FUNDING FUND RAISING REPORT This report of the funding fund Raising Research Project is reprinted fromJune, 1989, For example, a grant may fund. (1) strategic planning; http://nccsdataweb.urban.org/PubApps/levis/funding.html
Extractions: Funding for this project has been provided by the Exxon Fund for Management Assistance, through the New York Community Trust. Frederick S. Lane, Project Director, Professor, Department of Public Administration Wilson C. Levis, Senior Research Associate Anne L. New, Editor This report of the "Funding Fund Raising" Research Project is reprinted from June, 1989, Philanthropy Monthly. Philanthropy Monthly About the Investigators R ecent studies by the United Way of America, INDEPENDENT SECTOR, Yale University and the National Charities Information Bureau have identified a vast, untapped potential for individual giving in this country. Not surprisingly, at the same time, grantmakers, nonprofit organizations and philanthropic leaders have been showing increased interest in the idea that corporations and foundations can make grants that will help nonprofits expand their fund-raising capacity tapping the waiting potential to broaden their bases of support and thus having the means to carry out their missions more effectively.
Extractions: UC CONSORTIUM FOR LANGUAGE LEARNING AND TEACHING PREAMBLE On October 15, 1999, the Chronicle of Higher Education announced a new study by the Modern Language Association that reported the highest number of enrollments in foreign language courses in U.S. institutions of higher education on record. Enrollments nationwide have risen 4.8% since 1995, reversing a 3.8% decline between 1990 and 1995. Within the UC system, this growth has been even more dramatic, with enrollments in foreign language courses up by 10.8% between 1994 and 1998. Spanish enrollments accounted for almost half of the 26,729 increases, but increases were reflected across the board, and particularly in Asian languages.
On University Fund Raising Despite Emorys remarkable record in fund raising, the Universitys growth in These initiatives, and the planning they will generate, are critical to http://www.emory.edu/EMORY_REPORT/erarchive/2002/May/erMay.6/5_6_02fundraising.h
Extractions: May 6, 2002 On University fund raising Since the beginning of conversations about the need to rein in the rising costs of fringe benefits, many people have proposed that Emory close any budgetary gaps by launching a fund-raising campaign. To get a perspective on what such a campaign might be, some perspective on recent history could be useful. The last capital campaign at Emory closed its books on Dec. 31, 1995, having raised more than $420 million in gifts and pledges during the five-year campaign and another $160 million in planned gifts (money that will come to the University in the form of bequests upon the deaths of the givers). Most people would be astonished to learn that, in the six years since the end of that campaign, the University has raised an additional $1.12 billion in outright gifts ( see chart Had Emory not raised this additional $1.12 billion since 1995, the endowment would be much smaller than it is, and, without new teaching and research spaces, new library facilities and new resources for faculty enhancement and student scholarships, our academic progress would have slowed tremendously.
Extractions: Begin by listing people and organizations that you know and trust, because these people will be the first to help you achieve your goal. You should ask everyone you know (and even some you do not know) to contribute to your cause - you never know who will be willing to donate. Write your goals, hopes, and reasons for volunteering. When writing your fundraising letter, explain how their donation will make an impact by allowing you to meet these goals while helping a community in need. Please remember not to write too much information, but just write clearly, precisely, and to the point. This will help donors to know about your desires for them to aid in a good cause.
Partnership And Fund-Raising - UNFPA 2003 at the Addis Ababa University for use in graduatelevel research and teaching . CENSUS DATA FOR planning. UNFPA works with global partners to raise http://www.unfpa.org/about/report/2003/5chapter.htm
Extractions: This is done through advocacy and awareness-raising, and also through support to national planning around population issues such as rapid growth, internal migration, urbanization, ageing and environmental protection. One area of activity, data collection, is particularly important because it provides the information that countries need in order to plan strategies that respond to the dynamic forces of population change. In so many countries, we see how poverty perpetuates poor health, gender inequality and rapid population growth; the links between poverty reduction and population programmes have never been clearer. MILLENNIUM DEVELOPMENT GOALS UNFPA squarely addresses the reproductive issues that will determine success or failure in achieving the MDGs, agreed to by all United Nations Member States. UNFPA does so by implementing the ICPD Programme of Action. The MDGs set targets to eradicate extreme poverty and hunger; achieve universal primary education; promote gender equality and empower women; reduce child mortality; improve maternal health; combat HIV/AIDS, malaria and other diseases; ensure environmental sustainability; and develop a global partnership for development. National reporting on the MDGs in 2003 was carried out with assistance from almost two thirds of UNFPA country offices, drawing attention to the critical role of population and reproductive health in human development.
