hook." When writing the proposal, it recommends aligning the budget to the mission and including supporting materials and signatures. Follow up with funders is also emphasized. Additional sections provide tips on strategic planning, components to include in the proposal like the statement of need, approach, outcomes, and initiatives timeline. Differentiation tactics and engaging community coalitions are advised for the narrative "hook."
The document summarizes the transformation process undertaken by Houston Community College (HCC). It involved broad engagement with stakeholders, data collection from various studies, and research. Key findings from the research indicated a need for HCC to leverage its size and resources, create a clear vision, eliminate inefficiencies, and align priorities. The transformation plan proposes institutes of excellence focused on high-demand industry areas located across HCC's multiple college districts. This aims to increase the institution's capacity, efficiency, and funding opportunities while improving the student experience and success.
This document provides an orientation for reviewers of proposals submitted for the Learning Labs in Libraries and Museums grant program. It outlines the program goals of supporting youth innovation spaces in libraries and museums, provides log-in instructions for reviewing proposals online, and describes the evaluation criteria and scoring process. Reviewers are asked to carefully evaluate each proposal based on statements of need, project goals and impact, design, resources, and lasting benefits in order to recommend proposals for funding.
The document provides information about fundraising and scholarships at IIT Delhi. It discusses best practices for fundraising campaigns including using attractive images and stories, being specific about goals, utilizing social media and volunteers, and thanking donors. It also outlines ways for students and faculty to get involved through activities and identifying research needs. The document then describes different types of donations, scholarship programs, and ways alumni can donate including one-time or recurring gifts of cash, stocks, payroll deductions, and non-cash donations.
This document discusses strategies for creating a campus-wide center to promote community engagement across an institution. It addresses collaborating with various campus departments, developing community-engaged learning and faculty involvement, strategic planning, and operations. The center aims to link civic engagement to the curriculum, mobilize students, foster global and career opportunities, build inclusion, and institutionalize community engagement through communications, tracking, and assessing impact. Strategic goals and initiatives could include engaging stakeholders, linking the center's work to the institution's mission, and developing a 3-5 year written strategic plan with objectives and measures of success.
Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.
Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.
This presentation discusses the role of student affairs professionals at a time when colleges are expected to address many societal issues. It outlines learning outcomes for attendees, which include understanding the foundations and roles of student affairs as well as trends facing the profession. The presentation notes that student affairs provides both institutional services like supporting the university's mission and policies, and direct student services like assisting with transitions and developing life skills. It emphasizes that student involvement enhances learning and that personal circumstances impact students' experiences.
The document summarizes discussions from the 2011 Bonner Directors Meeting. It outlines that the Bonner Foundation transition is nearly complete, with the long-term structure and endowment process finalized. It discusses the advisory structures in place including the Presidents' Advisory Council and Directors' Advisory Council. The core functions of the Foundation are identified as accountability, quality, and sharing. Challenges and opportunities for the movement are debated, including strategies around leveraging student impact, focusing on community impact through campus integration and partnerships, and building strategic national partnerships with organizations.
This document outlines recommendations for strengthening Ivy Tech's alumni association. It proposes standardizing core services across campuses while expanding best practices from local alumni groups. Establishing a robust alumni database and separating the alumni brand from development are emphasized. Metrics like alumni engagement, donations, and satisfaction will measure effectiveness. With investment in relationships and services, a sustainable funding model through increased alumni financial support can be achieved.
This document proposes a new collaborative funding model for Plymouth's voluntary and community sector in response to the COVID-19 pandemic. It suggests building collaborative networks and infrastructure focused on issues like care, BAME communities, food poverty, and childcare. Funding would flow to networks and collaborations rather than individual organizations. Complete financial transparency and open decision-making would be prioritized. Initial testing would focus on issues like PPE access. The goals are to streamline funding, support emergent groups, and ensure all communities' needs are met through locally-led collaboration.
USAID Knowledge Management Building Blocksgvaughan
This document summarizes a World Bank knowledge sharing event on building blocks and stumbling blocks for knowledge management. The event included panel presentations on various frameworks related to KM, including culture, change management, governance, and measurement. It then outlined small group discussion tasks for participants to discuss the implications of these frameworks based on their experiences. The overall goal was to share perspectives on KM and develop recommendations to improve how knowledge is managed and shared within organizations and across networks.
This document discusses strategic questions and active listening in fundraising. It emphasizes beginning conversations with donors by understanding their motivations and addressing obstacles. Development officers should ask open-ended questions to uncover donors' interests, values, and vision for how their donation could help. Probing questions and active listening are important to fully understand a donor's intent. Ending visits by agreeing to next steps keeps engagement progressing. Strategic questioning and relationship building are key to securing major gifts.
