Tag: PLANNING

We can work on Accounting For Leaders & CyberSecurity Planning Management Discussion

TASK 1 – ACCOUNTING   During week four you studied process costing and saw how this cost accounting system varied from job order costing that you learned about in week three. For your week four discussion board post I would like you do identify a publicly traded manufacturing company. BY publicly traded it means theyRead more about We can work on Accounting For Leaders & CyberSecurity Planning Management Discussion[…]

We can work on Applied Learning Assignment (ALA): Strategic Planning for Business Growth

Applied Learning Assignment (ALA): Strategic Planning for Business Growth  read the following statement pertaining to Redbox: Redbox has enjoyed explosive success in deploying movie rental kiosks, but will its success be sustainable? In part II of this DQE, you will be required to evaluate and analyze the pros and cons of Applied Learning Assignment (ALA):Read more about We can work on Applied Learning Assignment (ALA): Strategic Planning for Business Growth[…]

We can work on Developing a planning strategy for your persuasive speech

Develop a planning strategy for your persuasive speech based on the following five criteria for an effective speech:   need for credibility need for intellectual stimulation need for creativity need for relevance   Use these criteria to answer the following questions about your own speech:   How would you demonstrate that you are a credibleRead more about We can work on Developing a planning strategy for your persuasive speech[…]

We can work on Planning and development of an action-and-improvement-oriented activity

An essential element of your program is the planning and development of an action-and-improvement-oriented activity known as the capstone project. Your study activity in the unit focused on the nature of a project as defined by Capella and on the criteria that must be met in carrying one out. create a concise annotated outline thatRead more about We can work on Planning and development of an action-and-improvement-oriented activity[…]

We can work on Item budgeting, performance budgeting, planning programming budgeting

Define—then compare and contrast—line item budgeting, performance budgeting, planning programming budgeting (PPB), incremental budgeting, and zero base budgeting (ZBB). What are the features, advantages, and disadvantages of each? Which do you think should be used today? Defend your answer. In a second paragraph, explain the connection between budgeting and the types of federalism (dual federalism,Read more about We can work on Item budgeting, performance budgeting, planning programming budgeting[…]

