The document is a confidential assessment for a nonprofit organization to evaluate its fundraising potential. It contains 8 sections for the organization to provide information about its basic data, programs, staff, finances, fundraising activities, and upcoming projects. The organization can submit the completed assessment by mail, email, or fax to Development Systems International for review and opportunities to advance its development efforts.
DACA recipients can now use their Social Security Number to complete the Free Application for Federal Student Aid (FAFSA) form, even though they are still ineligible for federal financial aid. Completing the FAFSA allows DACA students to receive a Student Aid Report, which is an important tool that can demonstrate financial need and be used to apply for institutional and private scholarships. The document provides step-by-step instructions for DACA recipients on completing each section of the FAFSA form, with special attention to accurately providing information for sections related to citizenship status, parents' financial details if they are undocumented, and electronic versus physical signatures.
The document discusses reducing slow moving inventory (sludge stock) in a company's supply chain. It defines sludge stock as products that have moved little or not at all in the past six months. It recommends defining sludge stock, setting a budget for it, measuring it frequently, and tightly controlling new sludge stock from entering inventory by validating large sludge orders and limiting their size. The goal is to avoid accumulating sludge stock by keeping it within budget levels and focusing investment on fast moving products that generate higher returns.
This document summarizes a project to reduce material stock-on-loan (SLOB) at a Vietnam plant. The project team identified root causes such as a lack of inventory planning knowledge and no phase-out process for materials. Solutions included training, implementing a tracking template, setting up a cycle count process, and establishing a phase-out procedure. As a result, material SLOB was reduced from 678 million VND to 637 million VND, achieving the target and releasing warehouse storage space while generating 41 million VND in direct savings. The project strengthened teamwork and changed mindsets through applying logical analysis methods from Six Sigma.
A presentation recommending new Inventory Order parameters that would improve parts dead stock and improve parts availablity for low cost fast moving items.
for an auto dealership
This document provides information about a course on international trade logistics taught at IILM Graduate School of Management. It includes:
1. An overview of topics to be covered in the course such as supply chain management, transportation, packaging and inventory management.
2. Details about inventory management, including different types of inventories, inventory costs and decisions, and inventory control techniques like ABC analysis.
3. A case study on how Asian Paints reduced inventory levels through supply chain reengineering including use of color dispensing machines.
In 3 sentences it summarizes the key topics and techniques discussed in the document relating to inventory management and control in international trade logistics.
This document discusses how to identify and deal with slow or non-moving inventory. It recommends disposing of non-moving items as early as possible or exchanging them for materials needed by the business. It also advises not purchasing more slow-moving items until existing stock is used up. The document then explains how to calculate inventory carrying costs, which can help identify slow-moving items. It provides details on how inventory carrying costs are determined and used to arrive at the break-even point for disposing of non-moving inventory.
The document discusses spare parts criticality assessment methods. It defines spare parts and their importance for minimizing machine downtime. A criticality assessment determines which spare parts are most important to processes. The document then describes models for classifying spare parts as critical or non-critical based on factors like failure rate and procurement lead time. It also outlines several assessment methods like analytic hierarchy process and gray prediction models. Inventory analysis methods like FSN, HML and VED are introduced to help optimize spare part management.
The document discusses key concepts in inventory management including defining inventory as raw materials, work-in-process, and finished goods. It describes different types of inventories like seasonal, decoupling, and safety stock. It also outlines techniques for inventory control like ABC classification and economic order quantity modeling. The concepts of reorder point, safety stock, inventory costs, and quantity discounts are summarized as important aspects of managing inventory levels.
DACA recipients can now use their Social Security Number to complete the Free Application for Federal Student Aid (FAFSA) form, even though they are still ineligible for federal financial aid. Completing the FAFSA allows DACA students to receive a Student Aid Report, which is an important tool that can demonstrate financial need and be used to apply for institutional and private scholarships. The document provides step-by-step instructions for DACA recipients on completing each section of the FAFSA form, with special attention to accurately providing information for sections related to citizenship status, parents' financial details if they are undocumented, and electronic versus physical signatures.
The document discusses reducing slow moving inventory (sludge stock) in a company's supply chain. It defines sludge stock as products that have moved little or not at all in the past six months. It recommends defining sludge stock, setting a budget for it, measuring it frequently, and tightly controlling new sludge stock from entering inventory by validating large sludge orders and limiting their size. The goal is to avoid accumulating sludge stock by keeping it within budget levels and focusing investment on fast moving products that generate higher returns.
This document summarizes a project to reduce material stock-on-loan (SLOB) at a Vietnam plant. The project team identified root causes such as a lack of inventory planning knowledge and no phase-out process for materials. Solutions included training, implementing a tracking template, setting up a cycle count process, and establishing a phase-out procedure. As a result, material SLOB was reduced from 678 million VND to 637 million VND, achieving the target and releasing warehouse storage space while generating 41 million VND in direct savings. The project strengthened teamwork and changed mindsets through applying logical analysis methods from Six Sigma.
A presentation recommending new Inventory Order parameters that would improve parts dead stock and improve parts availablity for low cost fast moving items.
for an auto dealership
This document provides information about a course on international trade logistics taught at IILM Graduate School of Management. It includes:
1. An overview of topics to be covered in the course such as supply chain management, transportation, packaging and inventory management.
2. Details about inventory management, including different types of inventories, inventory costs and decisions, and inventory control techniques like ABC analysis.