Women are increasingly driving the global economy and philanthropy. They control $20 trillion in annual consumer spending and earnings, which are both predicted to continue rising significantly in coming years. Women make the majority of household purchasing decisions and are more likely than men to be the primary decision maker for philanthropic giving. Engaging women therefore represents a major opportunity for organizations, though many still fail to adequately consider women's interests and needs. Diversity in philanthropy can also strengthen impact by incorporating a variety of backgrounds, experiences and perspectives.
Kevin X Murphy: 10 Bridges For Innovation and Entrepreneurship in Viet NamTri Dung, Tran
Kevin X Murphy (President and CEO of JE Austin Associates) presents the 10 bridges connecting innovation ecosystem players in Viet Nam.
Bridge 1: Student Job Placement & Career Support
Bridge 2: Alumni Programs
Bridge 3: Executive Education & Lifelong Learning
Bridge 4A: Industry-Funded Research & Commercialization
Bridge 4B: Commercialization of Research
Bridge 5: Industry Consulting
Bridge 6: Definition and Measurement of Skills Standards
Bridge 7: On-Site Training, Internships & Apprenticeships
Bridge 8: Industry Responsive Curriculum & Training
Bridge 9: Regular Demand-Side Assessments & “Gap Analysis” Surveys
Bridge 10: Entrepreneurship Centers
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
Stephen Tall - 'Oxford Thinking': The Campaign for the University of OxfordStephen Tall
This document provides an overview of a fundraising campaign presented by Stephen Tall, an Associate Director at the University of Oxford Development Office. It discusses what a fundraising campaign entails, how to prepare and launch one, and factors to consider for success. The key aspects covered are defining campaign goals and timeframe, securing buy-in from leadership and top donors, developing a comprehensive case for support, and evaluating readiness in terms of staffing, prospects, and donor engagement. The document aims to guide universities and colleges on best practices for strategic campaign planning and implementation.
Overview of the Bonner Foundation and Network's strategy for campus-wide engagement. Our goal is to build fully engaged campuses that support students, staff, and faculty to help contribute to more equitable communities. Prepared for the 2022 Bonner New Directors Meeting.
In this session, we’ll delve into the ways that institutions have been engaging faculty, creating courses and pathways, and working to build sustained infrastructure for civic learning and community engagement.
Moore Lafayette College presentation FINALKurt Moore
The document discusses corporate relations strategies for liberal arts colleges from both an old and new paradigm perspective. The new paradigm views corporate philanthropy as mutually beneficial for businesses and colleges. It emphasizes building relationships between college and company stakeholders. Best practices for comprehensive corporate relations programs include having institutional support, mutual benefits, centralized coordination, integrated research partnerships, and campus-wide collaboration. The document provides examples of how colleges can engage corporations through activities like student recruiting, community engagement, events, economic development initiatives, continuing education programs, research partnerships, and facilities access. It stresses treating industry as collaborative partners rather than just funders to build long-term relationships.
This document provides an overview of key aspects of grant writing, including preparation, writing the proposal, and follow up. It discusses defining the project, identifying the right funding sources, acquiring guidelines, determining personnel needs, and writing the narrative and "hook." When writing the proposal, it recommends aligning the budget to the mission and including supporting materials and signatures. Follow up with funders is also emphasized. Additional sections provide tips on strategic planning, components to include in the proposal like the statement of need, approach, outcomes, and initiatives timeline. Differentiation tactics and engaging community coalitions are advised for the narrative "hook."
The document summarizes the transformation process undertaken by Houston Community College (HCC). It involved broad engagement with stakeholders, data collection from various studies, and research. Key findings from the research indicated a need for HCC to leverage its size and resources, create a clear vision, eliminate inefficiencies, and align priorities. The transformation plan proposes institutes of excellence focused on high-demand industry areas located across HCC's multiple college districts. This aims to increase the institution's capacity, efficiency, and funding opportunities while improving the student experience and success.
This document provides an orientation for reviewers of proposals submitted for the Learning Labs in Libraries and Museums grant program. It outlines the program goals of supporting youth innovation spaces in libraries and museums, provides log-in instructions for reviewing proposals online, and describes the evaluation criteria and scoring process. Reviewers are asked to carefully evaluate each proposal based on statements of need, project goals and impact, design, resources, and lasting benefits in order to recommend proposals for funding.
