This document outlines trends in Catholic school advancement and a mission-driven approach. It discusses presenting all fundraising in the context of the school's mission. The four sources of revenue are tuition, philanthropy, earned income, and debt. A mission-driven approach focuses on being strategic, proactive, and inclusive rather than tactical and reactive. All fundraising should highlight how gifts impact fulfilling the school's mission.
Following CSU's inaugral Foundation Day event on Wednesday 22 July 2015, feedback was gathered to evaluate the success of the celebration and guide the direction of future events.
Following CSU's inaugral Foundation Day event on Wednesday 22 July 2015, feedback was gathered to evaluate the success of the celebration and guide the direction of future events.
The Opportunity:
The Director of Fund Development will be a member of the senior management team, and will be responsible for providing strategic leadership to the RWB’s Development department and its activities. The successful incumbent will be responsible for leading and maximizing RWB donor relations and budgeting initiatives. The Director will be accountable for meeting annual fundraising goals and objectives, while maintaining active and productive relationships with key stakeholders, including funders, donors, sponsors and volunteers.
Input: Foster Families
Output: Recruiting and Training
Primary Goals and Objectives:
1. Build capacity in the program by 10% more foster families within 6 months:
• Develop elevator speech to be used in initial recruiting conversations with potential foster families.
• Implement recruiting strategy to attract new families.
• Maintain a list of success stories to share with newly interested foster families.
• Develop onboarding checklist for new foster families at the point of licensure.
• Schedule periodic check-ins with newly licensed foster families to maintain open lines of communication.
• Create a list of available foster families without current placements, including families in the licensure process, with an anticipated licensure date.
2. Decrease placement changes by 10% overall:
• Conduct bi-directional interviews.
• Establish a mentor program for refugees to have a “go to person” outside of the foster family with whom regular communications are scheduled to ensure placement satisfaction.
• Coordinate an open line of communication between the foster family, refugee, school system (when applicable), and placement agency to ensure concerns are addressed timely.
Bethany christian services final presentationReyna Payamps
Input: Foster Families
Output: Recruiting and Training
Primary Goals and Objectives:
1. Build capacity in the program by 10% more foster families within six months:
• Develop elevator speech to be used in initial recruiting conversations with potential foster families.
• Implement recruiting strategy to attract new families.
• Maintain a list of success stories to share with newly interested foster families.
• Develop onboarding checklist for new foster families at the point of licensure.
• Schedule periodic check-ins with newly licensed foster families to maintain open lines of communication.
• Create a list of available foster families without current placements, including families in the licensure process, with an anticipated licensure date.
2. Decrease placement changes by 10% overall:
• Conduct bi-directional interviews.
• Establish a mentor program for refugees to have a “go to person” outside of the foster family with whom regular communications are scheduled to ensure placement satisfaction.
• Coordinate an open line of communication between the foster family, refugee, school system (when applicable), and placement agency to ensure concerns are addressed timely.
Overview of Bonner approach to community partnerships that are meaningful, developmental, and impactful shared at the 2018 New Bonner Directors and Coordinators Orientation.
Saint Elizabeth Community is seeking a talented, motivated Major Gifts Officer to develop and lead a brand new initiative devoted to recruiting major and planned gifts for the RI elder continuing care organization.
The Opportunity:
The Director of Fund Development will be a member of the senior management team, and will be responsible for providing strategic leadership to the RWB’s Development department and its activities. The successful incumbent will be responsible for leading and maximizing RWB donor relations and budgeting initiatives. The Director will be accountable for meeting annual fundraising goals and objectives, while maintaining active and productive relationships with key stakeholders, including funders, donors, sponsors and volunteers.
Input: Foster Families
Output: Recruiting and Training
Primary Goals and Objectives:
1. Build capacity in the program by 10% more foster families within 6 months:
• Develop elevator speech to be used in initial recruiting conversations with potential foster families.
• Implement recruiting strategy to attract new families.
• Maintain a list of success stories to share with newly interested foster families.
• Develop onboarding checklist for new foster families at the point of licensure.
• Schedule periodic check-ins with newly licensed foster families to maintain open lines of communication.
• Create a list of available foster families without current placements, including families in the licensure process, with an anticipated licensure date.
2. Decrease placement changes by 10% overall:
• Conduct bi-directional interviews.
• Establish a mentor program for refugees to have a “go to person” outside of the foster family with whom regular communications are scheduled to ensure placement satisfaction.
• Coordinate an open line of communication between the foster family, refugee, school system (when applicable), and placement agency to ensure concerns are addressed timely.
Bethany christian services final presentationReyna Payamps
Input: Foster Families
Output: Recruiting and Training
Primary Goals and Objectives:
1. Build capacity in the program by 10% more foster families within six months:
• Develop elevator speech to be used in initial recruiting conversations with potential foster families.