3. A case study on how Asian Paints reduced inventory levels through supply chain reengineering including use of color dispensing machines.
In 3 sentences it summarizes the key topics and techniques discussed in the document relating to inventory management and control in international trade logistics.
This document discusses how to identify and deal with slow or non-moving inventory. It recommends disposing of non-moving items as early as possible or exchanging them for materials needed by the business. It also advises not purchasing more slow-moving items until existing stock is used up. The document then explains how to calculate inventory carrying costs, which can help identify slow-moving items. It provides details on how inventory carrying costs are determined and used to arrive at the break-even point for disposing of non-moving inventory.
The document discusses spare parts criticality assessment methods. It defines spare parts and their importance for minimizing machine downtime. A criticality assessment determines which spare parts are most important to processes. The document then describes models for classifying spare parts as critical or non-critical based on factors like failure rate and procurement lead time. It also outlines several assessment methods like analytic hierarchy process and gray prediction models. Inventory analysis methods like FSN, HML and VED are introduced to help optimize spare part management.
The document discusses key concepts in inventory management including defining inventory as raw materials, work-in-process, and finished goods. It describes different types of inventories like seasonal, decoupling, and safety stock. It also outlines techniques for inventory control like ABC classification and economic order quantity modeling. The concepts of reorder point, safety stock, inventory costs, and quantity discounts are summarized as important aspects of managing inventory levels.
This document discusses spare parts management and outlines an approach for establishing an effective spare parts inventory system. It identifies typical characteristics of spare parts like high numbers and varieties, erratic consumption patterns, and sourcing constraints. The proposed approach includes creating a comprehensive spare parts list, classifying parts by criticality, and setting optimal reorder levels, safety stocks, and preservation plans based on factors like cost and usage frequency. The conclusion emphasizes treating spare parts management as a separate discipline, ensuring cross-functional cooperation, and involving engineers to properly assess requirements and optimize the inventory.
A tool in Marketing Communication that manifest immediate purchase with the help of impulsive buying decision. learn about various methods of sales promotion and key techniques.
ABC analysis is a technique for inventory control that classifies items into A, B, and C categories based on annual consumption value. A items account for the majority of total consumption value while C items account for the least. VED analysis classifies items as vital, essential, or desirable based on their criticality. Combining ABC and VED analysis provides a 9-box framework to prioritize control and service levels for different inventory items based on consumption value and criticality.
The document discusses various inventory analysis techniques including ABC analysis, VED analysis, and combining ABC and VED analysis. ABC analysis classifies inventory based on annual consumption value, while VED analysis classifies based on an item's criticality. The document recommends combining ABC and VED analysis to further classify inventory into nine categories to focus management efforts. Hospitals can use this combined analysis to prioritize inventory and determine optimal order timing and sizing.
- Inventory constitutes a significant part of current assets for many companies, often around 60% of current assets. Effective inventory management is important to avoid unnecessary costs and ensure profitability.
- There are different types of inventory including raw materials, work in progress, and finished goods. The objectives of inventory management are to maintain optimal inventory levels for smooth operations while minimizing costs.
- An optimum inventory level balances ordering costs, carrying costs, and stock-out costs. Both over-investment and under-investment in inventory can be dangerous for a company. Effective inventory management tracks inventory levels and determines when and how much to order.
Inventory control involves regulating inventory levels according to predetermined norms to reduce costs. It aims to balance ordering, holding, and stockout costs. The ABC analysis technique categorizes inventory into A, B, and C items based on annual consumption value to focus control efforts where they are needed most. VED classification groups items as vital, essential, or desirable based on the criticality of inventory to operations. FSN analysis looks at item movement patterns to identify fast, slow, or non-moving inventory.
This document discusses inventory management concepts including reorder point, order quantity, lead time, demand rate, carrying costs, and ordering costs. The optimal order quantity is derived as Qopt = √(2CoD/Cc) where Co is the ordering cost, D is annual demand, and Cc is the annual carrying cost per unit. The reorder point is calculated as R = dL + zσdL where d is the average daily demand, L is the lead time, σd is the standard deviation of daily demand, and z corresponds to the desired service level. Safety stock, which is added to the reorder point, is calculated as zσdL.
This document discusses inventory management. It defines inventory as materials obtained in advance of need that are held until used or sold. There are different types of inventories like raw materials, work in progress, spare parts, and finished goods. Inventory valuation involves determining inventory quantities and assigning values. Holding inventory incurs costs like storage, ordering, shortages. The objectives of inventory control are to ensure smooth operations while minimizing costs and risks through techniques like determining economic order quantities and stock levels.
The document discusses inventory control, which involves maintaining desired inventory levels to balance economic and production needs. It describes different types of inventory like raw materials, work in progress, and finished goods. Effective inventory control requires planning inventory levels, ordering, receiving, storing, and recording inventory. Key aspects of inventory control include determining maximum and minimum inventory levels, reorder points, and economic order quantities.
Kuldeep Uttam provides an overview of inventory management concepts in 3 pages. He defines inventory as physical resources held for sale or transformation. The purpose of inventory management is to determine order quantities and timing. Inventories include raw materials, work-in-progress, finished goods, and supplies. Inventory management aims to balance holding versus ordering costs. Methods include economic order quantity models, reorder points, and ABC classification to prioritize inventory items. The document provides definitions and examples of key inventory management terms and techniques.