We can work on Non-Profit Fundraising Name Institution Affiliation Fundraising Klein (2009) describes the concept of conversion rate and he describes it as the proportion of first-time donors who provide a donation for the second time. According to the author the ideal conversion rate is roughly 40%. To have a higher conversion rate organization should ensure that they personalize their thank-you notes, spell donors’ names accurately, send them annual report, newsletter or any other kind of correspondence between sending them a money request. Also, the overall retention rate of major donors should be roughly 66%. Klein (2009) also describes the concept of fulfillment cost and this is what it costs an organization to keep a donor. Klein recommends that this cost should be roughly $3 and 10 yearly for every donor. Organizations should frequently go through their mailing list to ensure they do not keep records of people who cannot donate again. Notably, organizations aim to develop a donor base because it is the most unswerving way to sustain their operations overtime and also because foundation funding has turned out to be scarcer in the economy. Klein (2009) emphasizes that the lifeblood of stable and successful social change nonprofits is loyal donors. Klein’s article is related to nonprofit fundraising careers as it discusses various concepts related to fundraising such as how to attract and retain donors, and sources of money such as community funding. The book also describes who can be potential donors; that is people who believe in your organization’s work. Thus, the book deliberates on effective fundraising strategies such as reaching out to people who deeply care about the organization and those who support its mission as well as segmenting donors to establish appropriate relationships with them. Klein (2009) indicates that donors should be segmented based on their longevity of giving, frequency of giving and size of gift. Furthermore, the book is related to nonprofit fundraising careers as it describes how organizations should build relationships with donors though knowing them personally and approaching them to request for funds face-to-face and not just by communicating with them through e-mail or phone. Giving USA (2018) provides a synopsis of giving in 2017. As stated in the article total 2017 contributions were $410.02 billion of which 70% was provided by individuals, 16% by foundations, 9% by bequests and 5% by corporations. The recipients of these contributions by category were religion, education, human services, foundations, health, public society benefit, humanities, art and culture, international affairs as well as animals/environment. The article is related to nonprofit fundraising careers as it describes the major sources of donations and the factors that influence the amount these donors give. For instance, increase in corporate donations has been attributed to a 4.1% rise in corporate pre-tax profits. Jonker, Meehan & Iseminger (2014) states that money is important to nonprofits but their leaders often find it uncomfortable or challenging to request for it from people. Many extraordinary and bold nonprofits fail to assume bold fundraising efforts. Raising money is not easy, however, nonprofit leaders who want to see their organizations succeed must be committed to fundraising. Jonker, Meehan & Iseminger (2014) summarizes three proved principles that are followed by effective fundraisers; the first one is spend money to get money. Secondly, nonprofit leaders should go where there is money, for instance money is with individuals and not foundations; thus, nonprofits should target them. Thirdly, nonprofit leaders should overcome their fear/ discomfort of talking about finances by thinking in terms of their mission which is to change the world as opposed to just asking for money. The article is related to nonprofit fundraising careers as it discusses effective strategies of raising money such as planning for the top prospects through understanding their passion and interests as well as thanking donors to set stage for another gift. The authors also recommend that to attract funds easily, non-profit leaders should be good stewards of the offered donations. Foster, Kim & Christiansen (2009) describe their ten funding models based on three parameters; decision makers motivations, types of decision makers and source of funds. The ten funding models are heartfelt connector, beneficiary builder, member motivator, big bettor, public provider, public innovator, beneficiary broker, resource recycler, market maker and local nationalizer. The first three models; member motivator, beneficiary builder, and heartfelt connector are financed by individual donors. While big bettor is financed mostly by foundations, one or a few individuals. The beneficiary broker, policy innovator and public provider are mainly funded by the government. The resource recycler model is supported mostly by corporate funding while the local nationalizer and market maker have mixed funders. The article is related to nonprofit fundraising careers as it describes the various funding models and in return, fundraisers will get to the funding model that works best for their organization because different nonprofits take varying funding paths. Bassoff & Chandler (2001) describes the myths related no nonprofit fundraising and the reality shift associated with the myths. The article is related to non-profit fundraising career as it explains the reality behind some myths that may discourage fundraisers from seeking funds to support their mission. For instance, the myth that money comes from huge companies can mislead fundraisers by making them to target and spend on big companies while individuals are also major donors, yet if this myth is taken into consideration individuals may be ignored. References Bassoff, M., & Chandler, S. (2001). Notes from Relationshift: Revolutionary Fundraising. Author’s Choice Publishing. Foster, W. L., Kim, P., & Christiansen, B. (2009). Ten nonprofit funding models. Stanford Social Innovation Review Spring 2009 Giving USA (2018). An Overview of Giving in 2017. Jonker, K., Meehan III, W. F., & Iseminger, E. (2014). Fundraising Is Fundamental (If Not Always Fun). Stanford Social Innovation Review Klein, K. (2009). Reliable fundraising in unreliable times: What good causes need to know to survive and thrive (Vol. 33). John Wiley & Sons.