• Implement recruiting strategy to attract new families.
• Maintain a list of success stories to share with newly interested foster families.
• Develop onboarding checklist for new foster families at the point of licensure.
• Schedule periodic check-ins with newly licensed foster families to maintain open lines of communication.
• Create a list of available foster families without current placements, including families in the licensure process, with an anticipated licensure date.
2. Decrease placement changes by 10% overall:
• Conduct bi-directional interviews.
• Establish a mentor program for refugees to have a “go to person” outside of the foster family with whom regular communications are scheduled to ensure placement satisfaction.
• Coordinate an open line of communication between the foster family, refugee, school system (when applicable), and placement agency to ensure concerns are addressed timely.
Overview of Bonner approach to community partnerships that are meaningful, developmental, and impactful shared at the 2018 New Bonner Directors and Coordinators Orientation.
Saint Elizabeth Community is seeking a talented, motivated Major Gifts Officer to develop and lead a brand new initiative devoted to recruiting major and planned gifts for the RI elder continuing care organization.
LDS Philanthropies is a department of the Office of the Presiding Bishopric responsible for philanthropic donations to The Church of Jesus Christ of Latter-day Saints and its affiliated charities. These are the current funding priorities of the Church. If you or someone you know would like more information on becoming involved through philanthropic giving, please send me a message on LinkedIn https://www.linkedin.com/in/andrewjayolsen.
2014 Diocese of Allentown: A Success StoryJim Friend
The Diocese of Allentown was the only Catholic School system in the Northeast to grow Elementary School Enrollment in the 2012-2013 Academic year. In the 2013-2014 school year our system grew again. This presentation will be made at the National Catholic Education Association Convention in April 2014. More materials can be downloaded at: http://www.allentowndiocese.org/index.php?cID=1345
Academic Plan Executive Summary 091709Jenny Darrow
Executive Summary - This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
Principal Position at Mission Dolores Academy in SFKarin Seid
Mission Dolores Academy is currently searching for outstanding candidates for the position of Principal, starting July, 2016. Our goal is to find the right person for this challenging and tremendously rewarding opportunity. We are looking for someone with the leadership experience, personality and drive to envision and implement a rich academic program and inspire our faculty, students and parents to work together in building upon the lessons and successes we help our students strive for each day.
Final File - Education Excellence Top-Performing Schools in New Jersey 4.pdfEducationView
This edition features a handful of business Education Excellence: Top-Performing Schools in New Jersey that are at the forefront of leading us into a digital future
This issue of the Navigator includes Xavier High School's Annual Report. The issue also features information regarding the following:
- Introducing Our First President
- Annual Report Data
- Dates to Note/Business Update
- Campus Ministry Update
- Guidance Update
- Matt Fradd Speaker Information
- New Door Security Procedures
- St. Francis Xavier Scholarship
- Jazz Band One: Did You Know?
- Good News
- Band Garage Sale
- Meal Program Reminder
- Kucera Grant
- Summer Camps
- Booster Club Updates
- Foundation Updates
- Students/Faculty of the Month
- Spring Play: Macbeth
Similar to Mission-Driven Advancement, NCEA 2014 (20)
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
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The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. Today’s Presentation
Introduction
Trends in Catholic school advancement
API Giving Model
Maximizing Philanthropic Potential
Mission Statements
The 4 Sources of Revenue
The Mission-Driven Approach to Advancement
In Closing
4. Trends in Advancement
Scope, sophistication and expectation of
development has increased dramatically; no margin
for error.
More complex questions from prospects.
It’s taking longer to reach major gift financial goals.
More solicitation calls are required; a deeper pyramid.
Prospects are pledging more conservatively.
5. Trends in Advancement
Challenging to sustain annual fund let alone increase.
Alumni giving percentage decreasing nationally.
Demand by constituency to terminate “nickel &
diming”.
Transition from ‘periodic capital campaign’ to
‘Maximizing philanthropic potential on a yearly basis’.
Increased importance of ‘comprehensive ask’.
6. Annual Fund
Auction
Events
API Philanthropic Giving Model
Annual Giving
This School Year
Major G ift Program
Short-Term Future
3-5 yrs.
Planned G iving
Long-Term Future
Current
O perating
Budget
Major Gifts
for Capital
Projects
Estate G ifts,
Insurance,
Trusts, etc.
EndowmentFacilities
Endowment "O ther"
Current
Special
Projects
Technology
7. Our Approach: Step by Step
A successful advancement initiative is the result of a
series of steps taken one at a time,
In the proper sequence, according to a plan and timeline.
Leaders should be concerned with only one step.
If that step is not executed properly, the next will be
more difficult.
If that step is executed properly, the next will be easier
and more effective.
9. Purpose, primary
objective
Mission and Vision
Mission Vision
Why do we
exist?