This document discusses inventory control and management. It defines inventory as physical resources held for sale or transformation, and inventory systems as policies that monitor levels and determine replenishment needs. Reasons for holding inventory include stabilizing production, taking advantage of discounts, and meeting demand during replenishment periods. The objectives of inventory control are to track inventory levels of the right quality and quantity. Costs associated with inventory include purchase, capital, ordering, carrying, and shortage costs. Decisions around inventory planning include determining order quantities and timing.
A business plan can still be an invaluable tool for your nonprofit. Even a short nonprofit business plan pushes you to do research, crystallize your purpose, and polish your messaging.
Furthermore, without a nonprofit business plan, you’ll have a harder time obtaining loans and grants, attracting corporate donors, meeting qualified board members, and keeping your nonprofit on track.
To help you get started we’ve created a nonprofit business plan template. It will work as a framework regardless of your nonprofit’s area of focus.
TiE Stree Shakti Awards 2011: Application formGetEvangelized
This document provides instructions for completing an application form for awards that recognize women entrepreneurs. It outlines four categories for awards based on annual turnover amounts. The broad evaluation criteria include innovativeness, overcoming challenges, social good, employment generation, and scale of operations. When completing the application, only permanent ink should be used and it must be signed. Eligible participants must be Indian citizen women over 18 years old who have founded or led a business or organization with at least three employees.
This document is an application for a minority and women business training program in Lexington, Kentucky. It requests information about the applicant's business including ownership details, revenues, goals, and demographic information. The training will take place on September 25, 2013 at Fifth Third Bank and costs $50. It is focused on increasing business acumen, profitability, and securing contracts. The application deadline is September 11, 2013 and interested businesses should submit the completed form to Marilyn Clark or Dee Dee Harbut.
This document is an application for a charitable donation from Best Buy. Best Buy focuses its donations on organizations that support youth programs for leadership and education. The application requires information about the organization, including a 501(c)(3) letter and mission statement. It must describe how the program impacts youth. Store employees make donation decisions and applicants will be notified within 6 weeks. Certain types of organizations are ineligible for donations.
This document is a new membership application for the Hialeah Gardens Key Club for the 2012-2013 year. It requests contact information, the applicant's schedule and GPA, involvement in other organizations, honors received, and availability to participate in Key Club activities. The applicant must pledge to uphold the Key Club objectives and sign a membership contract agreeing to requirements such as monthly service hours and fundraising participation. For prospective senior members, there is an additional agreement to complete hours through December. The final section is for office use to track the application process.
This document discusses different approaches to fundraising conversations with high net worth donors:
1) Transactional giving focuses on defining the need in terms of money required and the donor's capacity based on wealth.
2) Transformational giving explores the donor's values, past philanthropic experiences, and motivations for giving to foster a deeper relationship.
3) Legacy building and planning involves defining the donor's goals and values to transcend family and include philanthropic intent as an integral part of their overall legacy and financial plans. The document advocates for fundraising and financial professionals to work together to accomplish mutually beneficial legacy goals centered around the donor.
This summary provides an overview of a webinar on conducting a financial check-up:
1) The webinar introduces various online tools and worksheets that can be used to assess financial wellness, including quizzes, calculators for net worth, cash flow, goals, and insurance needs.
2) Metrics like financial ratios, spending plans, credit reports, tax situations, retirement savings, and investment performance are reviewed as part of a full financial check-up.
3) Conducting regular check-ups can help clients identify strengths, weaknesses, and opportunities to improve their "financial fitness" over time. The tools and process outlined aim to properly evaluate clients' financial wellness.
The document summarizes an expo called Thrive Past 55 that targets retirees. The expo offers organizations opportunities to promote their products and services to retirees through sponsorships, booths, and virtual services. It provides two types of return on investment: educated consumers and increased revenue. The expo aims to help organizations establish influence and earn interest from the growing retiree population.
12 SEPTEMBER OCTOBER 2007Although fall isn’t the start o.docxmoggdede
12 SEPTEMBER / OCTOBER 2007
Although fall isn’t the start of most organization’s fiscalyears, perhaps as a remnant of our school-year sched-
ules, it is a time when many of us gear up after summer
holidays — often with renewed energy — for the busy fall
fundraising season. One task facing those of us with fiscal
years beginning on January 1st is the preparation of our
annual fundraising plan.
This article presents a systematic way of creating an
annual fundraising plan for your organization. The focus
of this process (like the focus of the Grassroots Fundraising
Journal) is on strategies for building a base of individual
donors in order to create a reliable and repeatable source
of income.
The six-step planning process this worksheet takes
you through will help you create a plan that is based on
the realities of your organization’s funding base, infra-
structure, and fundraising team. We recommend you
include both board and staff in creating your plans, along
with anyone else who is key to implementing the plan.
When the people who are expected to carry out the
fundraising activities have participated in developing the
plan, their commitment to it will be greater, boosting your
chance of fundraising success.
Before calling together everyone you want to involve
in creating the details, however, go through the steps here
and gather whatever preliminary information will be
needed to complete the plan. Then schedule a meeting of
all the people who will be key to carrying it out, sending
them a copy of the following worksheet pages with the
information you have gathered.
You’ll see that Step 1 assumes you’ve already devel-
oped your budget for the coming year, or at least a draft
that will be completed once you’ve figured out exactly
how much money you can realistically raise.
It takes some time to think through a fundraising plan
in this amount of detail, but once you’ve done this
planning, all your fundraising tasks are clear and ready to
be implemented.
