DONOR FUNDRAISING Sample Clauses

DONOR FUNDRAISING. CFAAC maintains rigorous donor fundraising policies in accordance with IRS guidelines and excludes any type of public fundraising and events. Please contact CFAAC prior to making any third party solicitation. FEES CFAAC assesses a fee to help defray the costs associated with the administration and investment of the fund. Fees cover grant and fund administration, such as due diligence procedures, the receipt and acknowledgement of contributions, processing and payment of grants, and compliance with federal and state reporting requirements. Fees also support online fund access through FundWeb and most of the CFAAC’s extensive donor services designed to enhance advisors’ giving and philanthropic experience. A schedule of fees is available in section VI.
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DONOR FUNDRAISING. CFAAC maintains rigorous fundraising policies in accordance with IRS guidelines, which excludes any type of public fundraising and/or events to benefit Donor Advised Funds. Fund Advisors may personally request family members to contribute to a fund with certain restrictions. Please contact CFAAC prior to making any third-party solicitation. FEES Unless specifically described in an associated Administrative Agreement, annual fees are assessed quarterly in March, June, September and December and are calculated as follows: Average month-end balance of the previous three months multiplied by the annual fee percentage and divided by four. Additional terms may be set for some funds, such as those requiring additional or special services. All funds are subject to a minimum annual fee of $150. New funds are assessed a set-up fee of $250. A schedule of fees is available at xxx.xxxxx.xxx or by calling 410-280-1102. CFAAC reserves the right to increase or decrease fees from time to time and will notify the Fund Advisor of any changes affecting the Fund. CONTROL OF ASSETS/MATERIAL RESTRICTION In order for a contribution to be treated as a charitable gift, the IRS requires that CFAAC retain ultimate control over investments, administration, and grantmaking activity. Additionally, the IRS requires all such funds be free of material restrictions imposed by donors in a manner consistent with the requirements of Section 1.507-2 of the Treasury Regulations. VARIANCE POWER CFAAC is committed to abiding by the wishes of the donor of each gift to CFAAC. Occasionally a situation arises that renders this impossible such as when a nonprofit organization closes, a nonprofit is not in compliance with state laws, or a specified program is no longer needed. In these types of situations, CFAAC’s Board of Trustees may decide to use its variance power to delay a grant or direct a grant to a different organization. As stated on page 22 of CFAAC’s Bylaws, the Board of Trustees of CFAAC has the right to redirect the use of any gift under certain conditions to better meet the changing needs of the community.
DONOR FUNDRAISING. The Boston Foundation maintains rigorous donor fundraising policies in accordance with IRS guidelines and the Massachusetts Division of Public Charities. This includes when memorial gifts are solicited for a fund. Please contact the Boston Foundation prior to making any third-party solicitation. EXCESS BUSINESS HOLDINGS Federal law imposes certain limitations on accepting and retaining gifts of assets to a Donor Advised Fund and does not allow Donor Advised Funds to purchase certain business holdings. The holdings of a Donor Advised Fund in a business enterprise, together with the holdings of persons who are disqualified persons with respect to that fund, may not exceed any of the following: • Twenty percent of the voting stock of an incorporated business • Twenty percent of the profits interest of a partnership or joint venture or the beneficial interest of a trust or similar entity • Any ownership of an unincorporated business that is not substantially related to the fund’s purposes The Boston Foundation will identify and monitor any new gift to a Donor Advised Fund of any interest qualifying as an “excess business holding” under the Pension Protection Act (PPA), and will accept such gifts as appropriate according to the Boston Foundation’s Gift Acceptance Policies. Such gifts require disclosures from the donor prior to acceptance. The Foundation will exercise reasonable efforts to dispose of the contributed interest within five years of the date of the gift, as required under the PPA, except in the event that the Treasury Department grants an additional five-year holding period. FEES Please refer to the Boston Foundation’s Charitable Fund Fee Schedule (available upon request) for current fee rates and methodology. The Charitable Fund Fee Schedule is subject to change at the discretion of the Boston Foundation. FUND ADVISORS Upon establishing a Donor Advised Fund, the Fund Founder may give one or more Fund Advisors the authority to access information regarding the fund and make grant recommendations. Fund Advisors will be able to access quarterly statements electronically and may request to have statements sent by mail. A Fund Founder is automatically a Fund Advisor unless otherwise indicated in writing by the Fund Founder.
DONOR FUNDRAISING. CFAAC maintains rigorous fundraising policies in accordance with IRS guidelines, which excludes any type of public fundraising and/or events to benefit Donor Advised Funds. Fund Advisors may personally request family members to contribute to a fund with certain restrictions. Please contact CFAAC prior to making any third-party solicitation. FEES Unless specifically described in an associated Administrative Agreement, annual fees are assessed quarterly in March, June, September and December and are calculated as follows: Average month-end balance of the previous three months multiplied by the annual fee percentage and divided by four. Additional terms may be set for some funds, such as those requiring additional or special services. All funds are subject to a minimum annual fee of $250 for the first five years and $500 per year thereafter. New funds are assessed a set-up fee of $250. A schedule of fees is available at xxx.xxxxx.xxx or by calling 410-280-1102. CFAAC reserves the right to increase or decrease fees from time to time and will notify the Fund Advisor of any changes affecting the Fund.
DONOR FUNDRAISING. The Boston Foundation maintains rigorous donor fundraising policies in accordance with IRS guidelines and the Massachusetts Division of Public Charities. Please contact the Foundation prior to any third party solicitation. FUND FEES Each fund will be allocated a portion of the Boston Foundation’s administrative, investment, and other fees as set forth below. ADMINISTRATIVE FEES Administrative fees are deducted quarterly based on the fund’s principal balance on December 31 of the previous year. New funds are charged a pro-rated fee during the first year based upon the cumulative initial gift value. Administrative fee rates are reviewed annually by the Boston Foundation’s Board of Directors, and are subject to change at the sole discretion of the Boston Foundation. Contact the Development Office for current fund fees. Administrative fees cover grant and fund administration, such as due diligence procedures, the receipt and acknowledgement of contributions, processing and payment of grants, and compliance with federal and state reporting requirements. INVESTMENT FEES The Boston Foundation assesses each fund an investment management fee to cover investment management expenses plus any underlying investment management costs such as consulting, legal costs and taxes related to investment activity. This fee is assessed monthly based on the average of the daily balances in the fund. In addition, the Boston Foundation has negotiated competitive fees from investment managers not typically available to individual investors. Funds are responsible for an allocable portion of these fees as investment management expenses. Such expenses are charged directly to the earnings, with net earnings credited to the fund. Investment fees are subject to change in the sole discretion of the Boston Foundation and its investment managers. For current investment fees, contact the Development Office. COMPLEX GIFT FEE Gift assets that require special review, such as real estate, limited partnership interests, or closely-held stock may incur additional fees to cover tax, legal or other Foundation expenses associated with the transaction. CREDIT CARD FEES Contributions received by credit card result in a processing fee of 3.75% of the amount of the contribution. This fee is assessed to cover bank transaction fees and is charged to the fund receiving the contribution.