Bloomsburg University As a result, the Bloomsburg University strategic planning subcommittees createda plan that is Optimize Fiscal Resources (including fund Raising) http://www.bloomu.edu/today/reports/strategic/plan.php
Strategic Planning Upgrading and improving current teaching and research facilities, fundRAISINGCAMPAIGN. To accomplish the recommendations of The Commission on the http://www.via.tcu.edu/report_card.asp
Extractions: Commission on the Future of TCU Report Card Total Achieved Proceeding Not Achieved Not Relevant Strategic Task Forces 1. Undergraduate Experience 2. Graduate Education 3. Technology 4. Distinctive Programs and New Directions 5. Community and Strategic Alliances 6. Global Positioning and Priorities 7. The Role of Athletics 8. Alumni Relationships College and School Task Forces Total Achieved Proceeding Not Achieved Not Relevant 11. College of Fine Arts 12. College of Communication 13. M.J. Neeley School of Business 14. School of Education 16. Brite Divinity School 17. Ranch Management TOTALS PERCENTAGES COMMISSION ON THE FUTURE OF TCU PROGRESS REPORT JANUARY 2004 TCU launched The Commission on the Future of TCU EVALUATION OF PROGRESS The response of the University community to the recommendations of The Commission on the Future of TCU Evaluation of the recommendations is color-coded. The following percentages are based upon the total of 386 recommendations:
MIT Reports To The President 1995-96 RESEARCH AND TEACHING ON URBAN planning the cost of education for Master sin City planning (MCP) students, faculty responsibility, fund raising, http://web.mit.edu/annualreports/pres96/09.4.html
Extractions: MIT Reports to the President 1995-96 Although the field of urban and regional planning has changed significantly over the last seventy-five years, at is core it still draws inspiration from a normative vision of the "good society." In the Department of Urban Studies and Planning, this vision is nurtured by a commitment to a distinct notion of social progress which frames the teaching and research of the faculty and the mindset of the graduates. The key elements of our commitment to this social progress involve: This notion of social progress guides not only the scholarly deliberations on industrialized countries, but also provides a shared moral sensibility for the study of industrializing countries whose destinies are believed to be interlinked in a world deeply connected by the flow of capital, goods and services, population and ideas.
Extractions: Mission Statement The Center for Women's Studies at West Virginia University is dedicated to the mission of creating, evaluating, and disseminating knowledge based on feminist scholarship. We recognize diverse approaches to gender studies and the intersection of gender with other social identities such as class, race, sexual orientation, ability, age, and ethnicity in all that we do. We are committed to expanding access to education about women beyond the classrooms and campuses of West Virginia University and to do so by connecting the people of our state and region to sources of feminist scholarship worldwide. We accomplish our mission as a program within the WVU Eberly College of Arts and Sciences, while pursuing a unique university-wide mission.
University Planning Cycle 1998 - 2003 Planning Document 2.0 LSU must facilitate and encourage teaching, research, and service that benefitsociety and governmental and corporate relations, and fundraising. http://appl003.lsu.edu/acadaff/upcycle1998-2003.nsf/$Content/Planning Document 2
Extractions: QuickMenu About UM Administrative Info. Tech. Svcs. Academic Affairs Alzheimer's Program Benefits (Faculty and Staff) Board of Curators Business Policy Manual Business Services Columbia Campus Cash Receipts Manual Collected Rules and Regs. Compensation and Support Svcs. Contact Us Controller (Office of) Facilities Planning and Dev. Finance and Administration General Counsel Government Relations Human Resources HR Policy Manual Information and Computing Svcs. Information Systems Information Tech. Systems Spprt. Inst. Research and Planning International Programs Internal Auditing Kansas City Campus Management Services Minority Business Dev. Missouri Research Park MOREnet News PeopleSoft Planning and Budget (Office of) President (Office of) President's Acad. Leadership Inst. Procurement Services Records Management Research Board Rolla Campus Risk and Insurance Mgmt. Site Information South African Education Prgm. Spectrum Spinal Cord Injuries Research Prgm Staff Handbook (HR) State Historical Society St. Louis Campus
NEA: From Fund Raising To Hell Raising Although it requires careful planning and parent training, this approach canbring the From fund Raising to Hell Raising New Roles for Parents. http://www.nea.org/teachexperience/prntk040810.html
Extractions: Select below to see your state affiliate website: -select state- AL AK AR AZ CA CO CT DE FL GA HI IA ID IL IN KS KY LA MA MD ME MI MN MO MS MT NC ND NE NH NJ NM NV NY OH OK OR PA RI SC SD TN TX UT VA VT WA WI WV WY By Arnold F. Fege, previously published in Educational Leadership The signals are clear the taxpaying public is restless about public education. From advisor to equal partner, from passive listener to decision maker indeed, from fund-raiser to hell-raiser the role of parents in schools is changing. Parents are becoming more vocal about being involved in education decision making. The family is becoming important as an instructional partner. And market-based education initiatives, such as charter schools and voucher programs, are changing parents from citizens to customers. School leaders can no longer view parents as appendages to schooling or meddlers in their work. They can no longer ignore parents or treat them with disdain. Without community support, education reform will not survive and the future of civic responsibility toward education is in danger. Parents as Partners The current structure of public schooling does not invite public engagement, but instead reinforces a hierarchical and bureaucratic pattern that gives neither students nor parents an official voice. Instead of opening up and encouraging genuine parental participation, the school structure eliminates anything that might erode the power equilibrium. Schools too often shut parents out of decision making and offer only limited participation, such as fund-raising and volunteering.