PRISCILLA HUNG & STEPHANIE ROTH ARE CO-DIRECTORS OF GIFT. MIMI HO
IS PROGRAM DIRECTOR OF THE ASIAN PACIFIC ENVIRONMENTAL NETWORK.
GFJ
Fundraising Planning Worksheet
A Tool for Creating Your Annual Fundraising Plan
S T E P 1 : G AT H E R T H E N U M B E R S
A. What are your projected total expenses for the coming year? . . . . . . . . . . . . . . . . . . . . . . . . . $ _________________
B. How much income, in total, is already committed toward your expenses? (Include only
support that is already promised — individual donor pledges that have been made as well
as government, corporate, or foundation grants that you are assured of) . . . . . . . . . . . . . . . . . . . . $ _________________
C. Subtract “B” from “A” for total amount to be raised: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ _________________
D. Fill out the following chart with your results from last year’s fundraising activities, your
current year-to-date figures, and projections for the c ...
This document summarizes strategies for nonprofit boards to strengthen fundraising. It discusses the key components needed for successful fundraising: a case for giving, prospective donors, people to do the asking, and tracking systems. While most nonprofits are strong in these areas, the biggest challenge is often finding enough "askers." The document then provides several alternative models for structuring boards to better engage all members in fundraising, such as dividing boards into committees focused on different donor segments or creating time-limited work groups for specific fundraising projects. It emphasizes that for fundraising to improve, every board member must give money, provide names of potential donors, and participate in fundraising activities.
This document discusses spare parts management and outlines an approach for establishing an effective spare parts inventory system. It identifies typical characteristics of spare parts like high numbers and varieties, erratic consumption patterns, and sourcing constraints. The proposed approach includes creating a comprehensive spare parts list, classifying parts by criticality, and setting optimal reorder levels, safety stocks, and preservation plans based on factors like cost and usage frequency. The conclusion emphasizes treating spare parts management as a separate discipline, ensuring cross-functional cooperation, and involving engineers to properly assess requirements and optimize the inventory.
A tool in Marketing Communication that manifest immediate purchase with the help of impulsive buying decision. learn about various methods of sales promotion and key techniques.
ABC analysis is a technique for inventory control that classifies items into A, B, and C categories based on annual consumption value. A items account for the majority of total consumption value while C items account for the least. VED analysis classifies items as vital, essential, or desirable based on their criticality. Combining ABC and VED analysis provides a 9-box framework to prioritize control and service levels for different inventory items based on consumption value and criticality.
The document discusses various inventory analysis techniques including ABC analysis, VED analysis, and combining ABC and VED analysis. ABC analysis classifies inventory based on annual consumption value, while VED analysis classifies based on an item's criticality. The document recommends combining ABC and VED analysis to further classify inventory into nine categories to focus management efforts. Hospitals can use this combined analysis to prioritize inventory and determine optimal order timing and sizing.
- Inventory constitutes a significant part of current assets for many companies, often around 60% of current assets. Effective inventory management is important to avoid unnecessary costs and ensure profitability.
- There are different types of inventory including raw materials, work in progress, and finished goods. The objectives of inventory management are to maintain optimal inventory levels for smooth operations while minimizing costs.
- An optimum inventory level balances ordering costs, carrying costs, and stock-out costs. Both over-investment and under-investment in inventory can be dangerous for a company. Effective inventory management tracks inventory levels and determines when and how much to order.
Inventory control involves regulating inventory levels according to predetermined norms to reduce costs. It aims to balance ordering, holding, and stockout costs. The ABC analysis technique categorizes inventory into A, B, and C items based on annual consumption value to focus control efforts where they are needed most. VED classification groups items as vital, essential, or desirable based on the criticality of inventory to operations. FSN analysis looks at item movement patterns to identify fast, slow, or non-moving inventory.
This document discusses inventory management concepts including reorder point, order quantity, lead time, demand rate, carrying costs, and ordering costs. The optimal order quantity is derived as Qopt = √(2CoD/Cc) where Co is the ordering cost, D is annual demand, and Cc is the annual carrying cost per unit. The reorder point is calculated as R = dL + zσdL where d is the average daily demand, L is the lead time, σd is the standard deviation of daily demand, and z corresponds to the desired service level. Safety stock, which is added to the reorder point, is calculated as zσdL.
This document discusses inventory management. It defines inventory as materials obtained in advance of need that are held until used or sold. There are different types of inventories like raw materials, work in progress, spare parts, and finished goods. Inventory valuation involves determining inventory quantities and assigning values. Holding inventory incurs costs like storage, ordering, shortages. The objectives of inventory control are to ensure smooth operations while minimizing costs and risks through techniques like determining economic order quantities and stock levels.
The document discusses inventory control, which involves maintaining desired inventory levels to balance economic and production needs. It describes different types of inventory like raw materials, work in progress, and finished goods. Effective inventory control requires planning inventory levels, ordering, receiving, storing, and recording inventory. Key aspects of inventory control include determining maximum and minimum inventory levels, reorder points, and economic order quantities.
Kuldeep Uttam provides an overview of inventory management concepts in 3 pages. He defines inventory as physical resources held for sale or transformation. The purpose of inventory management is to determine order quantities and timing. Inventories include raw materials, work-in-progress, finished goods, and supplies. Inventory management aims to balance holding versus ordering costs. Methods include economic order quantity models, reorder points, and ABC classification to prioritize inventory items. The document provides definitions and examples of key inventory management terms and techniques.