Related to DONOR FUNDRAISING

  • Fundraising 16 4. Purchase of gifts, meals, entertainment, awards, or other personal expenses for 17 CONTRACTOR’s staff, volunteers, or members of the Board of Directors or governing body.

  • Public Outreach The Sponsor is responsible for development and administration of a public outreach effort to ensure public awareness and involvement in the Project development and delivery process. The Sponsor shall provide a copy of the public outreach plan and all materials documenting the public outreach activities, including public notices, press releases, flyers, etc. to the Authority. The public outreach plan must accompany the first invoice for payment from Sponsor. The materials documenting the public outreach activities must accompany the final invoice for payment from Sponsor.

  • Partnering GSA intends to encourage the foundation of a cohesive partnership between the OASIS Contractors, GSA OASIS personnel, and Federal agency customers to identify and achieve reciprocal goals, with effective and efficient customer-focused service, in accordance with the terms of the OASIS contract. Failure to attend meetings, maintain a Contractor OASIS webpage, or otherwise not comply with this section may result in activation of Dormant Status and/or result in a Contractor being Off-Ramped (See Sections H.16. and H.17.).

  • Funding and Payment A. Tuition and fee payments in the amounts set forth in Section 6 are due from students at registration. A payment plan is available upon request. Payment is required by the stated due date; all tuition and fees must be collected and remitted to the College prior to the beginning of classes. Failure to pay by the due date will result in the student being dropped from classes.

  • Outreach Not less than 30 days prior to the opening of bids or the selection of contractors, the Agency-Assisted Contractor or Contractor shall:

  • University strategies Our aspirations and key priorities for enhancing teaching and learning quality We aspire to produce flexible and creative thinkers – leaders for Australia and the wider world. To do this, we need to provide an enriching university experience that equips our graduates with enquiring minds and essential life skills in critical thinking and communication. Our students must have excellent opportunities to participate in co-curricular activities if they wish to do so, and have access to high quality infrastructure and support services. To maintain and build on our success in these areas, our short- to medium-term priorities will focus on three complementary areas. Our plans Renewing our curriculum and learning environments We will continue to implement our curriculum renewal strategy by pursuing a coordinated University-wide process of reform of our courses. At the heart of this strategy lies a commitment to providing an 'engaged enquiry' learning experience for our students, in order to strengthen the development of our graduate attributes. Such learning experiences reflect the University’s reputation for both research and community engagement. They are consistent with our students' expectations as learners and our staff as teachers. 'Engaged enquiry’ provides the vehicle by which we will focus on further enhancing the research and inquiry learning outcomes that are central to our graduate attributes. We are currently mapping students’ reports of research- enriched learning experiences, and working with our Engaged Enquiry Scholars networks to identify and disseminate examples of approaches that xxxxxx effectively the development of research skills by our undergraduate students. The second aspect of our ‘engaged enquiry' curriculum strategy is the embedding of community- engaged learning, including work-integrated learning (WIL), in our curricula. This commitment will involve professional disciplines in particular, in further strengthening the engagement of employers in our teaching and curriculum development, and in further developing our pedagogical expertise in this area to inform curriculum renewal. One example of how we are pursuing this agenda is seen in the establishment of a new WIL research group in the Faculty of Health Sciences. Our approach to curriculum renewal will continue to be both holistic and sustainable. We will use University-wide agreed principles to link our faculties’ curriculum renewal work explicitly to the need for responsiveness to external drivers. These include employer needs, accreditation and regulatory accountabilities, changes in student and employment market needs, and the renewal of our physical and virtual teaching infrastructure outlined in Section 4.4.2 (Teaching and Learning Infrastructure) of this compact. Building on the findings of recent Office for Learning and Teaching (OLT) projects we will seek, through implementation of our new assessment policy, to develop our assessment practices to provide better direct evidence of student achievement of our graduate attributes. Our unit and course evaluation processes will provide clear accountability mechanisms to assist in monitoring students’ development of graduate attributes, including generic skills. During the next phase of reform we will implement a systematic process of faculty-led curriculum reviews, and support faculties to refine their understanding of how research-enriched and community-engaged pedagogies can deliver an engaged enquiry experience for