Funding Priorities. At least annually, the University President will communicate to the Alumni Foundation CEO the University’s current private funding priorities. The University shall rely upon the Alumni Foundation, or its designee, to help assess the private funding feasibility of each. The Alumni Foundation shall diligently pursue the University’s funding priorities and shall avoid activities that conflict with those priorities.
Funding Priorities. At least annually, the LCCC President will present to the Foundation Board of Directors a written list of LCCC’s current development priorities. LCCC shall rely upon the Foundation, or its designee, to assist in determining the priorities and the funding feasibility of each. More specifically, in the spring of each fiscal year, LCCC shall, in conjunction with the Foundation, develop annual development goals that shall account for LCCC-wide development priorities for the upcoming fiscal year. These priorities and goals shall consider LCCC’s strategic needs, as defined by LCCC, as well as the Foundation’s resources, personnel and capacity.
Funding Priorities. At least annually, the Consortium Board Chair will present to the Foundation Board of Directors a written list of current workforce development priorities. The Consortium Board shall rely upon the Foundation, and/or its designee, to assist in determining the priorities and the funding feasibility of each. More specifically, near the end of each fiscal year, the Consortium Board shall, in conjunction with the Workforce Development Board and the Foundation, develop annual development goals that shall account for the development priorities of the region for the upcoming fiscal year. These priorities and goals shall consider the Consortium Board’s strategic needs, as defined by the Consortium and the Workforce Boards, as well as the Foundation’s resources and capacity.
Funding Priorities. At least annually, the Chancellor will present to the Foundation Trustees a list of the University’s current private fundraising priorities. Before embarking in actively fundraising, the Foundation will assess the priorities and discuss the fundraising feasibility of each with the Chancellor. The University Chancellor or his/her representative will work in conjunction with the leadership of the Foundation board and its Chief Executive to identify, cultivate, and solicit prospects for private gifts.
Funding Priorities. The Chancellor will communicate to the Foundation and Board a list of the University’s current fundraising during the spring semester. The Chancellor will discuss fundraising feasibility with the CEO and Board Chair. The Chancellor will work in conjunction with the CEO and Board to identify, cultivate, and solicit prospects for private gifts.
Funding Priorities. Great Falls College MSU may present to the Alumni Foundation a written list of Great Falls College MSU's highest private funding priorities to assist Alumni Foundation Development staff with donor cultivation as appropriate. Great Falls College and the MSUAF will work collaboratively and communicate often to cultivate donor prospects for funding priorities, particularly when philanthropic interests are mutual and involved both Bozeman and Great Falls campuses.
Funding Priorities. At least annually, the University Chancellor will communicate to the Foundation CEO the University’s current private funding priorities. The University shall rely upon the Foundation, or its designee, to help assess the private funding feasibility of each. The Foundation shall diligently pursue the University’s funding priorities and shall avoid activities that conflict with those priorities.
Funding Priorities. The MSUB Chancellor will present the Foundation President and CEO with a list of MSUB’s current private funding priorities. MSUB shall rely upon the Foundation, or its President and CEO, to assess the priorities and the private funding feasibility of each.
Funding Priorities. At least annually, the GFC CEO/Xxxx will present to the Alumni Foundation President/CEO with a written list of GFC’s current private funding priorities. GFC shall rely upon the Alumni Foundation, or its designee, to assess the priorities and the private funding feasibility of each.
Funding Priorities. The Energy Agreement includes a decision to establish a pool of DKK (Danish Krone) 70 million in the years 2013–2015 to provide funding for the establishment of more recharging stations for electric cars, infrastructure for hydrogen, and facilities for gas in heavy transport. Furthermore, an overall strategy will be prepared for the promotion of energy-efficient vehicles, such as electric cars. In addition, DKK 15 million has been earmarked for the continuation of the electric-car pilot scheme in 2013– 2015. The government is also giving priority to joint efforts in the EU to promote electric cars, with focus on harmonization and rollout of a car recharging infrastructure.