This document discusses inventory control and management. It defines inventory as physical resources held for sale or transformation, and inventory systems as policies that monitor levels and determine replenishment needs. Reasons for holding inventory include stabilizing production, taking advantage of discounts, and meeting demand during replenishment periods. The objectives of inventory control are to track inventory levels of the right quality and quantity. Costs associated with inventory include purchase, capital, ordering, carrying, and shortage costs. Decisions around inventory planning include determining order quantities and timing.
A business plan can still be an invaluable tool for your nonprofit. Even a short nonprofit business plan pushes you to do research, crystallize your purpose, and polish your messaging.
Furthermore, without a nonprofit business plan, you’ll have a harder time obtaining loans and grants, attracting corporate donors, meeting qualified board members, and keeping your nonprofit on track.
To help you get started we’ve created a nonprofit business plan template. It will work as a framework regardless of your nonprofit’s area of focus.
TiE Stree Shakti Awards 2011: Application formGetEvangelized
This document provides instructions for completing an application form for awards that recognize women entrepreneurs. It outlines four categories for awards based on annual turnover amounts. The broad evaluation criteria include innovativeness, overcoming challenges, social good, employment generation, and scale of operations. When completing the application, only permanent ink should be used and it must be signed. Eligible participants must be Indian citizen women over 18 years old who have founded or led a business or organization with at least three employees.
This document is an application for a minority and women business training program in Lexington, Kentucky. It requests information about the applicant's business including ownership details, revenues, goals, and demographic information. The training will take place on September 25, 2013 at Fifth Third Bank and costs $50. It is focused on increasing business acumen, profitability, and securing contracts. The application deadline is September 11, 2013 and interested businesses should submit the completed form to Marilyn Clark or Dee Dee Harbut.
This document is an application for a charitable donation from Best Buy. Best Buy focuses its donations on organizations that support youth programs for leadership and education. The application requires information about the organization, including a 501(c)(3) letter and mission statement. It must describe how the program impacts youth. Store employees make donation decisions and applicants will be notified within 6 weeks. Certain types of organizations are ineligible for donations.
This document is a new membership application for the Hialeah Gardens Key Club for the 2012-2013 year. It requests contact information, the applicant's schedule and GPA, involvement in other organizations, honors received, and availability to participate in Key Club activities. The applicant must pledge to uphold the Key Club objectives and sign a membership contract agreeing to requirements such as monthly service hours and fundraising participation. For prospective senior members, there is an additional agreement to complete hours through December. The final section is for office use to track the application process.
This document discusses different approaches to fundraising conversations with high net worth donors:
1) Transactional giving focuses on defining the need in terms of money required and the donor's capacity based on wealth.
2) Transformational giving explores the donor's values, past philanthropic experiences, and motivations for giving to foster a deeper relationship.
3) Legacy building and planning involves defining the donor's goals and values to transcend family and include philanthropic intent as an integral part of their overall legacy and financial plans. The document advocates for fundraising and financial professionals to work together to accomplish mutually beneficial legacy goals centered around the donor.
This summary provides an overview of a webinar on conducting a financial check-up:
1) The webinar introduces various online tools and worksheets that can be used to assess financial wellness, including quizzes, calculators for net worth, cash flow, goals, and insurance needs.
2) Metrics like financial ratios, spending plans, credit reports, tax situations, retirement savings, and investment performance are reviewed as part of a full financial check-up.
3) Conducting regular check-ups can help clients identify strengths, weaknesses, and opportunities to improve their "financial fitness" over time. The tools and process outlined aim to properly evaluate clients' financial wellness.
The document summarizes an expo called Thrive Past 55 that targets retirees. The expo offers organizations opportunities to promote their products and services to retirees through sponsorships, booths, and virtual services. It provides two types of return on investment: educated consumers and increased revenue. The expo aims to help organizations establish influence and earn interest from the growing retiree population.
12 SEPTEMBER OCTOBER 2007Although fall isn’t the start o.docxmoggdede
12 SEPTEMBER / OCTOBER 2007
Although fall isn’t the start of most organization’s fiscalyears, perhaps as a remnant of our school-year sched-
ules, it is a time when many of us gear up after summer
holidays — often with renewed energy — for the busy fall
fundraising season. One task facing those of us with fiscal
years beginning on January 1st is the preparation of our
annual fundraising plan.
This article presents a systematic way of creating an
annual fundraising plan for your organization. The focus
of this process (like the focus of the Grassroots Fundraising
Journal) is on strategies for building a base of individual
donors in order to create a reliable and repeatable source
of income.
The six-step planning process this worksheet takes
you through will help you create a plan that is based on
the realities of your organization’s funding base, infra-
structure, and fundraising team. We recommend you
include both board and staff in creating your plans, along
with anyone else who is key to implementing the plan.
When the people who are expected to carry out the
fundraising activities have participated in developing the
plan, their commitment to it will be greater, boosting your
chance of fundraising success.
Before calling together everyone you want to involve
in creating the details, however, go through the steps here
and gather whatever preliminary information will be
needed to complete the plan. Then schedule a meeting of
all the people who will be key to carrying it out, sending
them a copy of the following worksheet pages with the
information you have gathered.
You’ll see that Step 1 assumes you’ve already devel-
oped your budget for the coming year, or at least a draft
that will be completed once you’ve figured out exactly
how much money you can realistically raise.
It takes some time to think through a fundraising plan
in this amount of detail, but once you’ve done this
planning, all your fundraising tasks are clear and ready to
be implemented.