students in different disciplines. This pedagogical work will build on the substantial body of excellent practice already in place in many parts of the University. It will also respond to the outcomes of relevant OLT projects, and will be supported by the development of new institutional datasets on our students’ experiences of the development of graduate attributes through engaged enquiry. There will also be new support for enhanced curriculum governance and review through our central teaching and curriculum committees. We will initiate new strategic curriculum projects and establish additional Teaching Scholars Networks to develop agreed curriculum benchmark standards and xxxxxx curriculum and teaching expertise across the faculties. Through collaboration between disciplines and faculties, our curriculum renewal projects will generate new resources and benchmark standards for use in future curriculum reviews and professional development for our staff. Enhancing teaching quality, support and recognition Alongside and supporting the process of curriculum reform is our work on enhancing and further valuing the high quality of teaching and curriculum across the institution. Following consistent improvements over the past five years in our performance against measures of student experience of their courses (Student Course Experience Questionnaires) we recently developed and introduced the first stage of a new University-wide strategy to enhance the quality of our students' experiences in all units of study. Through compacts on faculty teaching standards, we will continue to use a University-agreed teaching standards framework to help faculties address teaching quality issues. This process will be supported by new institutional data reporting processes. Each year, faculties will be required to negotiate improvement targets aligned to University-agreed standards and their own strategic priorities, and will be supported to identify and address quality issues. Longer term, we will embed these compacts in an annual cycle of planning, reporting and monitoring. We will extend the scope of our faculty teaching compacts to draw on a broader range of data than that relating to units of study, and will include additional institutional standards in relation to other institutional teaching priorities, such as engaged enquiry. During the life of our 2014-16 compact, we will extend this support to individual teachers through the rollout of the new Academic Planning and Development process for teaching, as well as through research and ongoing enhancements to our range of professional development opportunities for University teachers and research higher degree supervisors. This will complement the University’s enhancement and support for the career opportunities for teachers through the University’s new academic promotion process. It will also allow us to develop further the University and faculty teaching award and grants schemes. We will build institutional recognition for our talented teachers by engaging them in our curriculum renewal process, connecting them with each other through the establishment of additional Teaching Scholars Networks and by providing opportunities for their further professional development. Recognition of the importance of excellence in teaching will also be supported by the annual Sydney Teaching Colloquium, a successful initiative launched in 2011, which brings together the university teaching community to celebrate their achievements, critically debate key educational initiatives and share their expertise and exemplary practice. Improving the student experience Our Teaching and Learning strategies recognise that student wellbeing and the general quality of their experience while at university must underpin our efforts to improve teaching and learning. During the timeframe of our 2014-16 compact, we will deliver a greater coherence across all aspects of the student experience. This will include improvements in priority areas such as: enhancing the student enrolment and ongoing administration process by completing the Sydney Student project providing specialist services and resources to support the emotional and mental wellbeing of students, such as personal counselling and psychological resilience resources establishing early identification systems for students, particularly those from underrepresented groups and international students, who may be struggling in the early phase of their studies developing and expanding existing formal and informal support networks through consistent mentor training and staff development programs collaborating with our student representative organisations, to ensure that income from the Student Services and Amenities Fee (SSAF) is used effectively to enhance access to amenities such as sports and cultural activities, the social dimensions of clubs and societies, and also to improve the quality and affordability of food and beverages available on campus endeavouring to maintain the high ratings we have received from the National Union of Students for our approach to involving students in decisions about the allocation of SSAF funds expanding affordable accommodation options around our campuses. Note: All calendar year references below relate to projects and awards in that calendar year. Principal Performance Indicators Baseline 2012 Progressive Target 2013 Progressive Target 2014 Progressive Target 2015 Target 2016