The document provides information about fundraising and scholarships at IIT Delhi. It discusses best practices for fundraising campaigns including using attractive images and stories, being specific about goals, utilizing social media and volunteers, and thanking donors. It also outlines ways for students and faculty to get involved through activities and identifying research needs. The document then describes different types of donations, scholarship programs, and ways alumni can donate including one-time or recurring gifts of cash, stocks, payroll deductions, and non-cash donations.
This document discusses strategies for creating a campus-wide center to promote community engagement across an institution. It addresses collaborating with various campus departments, developing community-engaged learning and faculty involvement, strategic planning, and operations. The center aims to link civic engagement to the curriculum, mobilize students, foster global and career opportunities, build inclusion, and institutionalize community engagement through communications, tracking, and assessing impact. Strategic goals and initiatives could include engaging stakeholders, linking the center's work to the institution's mission, and developing a 3-5 year written strategic plan with objectives and measures of success.
Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.
Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.
This presentation discusses the role of student affairs professionals at a time when colleges are expected to address many societal issues. It outlines learning outcomes for attendees, which include understanding the foundations and roles of student affairs as well as trends facing the profession. The presentation notes that student affairs provides both institutional services like supporting the university's mission and policies, and direct student services like assisting with transitions and developing life skills. It emphasizes that student involvement enhances learning and that personal circumstances impact students' experiences.
The document summarizes discussions from the 2011 Bonner Directors Meeting. It outlines that the Bonner Foundation transition is nearly complete, with the long-term structure and endowment process finalized. It discusses the advisory structures in place including the Presidents' Advisory Council and Directors' Advisory Council. The core functions of the Foundation are identified as accountability, quality, and sharing. Challenges and opportunities for the movement are debated, including strategies around leveraging student impact, focusing on community impact through campus integration and partnerships, and building strategic national partnerships with organizations.
This document outlines recommendations for strengthening Ivy Tech's alumni association. It proposes standardizing core services across campuses while expanding best practices from local alumni groups. Establishing a robust alumni database and separating the alumni brand from development are emphasized. Metrics like alumni engagement, donations, and satisfaction will measure effectiveness. With investment in relationships and services, a sustainable funding model through increased alumni financial support can be achieved.
This document proposes a new collaborative funding model for Plymouth's voluntary and community sector in response to the COVID-19 pandemic. It suggests building collaborative networks and infrastructure focused on issues like care, BAME communities, food poverty, and childcare. Funding would flow to networks and collaborations rather than individual organizations. Complete financial transparency and open decision-making would be prioritized. Initial testing would focus on issues like PPE access. The goals are to streamline funding, support emergent groups, and ensure all communities' needs are met through locally-led collaboration.
USAID Knowledge Management Building Blocksgvaughan
This document summarizes a World Bank knowledge sharing event on building blocks and stumbling blocks for knowledge management. The event included panel presentations on various frameworks related to KM, including culture, change management, governance, and measurement. It then outlined small group discussion tasks for participants to discuss the implications of these frameworks based on their experiences. The overall goal was to share perspectives on KM and develop recommendations to improve how knowledge is managed and shared within organizations and across networks.
This document discusses strategic questions and active listening in fundraising. It emphasizes beginning conversations with donors by understanding their motivations and addressing obstacles. Development officers should ask open-ended questions to uncover donors' interests, values, and vision for how their donation could help. Probing questions and active listening are important to fully understand a donor's intent. Ending visits by agreeing to next steps keeps engagement progressing. Strategic questioning and relationship building are key to securing major gifts.
Women are increasingly driving the global economy and philanthropy. They control $20 trillion in annual consumer spending and earnings, which are both predicted to continue rising significantly in coming years. Women make the majority of household purchasing decisions and are more likely than men to be the primary decision maker for philanthropic giving. Engaging women therefore represents a major opportunity for organizations, though many still fail to adequately consider women's interests and needs. Diversity in philanthropy can also strengthen impact by incorporating a variety of backgrounds, experiences and perspectives.
This document provides information on building trust and strong relationships with donors through effective stewardship. It discusses how trust has declined in business and with nonprofit leaders. Effective stewardship includes thanking donors, sharing impact, and providing recognition. The first year of a donor's giving is important to retain them. A stewardship program with communications, impact reports, and invitations fosters long-term donor relationships and accountability. An organizational culture of stewardship is also important.
This document outlines strategies for developing a parent giving program. It discusses where to start, including overcoming institutional barriers, collecting parent information, and establishing an annual giving program. It also covers building key relationships with other departments and maximizing outreach through annual giving staff, major gift officers, alumni associations, and being resourceful. Finally, it provides key learnings around engaging parents at all giving levels, effective communication, collaboration, involvement, past parents, and asking for support.