Non-Profit Fundraising Name Institution Affiliation Fundraising Klein (2009) describes the concept of conversion rate and he describes it as the proportion of first-time donors who provide a donation for the second time. According to the author the ideal conversion rate is roughly 40%. To have a higher conversion rate organization should ensure that they personalizeRead more about We can work on Non-Profit Fundraising Name Institution Affiliation Fundraising Klein (2009) describes the concept of conversion rate and he describes it as the proportion of first-time donors who provide a donation for the second time. According to the author the ideal conversion rate is roughly 40%. To have a higher conversion rate organization should ensure that they personalize their thank-you notes, spell donors’ names accurately, send them annual report, newsletter or any other kind of correspondence between sending them a money request. Also, the overall retention rate of major donors should be roughly 66%. Klein (2009) also describes the concept of fulfillment cost and this is what it costs an organization to keep a donor. Klein recommends that this cost should be roughly $3 and 10 yearly for every donor. Organizations should frequently go through their mailing list to ensure they do not keep records of people who cannot donate again. Notably, organizations aim to develop a donor base because it is the most unswerving way to sustain their operations overtime and also because foundation funding has turned out to be scarcer in the economy. Klein (2009) emphasizes that the lifeblood of stable and successful social change nonprofits is loyal donors. Klein’s article is related to nonprofit fundraising careers as it discusses various concepts related to fundraising such as how to attract and retain donors, and sources of money such as community funding. The book also describes who can be potential donors; that is people who believe in your organization’s work. Thus, the book deliberates on effective fundraising strategies such as reaching out to people who deeply care about the organization and those who support its mission as well as segmenting donors to establish appropriate relationships with them. Klein (2009) indicates that donors should be segmented based on their longevity of giving, frequency of giving and size of gift. Furthermore, the book is related to nonprofit fundraising careers as it describes how organizations should build relationships with donors though knowing them personally and approaching them to request for funds face-to-face and not just by communicating with them through e-mail or phone. Giving USA (2018) provides a synopsis of giving in 2017. As stated in the article total 2017 contributions were $410.02 billion of which 70% was provided by individuals, 16% by foundations, 9% by bequests and 5% by corporations. The recipients of these contributions by category were religion, education, human services, foundations, health, public society benefit, humanities, art and culture, international affairs as well as animals/environment. The article is related to nonprofit fundraising careers as it describes the major sources of donations and the factors that influence the amount these donors give. For instance, increase in corporate donations has been attributed to a 4.1% rise in corporate pre-tax profits. Jonker, Meehan & Iseminger (2014) states that money is important to nonprofits but their leaders often find it uncomfortable or challenging to request for it from people. Many extraordinary and bold nonprofits fail to assume bold fundraising efforts. Raising money is not easy, however, nonprofit leaders who want to see their organizations succeed must be committed to fundraising. Jonker, Meehan & Iseminger (2014) summarizes three proved principles that are followed by effective fundraisers; the first one is spend money to get money. Secondly, nonprofit leaders should go where there is money, for instance money is with individuals and not foundations; thus, nonprofits should target them. Thirdly, nonprofit leaders should overcome their fear/ discomfort of talking about finances by thinking in terms of their mission which is to change the world as opposed to just asking for money. The article is related to nonprofit fundraising careers as it discusses effective strategies of raising money such as planning for the top prospects through understanding their passion and interests as well as thanking donors to set stage for another gift. The authors also recommend that to attract funds easily, non-profit leaders should be good stewards of the offered donations. Foster, Kim & Christiansen (2009) describe their ten funding models based on three parameters; decision makers motivations, types of decision makers and source of funds. The ten funding models are heartfelt connector, beneficiary builder, member motivator, big bettor, public provider, public innovator, beneficiary broker, resource recycler, market maker and local nationalizer. The first three models; member motivator, beneficiary builder, and heartfelt connector are financed by individual donors. While big bettor is financed mostly by foundations, one or a few individuals. The beneficiary broker, policy innovator and public provider are mainly funded by the government. The resource recycler model is supported mostly by corporate funding while the local nationalizer and market maker have mixed funders. The article is related to nonprofit fundraising careers as it describes the various funding models and in return, fundraisers will get to the funding model that works best for their organization because different nonprofits take varying funding paths. Bassoff & Chandler (2001) describes the myths related no nonprofit fundraising and the reality shift associated with the myths. The article is related to non-profit fundraising career as it explains the reality behind some myths that may discourage fundraisers from seeking funds to support their mission. For instance, the myth that money comes from huge companies can mislead fundraisers by making them to target and spend on big companies while individuals are also major donors, yet if this myth is taken into consideration individuals may be ignored. References Bassoff, M., & Chandler, S. (2001). Notes from Relationshift: Revolutionary Fundraising. Author’s Choice Publishing. Foster, W. L., Kim, P., & Christiansen, B. (2009). Ten nonprofit funding models. Stanford Social Innovation Review Spring 2009 Giving USA (2018). An Overview of Giving in 2017. Jonker, K., Meehan III, W. F., & Iseminger, E. (2014). Fundraising Is Fundamental (If Not Always Fun). Stanford Social Innovation Review Klein, K. (2009). Reliable fundraising in unreliable times: What good causes need to know to survive and thrive (Vol. 33). John Wiley & Sons.[…]

We can work on Société de transport de Montréal’s Staffing and Workforce Planning Division Case Study

Access and purchase the Case Study, Measuring the Results of the HR Function: The Case Study of the Société de transport de Montréal’s Staffing and Workforce Planning Division. Using this business case study, you will explore how to diagnose organizational issues and to identify the metrics necessary to measure success. You will learn about theRead more about We can work on Société de transport de Montréal’s Staffing and Workforce Planning Division Case Study[…]

We can work on Quantitative techniques for Planning and decision making.

Read chapters 4, 5 and 6 from the textbook and Lecture week 3 before answering the questions below, and the research activity. If you have any question related to the content, please contact me.   Chapter 4 – Essential of Planning   1. Some business owners make a statement something to the effect, “We’re too busy to bother withRead more about We can work on Quantitative techniques for Planning and decision making.[…]