  • Recruitment When advertising for employees, the contractor will include in all advertisements for employees the notation: "An Equal Opportunity Employer." All such advertisements will be placed in publications having a large circulation among minorities and women in the area from which the project work force would normally be derived.

  • MINISTRY/SCHOOL BOARD INITIATIVES ETFO will be an active participant in the consultation process to develop a Ministry of Education PPM regarding Ministry/School Board Initiatives.

  • Marketing and Outreach CONTRACTOR shall identify culturally and linguistically appropriate measures for reaching older adults in need of transportation and determine procedures for implementation of outreach, which may include, but is not limited to, brochures, flyers, and public presentations. In order to ensure effective collaboration and coordination of services, a CONTRACTOR shall be required to submit drafts of all printed materials related to outreach and marketing of OoA Senior Non-Emergency Medical Transportation Fixed-Price Per Mile Program services to OoA for approval before publication and dissemination.

  • Mergers and Acquisitions The Borrower will not, and will not permit any of its Subsidiaries to, become a party to any merger or consolidation, or agree to or effect any asset acquisition or stock acquisition (other than the acquisition of assets in the ordinary course of business consistent with past practices) except the merger or consolidation of one or more of the Subsidiaries of the Borrower with and into the Borrower, or the merger or consolidation of two or more Subsidiaries of the Borrower.

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