This document discusses strategies for tracking, measuring, and organizing fundraising efforts through reporting. It provides examples of different types of reports used by various universities to 1) maintain portfolio vibrancy, 2) organize toward fundraising goals, and 3) assess progress. The panelists then discuss specific portfolio management reports, fundraising activity reports, relationship development reports, gift projection reports, and tips for effective report development.
This document summarizes a panel discussion on building relationships between universities and their young alumni and current students. The panelists were from the University of Scranton, Loyola University New Orleans, Fairfield University, and the College of the Holy Cross. They discussed various programs and initiatives used by their universities to engage students and young alumni, including events, community service activities, networking opportunities, and fundraising initiatives.
Clara Dina Hinojosa – Loyola University Chicago - Kathy Kale – Santa Clara University - Rev. Michael Bayard, S.J. & Brooke Rufo-Hill – Seattle University (in absentia)
This document provides an overview of alumni spirituality and service programming at Loyola University Chicago. It discusses the types of annual spirituality events sponsored by Alumni Relations, including retreats, lectures on faith topics, and campus liturgies. It also outlines marketing strategies like mailers, magazines, and social media to promote these opportunities. Finally, it discusses collaborations with campus partners like University Ministry and external groups like Charis Ministries to engage alumni in additional spiritual formation.
Moderator: Kristyn M. Dyer, College of the Holy Cross
Dianne E. Harrison, College of the Holy Cross
Tory Leeman, Boston College
Jessica Viner, Fairfield University
The document discusses the impact of the 2008 recession on endowment fundraising. It notes that the decades of 1990-2008 saw unprecedented growth in the stock market, philanthropy, and college endowments. However, the financial crisis that began in 2008 caused endowments to lose an average of 22.5% of their value as the stock market plunged and illiquid alternative investments could not be sold. This perfect storm highlighted issues with endowment management and reliance on returns, raising public scrutiny of large college endowments. The document suggests campaigns will increasingly focus on growing endowments.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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 slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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 Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
3. Santa Clara University
Founded in 1851, SCU is a comprehensive Jesuit, Catholic university offering its more
than 8,600 students rigorous undergraduate curricula in arts and sciences, business,
theology and engineering, plus master’s and law degrees, engineering Ph.D.s, and
graduate studies through its Jesuit School of Theology. Distinguished nationally by one
of the highest graduation rates among all U.S. master’s universities, California’s oldest
operating higher-education institution demonstrates faith-inspired values of ethics and
social justice.
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4. Loyola Marymount University
Noelle A. Gervais
Executive Director of Development, Corporate & Foundation Relations
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5. Loyola Marymount University
Founded in 1911, LMU is a premier Catholic university rooted in the Jesuit and Marymount
traditions. With more than 5,500 undergraduates and 3,300 graduate and law students, LMU
is the eighth-largest of the nation’s 28 Jesuit colleges and universities. LMU understands and
declares it mission to be the encouragement of learning, the education of the whole person,
the service of faith and the promotion of justice.
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6. Why we’re collaborating
• Tales of collaboration and
cooperation between the
Development and
Sponsored Projects Offices
• Lessons learned: Some
painful, but always instructive
• Discover benefits of
collaboration over competition
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7. Why we’re collaborating
• Maximize fundraising
potential through
collaboration
• Secure more gifts
and grants
• Help JAA leaders
understand the
importance of
communication and
collaboration
• Raise the profile and
distinctive brand of
U.S. Jesuit institutions
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8. Sharing our experiences
• Ways we’ve
“bumped into” our
SPO colleagues
• Becoming colleagues
with a shared vision
• Show me the MONEY!
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9. Sharing our experiences
• Let’s learn from each
other: What works
and what doesn’t?
• How has collaboration
been fostered or
thwarted on your
campus?
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10. Our common ground
Why are Jesuit campuses worthy of support?