Extractions: Using the Olin Library computer lab, you will become familiar with the basics of doing Internet research by working at a computer as you explore new sites. You will also gain familiarity with the data-gathering required to substantiate the needs statement when you write a grant proposal. Required for the Certificate in Proposal Writing. Date: September 7, 2005 Time: 9:00 AM - 4:00 PM Tuition: $100 Members, $150 Non-members Faculty: Emily Furlong, Philanthropy Center First Steps in Fundraising If you are a nonprofit professional or board member, this internationally-recognized, essential course in fund raising from the renowned Fund Raising School at Indiana University will teach you a total management approach to fund development. The intensive, five-day course equips participants with the framework for developing and maintaining an integrated, fund development program, including the annual fund, major gifts, planned giving and gift clubs programs. You will gain insight into how to respond to challenges and ethical dilemmas with professional skill.
Planning Documents At Evergreen There is a need for vision and planning for multimodal teaching and learning,much like the Along with a small number of other key fund-raising goals, http://www.evergreen.edu/policies/p-longrange.htm
Extractions: Quick Links Apply to Evergreen About Evergreen Inside Evergreen Pick Your Program Admissions Alumni Bookstore Campus Calendar Campus Life Campus Tour Catalog Directories Employment Enrollment Services Financial Aid Gateway Giving Graduate Studies Registration Public Service Centers Scholarships Studies Site Index Alphabetic Index Board of Trustees Budget and Planning College Advancement ... Washington Administrative Codes (WAC's) affecting Evergreen Resources Revised Code of Washington (RCW) Washington Administrative Code (WAC) We Believe Interdisciplinary study empowers us to understand and reflect the way issues occur in the real world in all their complexity. Personal engagement in learning develops students' capacities to judge, speak, and act on the basis of their own reasoned beliefs. Collaborative or shared learning is better than learning in isolation and in competition with others. Teaching and learning across significant differences is central for life in an increasingly diverse world.
Muhlenberg College with Trustees and Overseers of the College on strategic planning and fundraising. Conduct A PreCampaign Inventory, Successful fund Raising I.11 http://www.muhlenberg.edu/mgt/presoff/vitae.html
Extractions: Teaching and Scholarship Professor of Classical Studies , Colby College. Teach one course annually in Homeric Epic, Bronze Age Archaeology, and History. Will begin teaching "Homer, Herodotus, and the Invention of History" (half on campus, half in Athens) in January, 2003. Adjunct Assistant Professor of Ancient History and Urban Studies , University of Pennsylvania. Taught courses in ancient Greek and Near Eastern myth, epic, and history; history of the city in the ancient world; survey of ancient Near Eastern history.
Job Listings Attends a variety of fund raising and University events, including Discover ASU and Coordinate and execute strategic planning for marketing, promotion, http://www.nchchonors.org/job_listings.htm
Extractions: you would like posted in this space, please contact the NCHC webmaster The following positions are listed below: Assistant/Associate Professor, Honors Program College-Director at Illinois Centennial Honors Director, Honors Program, Utah Valley State College Assistant/Associate Dean for Burnett Honors College, University of Central Florida ... Back to listings Department: Honors Program Position: Assistant/Associate Professor (Discipline Open) Appointment Conditions: Full-time, Twelve (12) months Position Available: Immediately Position Description: The University seeks a creative, energetic scholar who can provide vision and leadership in the growth and development of a dynamic Honors Program that will attract outstanding students within the state and region. The Director interacts with faculty and administrators across campus to ensure broad participation in the Honors Program in all areas of the institution. The Director is responsible for all aspects of the Honors Program: annual review and assessment of the program; curriculum development; coordination of honors course scheduling with appropriate departments; the recruitment, engagement, and retention of students; budget management; fund raising and grant writing; and interdisciplinary honors societies. The Director also teaches two courses per term and reports to the Office of the Vice President for Academic Affairs.