PRISCILLA HUNG & STEPHANIE ROTH ARE CO-DIRECTORS OF GIFT. MIMI HO
IS PROGRAM DIRECTOR OF THE ASIAN PACIFIC ENVIRONMENTAL NETWORK.
GFJ
Fundraising Planning Worksheet
A Tool for Creating Your Annual Fundraising Plan
S T E P 1 : G AT H E R T H E N U M B E R S
A. What are your projected total expenses for the coming year? . . . . . . . . . . . . . . . . . . . . . . . . . $ _________________
B. How much income, in total, is already committed toward your expenses? (Include only
support that is already promised — individual donor pledges that have been made as well
as government, corporate, or foundation grants that you are assured of) . . . . . . . . . . . . . . . . . . . . $ _________________
C. Subtract “B” from “A” for total amount to be raised: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ _________________
D. Fill out the following chart with your results from last year’s fundraising activities, your
current year-to-date figures, and projections for the c ...
This document summarizes strategies for nonprofit boards to strengthen fundraising. It discusses the key components needed for successful fundraising: a case for giving, prospective donors, people to do the asking, and tracking systems. While most nonprofits are strong in these areas, the biggest challenge is often finding enough "askers." The document then provides several alternative models for structuring boards to better engage all members in fundraising, such as dividing boards into committees focused on different donor segments or creating time-limited work groups for specific fundraising projects. It emphasizes that for fundraising to improve, every board member must give money, provide names of potential donors, and participate in fundraising activities.
The presentation is for Coldwell Banker Elite agents in Fredericksburg Virginia. Each agent is given the opportunity to develop their career plan and budget to encourage their success. For more information email Careers@ColdwellBankerElite.com
Community and enterprise department community grant application form 2011ruairimcginley
This document outlines the application form for community grants from the Dublin City Council for 2011. It requests information about applicant groups, including contact details, tax status, and affiliation with the Dublin Community Forum. It asks for descriptions of the proposed community project or activity, including location, dates, participants, and funding details such as total costs, amount requested, and other sources of income or funding received. Applicants must submit the completed form by January 31, 2011 for consideration.
This document contains information about a customer, their media usage, website and social media analytics. It includes key metrics like average transaction amount, purchases per year, new customers per month, and costs per lead. It also lists the customer's website and social media channels, number of followers/subscribers, and frequency of updates. Marketing tactics are outlined like use of deals, newsletters, and capturing leads from digital properties. Analytics and tracking of various online and offline activities are mentioned.
This document summarizes a webinar about creating effective annual reports for nonprofits. The webinar discusses the purpose of annual reports, key components to include, how to highlight social impact metrics, tailoring reports to specific donor types, effective marketing strategies, and how donor management systems can help track relevant data. The presenter emphasizes including impact metrics, stories of transformation, financial performance, programs, and clear calls to action to motivate donors and raise more funds.
This document introduces a fundraising program that allows school groups to earn money by signing up local businesses to a senior citizen discount card program. The program benefits schools, senior citizens, and local businesses. For each business a school group signs up, they will earn $40. The goal is for group members to sign up just one business each, with the potential to earn thousands for their school with just a small number of sign-ups. The senior citizen discount card provides savings to cardholders at participating businesses. In turn, businesses gain senior customer loyalty and publicity by supporting the community program.
The document discusses the importance of non-profits measuring their social impact and fundraising effectiveness. It notes that measurement is directly linked to fundraising success as donors, funders, and online rating systems increasingly demand evidence of impact. The workshop will explore basics of measuring results, influential online rating systems, what social investors look for, and practical steps for preparation. Non-profits are encouraged to measure what they aim to accomplish, evaluate results, and learn from data to improve impact and fundraising.
This form needs to be submitted online here by 23:59 hrs, 25 Jan, 2011.
http://spreadsheets.google.com/viewform?formkey=dHM4SmswbHRsVVVSOEFtZ0x6enJrNnc6MQ
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2. NONPROFIT
DEVELOPMENT
INVENTORY
Confidential
The Nonprofit Development Inventory (NDI) is a confidential detailed assessment of your
organization that assists DSI in understanding your agency and also lays a foundation for future
expansion in development. The NDI is divided into eight sections. They are as follows:
1. Basic Institutional Data 5. Income/Disbursements/Finances
2. Programs/Services 6. Fund Raising/Development
3. Staff/Administration/Volunteers 7. Polity/Governance
4. Heritage/History 8. Upcoming Projects/Conclusion
Please fill out the NDI as completely as possible and note the special requests for any attached
documents you can provide.