Where you want
to be
If we achieved all
our strat. goals?
Refers to the
Future
The 'What' and
'How'
Refers to the
Present
Inspirational
10. Mission Statements
Catholic High School Mission Statements:
“Bishop Watterson High School: Restore all things in Christ by
educating in the Catholic tradition through prayer, service and study.”
“Catholic Central High School recognizes parents to be the primary
educators of their children and collaborates with them in helping their
children to learn and grow in the Catholic faith. We provide a safe and
challenging environment where mutual respect and high expectations
are maintained through the active engagement of students in the
learning process. The young men of Catholic Central learn holistically
the ideals of the Basilian Fathers - goodness, discipline, and knowledge -
so that they may become productive members of the Church and
society.”
11. Mission Statements
“San Joaquin Memorial is a Catholic, college preparatory high school
dedicated to developing future citizens and leaders in Christ’s mission. We
maintain a safe, nurturing environment that honors the dignity and fosters
the potential of students from diverse backgrounds. In collaboration with
parents, we promote a standard of excellence through academic and faith
based programs designed to meet the needs of all students and provide
extra-curricular opportunities that enrich the learning experience. Our
mission calls us to inspire each student to be conscientious and
compassionate leaders. We seek to graduate accomplished young men and
women dedicated and equipped to serve humanity through a variety of
professions.”
“In the spirit of Catherine Spalding and the Sisters of Charity of Nazareth,
Presentation Academy strives to create a diverse community that promotes
academic excellence and challenges young women to develop their greatest
potential as leaders in a global society.”
12. Vision
Catholic High School will be the school of choice for 450 students in greater County
who are compelled by our demonstrated culture of excellence in academics,
athletics, fine arts, and community service; and who wish to share in the richness of
our Catholic mission and CHS traditions.
With a renovated state-of-the-art campus situated in Pleasantville, CHS will
continue to expand its programming partnerships with Pleasantville’s colleges and
universities. CHS will create and implement a high level, honors academic program
centering on the Catholic teaching of the dignity of the human person. This
program will study this teaching from all subject areas and will include a
community service component. This program will integrate critical thinking skills
with the Catholic mission of the school.
CHS will excel in delivering academic, spiritual, social, moral, and physical
development, by delivering programmatic excellence at all levels. Our students will
know their Catholic faith and choose to live the Gospel, collaborating with those
they serve in responding to the broader needs of the community. As creative,
critical thinkers, CHS graduates will be prepared to meet the demands of a
changing world as mature, self-confident men and women of faith and values.
13. Inherent in the Mission
That any student, regardless of race, color,
religious belief, socioeconomic background/
financial circumstance, can attend.
Tuition is less than the actual cost of educating
a student (in most Catholic high schools, not
all).
Philanthropy, therefore, is a critical element of
the success of Catholic education.
14. The Four Sources of Revenue
1. Tuition
2. Philanthropy
3. Earned Income
4. Debt
15. Mission-Driven Advancement
Fundamentally grounded in the mission of the
school.
All solicitations, regardless of their purpose,
are presented in the context of fulfilling the
school’s mission.
Strategic rather than tactical.
Proactive rather than reactive.
Inclusive rather than exclusive.
Centralized in the advancement office.
16. Mission-Driven Advancement
For the Annual Fund:
Present the mission statement
Case: Highlight the gap (or special project)
Multiple mailings
Specific asks
Personalization
Segmentation
Personal solicitation at the top of the annual fund
pyramid
17. Mission-Driven Advancement
For Major Gifts:
Include the mission in the case statement
Case: Emphasize the impact of the specific funding
component on the fulfillment of the school’s
mission
Engage major gift prospects via a comprehensive
major gift program
Involve top prospects in the “strategic thinking”
Identify, Cultivate, Solicit
Create metrics to evaluate
18. Mission-Driven Advancement
For Planned Giving:
Awareness, awareness, awareness!!
Definition – what is planned giving and why is it
important to the school?
How to make a planned gift?
Mass communication leads to interested prospects.
Educational events lead to individual appointments
with prospects.
As with major gifts, lead with the school’s mission and
how planned gifts will allow us to continue to fulfill our
mission into the future.
19. Mission-Driven Advancement
Pitfalls to Avoid:
De-centralized fundraising
Too many events
“Nickel and Diming”
Athletics, Clubs, Band, etc. raising funds independently
Lack of an institutional strategic plan
Lack of an advancement plan
Lack of dedicated advancement staff
Doing things right vs doing the right things
Focus on activity rather than results
Ignoring fundamentals
20. In Closing
Your best giving prospects are your alumni
and parents – they have benefitted from your
mission and believe in it.
Less than 5% of your entire constituency base
has major gift potential.
Unless you are “firing on all cylinders” in
enrollment and philanthropy, it will be a
challenge to reach your institutional potential.