Fund Development Sample Clauses

Fund Development. As permitted in IC § 31-26-1-4, the Contractor shall engage in fund development during the term of this Contract in an effort to expand the YSB program.
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Fund Development a. Develop and implement the Foundation’s short and long-term fundraising strategies, including endowments and planned giving, fundraising campaigns and events, annual and direct mail donor gift campaigns, major gift drives, special events, and grant solicitation. b. Develops and oversees the strategic plan for the Foundation c. Cultivates and maintains corporate sponsorship and donor support prospects. d. Builds an extensive and profitable donor base of corporate, private and individual supporters e. Arranges activities to keep donors interested and engaged f. Evaluates and reports to the Foundation Board all fundraising and solicitation programs g. Maintains electronic databases and records of fundraising initiatives h. Fosters continued giving by formally and personally acknowledging funding support and supporters in a timely fashion i. Works collaboratively with the Library Director to identify, strategize and seek additional funding, determining which entity (Library or Foundation) is the optimal source
Sample 1
Fund Development i. There are many ways to support CAN’s Fund Development strategy, and participation in fund development is not a prerequisite for CAN Leadership. Roles in fund development vary depending on Leadership Committee participation, Leadership Team member comfort/ability, and CAN’s Conflict of Interest Policy. The Leadership Team's role in Fund Development may include: 1. Leveraging and utilization of talents, relationships, and resources to support the advancement of CAN’s vision, mission, and programs 2. Participating in CAN’s fundraising events and activities
Sample 1
Fund Development. Develop a sustainable funding strategy to bolster the DBC’s operational plans, support staff capacity and retention, and enhance the quality and range of services and programming in the Downtown area. Fund Development includes, but is not limited to, the following activities:
Sample 1

Related to Fund Development

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement. a. Develop a Work Breakdown Structure (WBS) for each project. b. Evaluate Scope Statement to develop a preliminary cost estimate and determinate whether project be vendor bid or be executed under a Job Order Contract (JOC).

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