You may MAIL your completed Inventory to: Development Systems International
P.O. Box 2675
Columbia, SC 29202
You may EMAIL your completed Inventory to: team@development.net
You may FAX your completed Inventory to: (803)808-0537
Your DSI team will evaluate your organization’s fundraising potential and contact you regarding
opportunities to advance your development efforts. Please feel free to call a DSI representative
for any assistance you may require at (800)257-6670
I. Basic Institutional Data
Name and position of individual filling out Non-Profit Development Inventory:
Name: Position:
Name of Organization:
Physical Address:
City: State: Zip:
Voice Phone: Fax Phone:
Website Address: E-Mail:
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3. II. Programs/Services
Please describe the purpose of your organization and whom you serve:
Please list and briefly describe the different programs your organization provides:
1. ______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2. ______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3. ______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
4. ______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
5. ______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
6. ______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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4. III. Administration/Staff/Volunteers
Please list the titles/names of all full time positions:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
How many people are employed part-time:
How many volunteers serve the organization:
Please provide a brief description of how volunteers serve your organization:
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5. IV. Income/Disbursements/Finances
What is your total annual income:
Current year-to-date: $________________ Last year’s total: $ ________________
Three previous years: $________________ $________________ $________________
On an annual basis what percentage of your income is derived from fee-for-service/tuition/sales:
% _______________ Actual amount for last fiscal year: $________________
On an annual basis what percentage of your income is derived from philanthropy:
% _______________ Actual amount for last fiscal year: $________________
On an annual basis what percentage of your reported income is designated gift-in-kind:
% _______________ Actual amount for last fiscal year: $________________
On an annual basis what percentage of your income is spent on salary/benefits:
% _______________ Actual spent amount for last fiscal year: $________________
Please fill in below the pertinent data regarding your income sources from the last fiscal year:
Source: Amount: Percentage of total income:
Special Events: $_____________ %____________
Individuals: $_____________ %____________
Churches: $ _____________ % ____________
Foundations: $ _____________ % ____________
Local Business: $ _____________ % ____________
Corporations: $ _____________ % ____________
Conference/Denominational Support: $ _____________ % ____________
Fees-For-Service $ _____________ % ____________
Tuition $ _____________ % ____________
Sales of Products $ _____________ % ____________
Gifts-In-Kind $ _____________ % ____________
Government Grants $ _____________ % ____________
Others $ _____________ % ____________
IMPORTANT! Please attach a copy of your last fiscal year’s budget. Please indicate below if you ended
that year with or without a deficit:
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6. V. Fund-raising/Development
How many INDIVIDUALS are in your NAME ENTRY FILE:
How many CHURCHES are in your NAME ENTRY FILE:
How many LOCAL BUSINESSES are in your NAME ENTRY FILE:
How many CORPORATIONS are in your NAME ENTRY FILE:
How many FOUNDATIONS are in your NAME ENTRY FILE:
How many MISCELLANEOUS entries are in your NAME ENTRY FILE:
TOTAL number of names in your NAME ENTRY FILE:
ACTIVE DONORS…
are donors who have given a gift in the last twelve months:
LAPSED DONORS…
are donors who have given a gift in the last twenty-four months but have not given in the last twelve.
INACTIVE DONORS…
are donors who have given a gift but have not given in the last twenty-four months.
PROSPECTIVE DONORS…
are individuals, churches, foundations, local businesses, corporations, etc. who have never given a gift.
Of the INDIVIDUALS in your file how many are:
Active: _________ Lapsed: _________ Inactive: _________ Prospective: _________
Of the CHURCHES in your file how many are:
Active: _________ Lapsed: _________ Inactive: _________ Prospective: _________
Of the LOCAL BUSINESSES in your file how many are:
Active: _________ Lapsed: _________ Inactive: _________ Prospective: _________
Of the CORPORATIONS in your file how many are:
Active: _________ Lapsed: _________ Inactive: _________ Prospective: _________
Of the FOUNDATIONS in your file how many are:
Active: _________ Lapsed: _________ Inactive: _________ Prospective: _________
Total: _________ Total: _________ Total: _________ Total: _________
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7. What are the amounts of the three largest gifts given to your organization in the last twelve months:
$__________________ $__________________ $__________________
What is the average amount of money allocated annually for fund-raising/development:
$__________________
Does your organization receive planned and deferred gifts?
If yes, how many planned gifts were received in your last fiscal year?
How many planned gifts have been received year-to-date?
Have you ever conducted a capital campaign in the past?
If yes, what was your campaign goal?
Did your reach your campaign goal? If no, what was your shortfall?
Over how many years or months was the campaign conducted?
Please list below all special events (auction, banquets, receptions, golf, open house, etc.) and in what
month of the year they are normally held.
1. ____________________________________________
2. ____________________________________________
3. ____________________________________________
4. ____________________________________________
5. ____________________________________________
Do you solicit your donors by phone on an annual basis?
Do you send a newsletter to your name entry file?
If yes, how often is it sent, monthly, quarterly, annually, other?
What are your print, postage, and mailing costs for your newsletter annually?
Do you send appeal letters to your name entry file?
If yes, how often are they sent, monthly, quarterly, annually, other?
What are your print, postage, and mailing costs for your appeal letters annually?
Do you a have a formal giving program with annual or monthly participation?
IMPORTANT! Please attach a copy of your three most recent newsletters and appeal letters
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8. VI. Policy/Governance
Is your governing entity named a board of directors, board of trustees, or other?
Is the head of your governing entity named chairman, president, or other?
Is the founder the current chairman/president of the board?
How many individuals have served as board members since the organizations inception?
How many individuals are currently serving as board members?
Are board member’s terms rotating or self-perpetuating?
Who is responsible to see that new individuals join the governing entity?
Do board members live locally, regionally, nationally, or internationally?
Are all board members participating with annual gifts?
If no, how many are? How many are not?
Does the board meet annually, quarterly, or monthly?
Does the board have an annual strategic planning retreat?
Has the board been active in fund raising?
If yes, please describe their involvement:
Does your board have an executive committee?