• Talented faculty
• Faculty/student ratio
• Ethical research
• Dedication to social justice
• Advanced facilities and
state-of-the-art labs
• Productive community
volunteer force
• Talent pool for
local employers
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11. Our common ground
Working together, SPO and Development will…
• Secure resources
• Advance Jesuit
higher education
• Maintain outstanding
scholarship in
competitive higher
education markets
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13. Collaboration trumps conflict because…
• Collaboration helps end turf wars
• It’s important to know who gets credit
(honoring both units’ contributions)
Collaboration = Productivity
Why? Because collaboration…
• Breaks down bottlenecks
• Limits time delays that can trap projects
• Increases solicitations and grant applications
• Shares information and empowers fundraisers
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14. Common purpose, distinct missions
Collaboration grows when…
• Communications are
regular and honest
• We recognize the strengths
of each office
• We realize that both
offices serve distinct
campus constituents
• We understand different
reporting structures for
each office
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15. Understanding the difference
Each office has a distinctive culture…
Development Culture
• Establish and sustain relationships
• Metrics: Fundraising, revenue goals,
performance expectations
• The business unit in academia: Goals similar to
industry or corporate cultures
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16. Understanding the difference
SPO Culture
• Serves and supports faculty: Research, training,
public service
• Metrics: Grants awarded, funds distributed
• Customer service orientation: Faculty members’
best friend within the academic culture
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17. Reporting structures: Development
• Division within the Development Office;
reports to VP for Advancement
• Metrics: Proposals and solicitations, proposals
submitted, number of proposals funded, number
of new donors
• Timeline: Fiscal year rather than academic year
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18. Reporting structures: SPO
• Provost’s Office, the academic arm of campus
• Metrics: Grant and government applications, grants
funded, grant funds under management/grant funds
disbursed
• Timeline: Academic year and/or multiyear grant cycle
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20. Development knows…
Who:
• University alumni, corporate alumni and
corporate executives
• Private, family and community foundations
• Government relations: congressional appropriations
and elected local, county, state and national
representatives
What:
• History of the University, campus facts, industry
and philanthropy trends, endowment returns
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21. SPO knows…
Who:
• Government agencies: National Science Foundation,
National Endowment for the Humanities
• Government departments: Energy, Defense,
Homeland Security
What:
• Faculty research
• Intellectual property issues
• Human subjects
• Compliance
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23. SCU Sponsored Projects
You say “tomato” and I say…
• “CFR” = “Code of Federal Regulations”
• “Stewardship” translates into “award administration”
• “Gifts and grants” translate into “grants, cooperative
agreements and contracts”
• “Institutional commitment” translates into “cost-share”
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24. SCU Sponsored Projects
• Combined pre- and post-award
office: Cradle-to-grave responsibilities
• Specialty: Projects with lots of
administrative “red tape”
• SPO reports to the Associate Provost
for Research Initiatives
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26. SCU Sponsored Projects
SPO = Budget Guru
• What does the project really cost?
• Post-award implications
• What is the institutional
commitment?
– Covers total costs?
– Sufficient to complete the project?
• Campus resource for complex
CFR proposals
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27. SCU Sponsored Projects
SPO Roles
• Support Faculty research
• Ensure compliance
– Honor sponsor’s terms
and conditions
– Accurate award
administration
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28. SCU Sponsored Projects
The evolution of collaboration
• Initially, few interactions
between the offices
• Foundation requirements:
Primary contact
• Campaign directive: Establish a
relationship with Development
• Shared projects, regular
communication, effective
collaboration
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29. SCU Sponsored Projects
• SPO doesn’t want to administer
awards unnecessarily
• If an award doesn’t meet the SPO
criteria, they’re delighted to send it
to CFR!
• SPO provides regular updates to
CFR on awards it administers that
were solicited through Development
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30. Examples of collaboration
• Sharing a common goal
• Setting defined roles
• Communicating
time-sensitive
information
• Appreciating roles
of each unit
• Reconciling grant/gift
reports
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31. LMU CFR and ORSP focus areas
CFR ORSP
University-wide focus Defined scope of work
• Presidential priorities • Project-specific
• Dean’s priorities • Faculty-specific
• Unrestricted in nature • Contractual in nature
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32. Grant Award vs. Gift
Grant Award Gift
• Govt. contracts/grants and • Unrestricted purpose
selected foundation grants • Minimal requirements
– Specific deliverables • Minimal reporting
– Return of unexpected funds • Irrevocable
– Intellectual property rights
• Examples:
– Restricts publication
– Endowments
– Restricted reporting/fiscal
budgeting – Capital
– Requires sponsor approval – Scholarships
to modify budget – Professorships
– Indirect cost rate
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33. LMU CFR and ORSP focus areas
The Gray Zone
• Interdisciplinary project
• Request For Proposal
• Management of relationship vs. project
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34. Case Study Examples
LMU
• Life Sciences Building
• Howard Hughes Medical Institute
• W. M. Keck Foundation
SCU
• Lilly
• Luce Foundation
• Government Relations
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36. Let’s continue the collaboration
SCU
Margaret McCarthy, Director, Corporate & Foundation Relations
MMcCarthy@scu.edu • 408-554-4005
LMU
Noelle A. Gervais, Executive Director of Development
Corporate & Foundation Relations
Noelle.Gervais@lmu.edu • 310-338-7880
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