Botany 2005 - Abstract Search Supporting Outdoor Teaching and Learning for K12 Classrooms. But for schools,the task of planning, fund-raising, constructing and maintaining outdoor http://www.2005.botanyconference.org/engine/search/index.php?func=detail&aid=507
Faith Raising, Not Fund Raising - BuildingChurchLeaders.com How has that changed you, especially the way you teach stewardship? Rather thanviewing stewardship development as a fund raising program or annual http://www.christianitytoday.com/bcl/areas/stewardship/articles/le-2002-004-3.35
Extractions: Explore ChristianityToday.com: -Home Page -Christianity Today Magazine -Free! Newsletters and more! CHURCH/MINISTRY -LeadershipJournal.net -Church Products/Services -BuildingChurchLeaders.com -ChristianityTodayLibrary.com -ChurchSiteCreator.com -Conferences -Children's Ministry PREACHINGTODAY.COM -Sermon Illustrations -Sermon Transcripts -Audio Tapes COLLEGE/SEMINARY -Christian College Guide BIBLE -Bible Studies CHRISTIAN LIFE -Today's Christian -Faith in the Workplace -Spiritual Help -Global Christianity -Church Locator COMMUNITIES -Women -Men -Marriage -Parenting -Singles -Teens -Kids MEDIA GUIDE -Movies -Music INTERACT -E-cards - Free! -Message Boards SHOPPING -Books -Music -Our Store -Videos -Gifts -Classifieds -Personals -Home School Center MAGAZINES -Christianity Today -Campus Life -Christian Parenting Today -Today's Christian -Leadership -Marriage Partnership -Men of Integrity -Today's Christian Woman -Your Church
Welcome To Strategic Planning We will improve the adjunct teaching experience through wages, support resources,mentoring, We will increase private fund raising for athletics. http://www.uvsc.edu/planning/vision.html
Extractions: UVSC Home Students Prospective Students Employment Draft TABLE OF CONTENTS INTRODUCTION VISION MISSION VALUES STRATEGIC PRIORITIES Attract, Retain, and Promote Excellent Faculty, Staff, and Students Create a Vibrant Teaching and Learning Environment Develop a Quality Infrastructure CONCLUSION Draft VISION STATEMENT Utah Valley State College is committed to maintaining the responsiveness and flexibility of its historical mission, while becoming a highly respected state college offering a comprehensive range of baccalaureate degrees and programs. UVSC anticipates the time when it will also respond to community needs for graduate courses and degrees as a metropolitan university. Draft MISSION STATEMENT Utah Valley State College is a community of learners where every individual is welcomed, encouraged and supported. We strive for excellence in liberal arts and sciences, professional, and career and technical education. UVSC offers a full spectrum of educational opportunities from college preparation and certificates to associate and baccalaureate degrees as well as advanced technological and professional preparation. Our programs prepare graduates for career success and lifelong learning, and enhance their abilities to contribute to society. Utah Valley State College values its students, faculty, staff and community and affirms the value of learning and scholarship, excellence and innovation, ethics and integrity, academic freedom and shared governance, diversity and international understanding
Bethune-Cookman College Office Of Planning: Welcome fund raising activities that provide for endowment, quality academic programs, Institutional priorities in the mission of the College are teaching, http://www.cookman.edu/planning/Default.html
Extractions: Office of Planning Home Annual Planning Contact Us Office of Institutional Research ... CLICK HERE FOR PREPARATION FOR 2004-2005 ANNUAL PLANS AND BUDGETS (for All Sector Vice Presidents, Associate Vice Presidents, Assistant Vice Presidents, Academic Chairmen, Department Heads, Program Directors and Supervisors) The Vision The vision of Bethune-Cookman College encompasses a broad view of a technologically sophisticated, but value-based community of highly motivated students and faculty, fund raising activities that provide for endowment, quality academic programs, attractive physical plant growth, and recognition as an institution accomplishing its mission by producing graduates of excellent quality. The College Mission The mission is to serve in the Christian tradition the educational, social, and cultural needs of its students - traditional and non-traditional and to develop in them the desire and capacity for continuous intellectual and professional growth, leadership, and service to others. Institutional priorities in the mission of the College are teaching, research, community service and commitment to moral and personal values. Long Range Institutional Goals 1. Implement effective academic programs essential to the development of intellectual and personal needs of students.