Please provide a list of all other board committees and their purpose:
1. ________________________________________________
2. ________________________________________________
3. ________________________________________________
4. ________________________________________________
5. ________________________________________________
6. ________________________________________________
7. ________________________________________________
8. ________________________________________________
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9. Please list the names of your current board members, their occupation, and years of service to agency:
Name and Occupation: Years of service:
1. ________________________________________________ __________ to __________
2. ________________________________________________ __________ to __________
3. ________________________________________________ __________ to __________
4. ________________________________________________ __________ to __________
5. ________________________________________________ __________ to __________
6. ________________________________________________ __________ to __________
7. ________________________________________________ __________ to __________
8. ________________________________________________ __________ to __________
9. ________________________________________________ __________ to __________
10. ________________________________________________ __________ to __________
11. ________________________________________________ __________ to __________
12. ________________________________________________ __________ to __________
13. ________________________________________________ __________ to __________
14. ________________________________________________ __________ to __________
15. ________________________________________________ __________ to __________
16. ________________________________________________ __________ to __________
IMPORTANT! Please attach a copy of your institution’s organizational chart.
Copyright (C) 1990-2012 Development Systems International NONPROFIT DEVELOPMENT INVENTORY - Pg. 8
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10. VII. Heritage/History
Organization’s Mission Statement:
Year 501c3 status was established:
Was the organization established by a group of individuals or a single person?
Founder(s) Name:
Did the founder serve as agency head: If so, how many years?
Is the original founder living or deceased? If living, what is his/her age?
How many Executive Directors/Presidents has the organization had?
List names of Executive Directors/Presidents and their years of service:
Name: Years of service:
__________________________________________________ __________ to __________
__________________________________________________ __________ to __________
__________________________________________________ __________ to __________
__________________________________________________ __________ to __________
__________________________________________________ __________ to __________
__________________________________________________ __________ to __________
__________________________________________________ __________ to __________
__________________________________________________ __________ to __________
IMPORTANT! Please attach a brief historical account of the organization’s formation and growth over the
years. Include denomination affiliation (if applicable), original vision, memorable points of growth,
funding initiatives, etc. If your agency has a case statement that covers this material please include that
in lieu of the above request.
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11. VIII. Upcoming Project/Conclusion
Please describe the current project or needs for which DSI may be able to provide assistance.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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12. AUTHOR – NONPROFIT DEVELOPMENT INVENTORY
James P. LaRose, CFRE, CNC - Founder - James P. LaRose Companies
Phone: (803)808-5084 Email: jimmy@development.net
James P. LaRose, CFRE, CNC known around the world as “Jimmy LaRose the Fundraiser's
Fundraiser," continues to transform nonprofit executives tasked with the raising of money in a
tumultuous 21st Century economy. His passion for the nonprofit sector is without bounds and
his love for the leaders who serve is unparalleled. His heroes are those men and women of the
charitable world who lay down their lives daily for the hurting and the
hopeless. He’s spent the last twenty years supporting executives,
volunteers, staff and board members across six continents who spend
themselves in service to others. Jimmy is fond of sharing with
professionals that, "Money chases after ideas, and there will always be
generous people who will amply support a great dream backed by a sound
plan." Jimmy is the founder of the National Development Institute,
Development Systems International and ProPlatforms.com. He is the
author of the internationally recognized fundraising series MAJOR GIFTS
RAMP-UP and is the designer of the MAJOR GIFTS RAMP-UP CLOUD, a
complete back-office for nonprofit executives. Jimmy led the design team that established
Certified Nonprofit Consultant (CNC), a credentialing process that supports nonprofit executives
committed to sharing their management experience with their peers. He is the co-founder of the
CauseCause.com platform, an online social media community network that supports citizens of
the world committed to advancing the common good. He is the co-founder of DonorScope.com,
a web-based research portal that identifies philanthropists, altruists, and leaders and their
capacity to give to causes for which they personally care. Jimmy has been credentialed by the
National Development Institute as a Certified Nonprofit Consultant (CNC) and holds the Certified
Fund Raising Executive (CFRE) certification. He is the founding President of the Western
Maryland Chapter of the Association of Fundraising Professionals (AFP) and is a graduate of
AFP's Faculty Training Academy (FTA) and has been named by the AFP
as a “Subject Matter Expert” on the raising of money. Jimmy has also
served as a specialist with the U.S. State Department's Speakers
Bureau and has traveled the world working with embassies, foreign
governments, and leaders to promote philanthropy and civil society
in developing countries. He is a graduate of Indiana University's
Executive Leadership Program, Indianapolis, IN, the National Planned
Giving Institute, Memphis, TN, Tennessee Temple University,
Chattanooga, TN and the Word of Life Bible Institute, Schroon Lake,
NY. Rev. LaRose was ordained as minister of the gospel by the
Ecumenical Church of Christ in 2010 to further support his service to
the hurting and the hopeless around the world. Jimmy and his wife
Dianne make their home in Columbia, SC and are blessed with three
children and three grandchildren.
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13. ADDITIONAL ONLINE FUNDRAISING RESOURCES:
www.JimmyLaRose.com www.MajorGiftsRampUp.com
www.ConsultingCertification.org www.NonprofitConferences.org
www.DonorScope.com www.Development.net
www.PAXglobal.com www.eMediaFundraising.com
www.FundraisingFarmer.com www.twitter.com/jimmylarose
www.facebook.com/nonprofitdevelopment
Development Systems International
P.O Box 2675 - Columbia, SC 29202
Voice: 803-808-5084
Fax: 803-808-0537
jimmy@development.net
www.Development.net
Copyright (C) 1990-2012 Development Systems International NONPROFIT DEVELOPMENT INVENTORY - Pg. 12
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