Steps in Writing a Reflection Paper Kimberley McGee Meant to illustrate your understanding of the material studied over the course of a class, a reflection paper shows how those readings affected your current ideas and possible future philosophies. Writing a reflection paper is more about you than it is the pieces studied or discussions that took place over the course.
Ingram and Linda Lipscomb, Vice Presidents For many nonprofit arts and culture organizations, summer marks the start of the fiscal year, providing an opportunity to explore the answers to three of the most commonly asked fundraising questions: How do we increase contributed revenue from our current donors?
How steps to write a practical report we attract new donors? What cultivation and stewardship tools should we use to deepen relationships with our current donors?
According to the National Philanthropic Trustindividuals are the largest source of philanthropic giving each year. A survey conducted by Guidestar noted that more than 50 percent of the organizations surveyed received the majority of their contributions between October and December.
This also helps set the stage for the sprint that often accompanies the close of the fiscal year. This two-part edition of Arts Insights provides a list of ten practical steps for year-end annual fund success, whether your fiscal year end is in the summer or at the end of the calendar year.
These tips are derived from years of identifying fundraising challenges faced by arts and culture organizations and the solutions that helped them overcome those challenges, often focused on individual giving strategies.
To build success into your annual fund, taking advantage of the leadup to calendar year-end fundraising initiatives, first consider the following five ideas. Make the commitment to write down these plans and share them with the development staff at the start of the new fiscal year—whether that is July or January.
Ideally, the plan should be written for the entire fiscal year ahead. However, for organizations whose fiscal year ends during the summer, the plan should be written, at the very least, through January—not December.
Many fundraising professionals are so exhausted from end-of-year activities that they cannot effectively make use of the often-quieter time at the start of the calendar year.
Development department heads should not do this exercise alone! Therefore, it is critical to involve the entire department. As a team, members of the development staff can identify deadlines within their respective areas by focusing on deliverables: When is the direct mail copy due?
What stewardship efforts are to be made in the next six months? What is the plan to submit sponsorship requests in September and October when most corporations finalize their budgets?
Is the VIP donor lounge scheduled on the opening night of a partner arts organization?
However, if planning together is a new experience for the team, try creating a visual review of the year. Color code the various annual fund buckets and use sticky notes for key dates.
This visual representation can quickly identify bottlenecks and conflicts so the team can reschedule dates beforehand rather than in the midst of the busy season. Assign the most detail-oriented colleague the task of entering these dates into a shared calendar or database, including deadlines, assignments, and reminders.
It is always helpful to plan for the next fiscal year in tandem with the preparation of the organizational budget. That way, when the development staff is suddenly assigned to take on an unexpected revenue gap, there is an opportunity to build a plan over an entire year to fill the gap.
While they may not be part of the initial planning exercise, walking them through the process and sharing a first draft with them will help build their understanding and support of the final plan.
It also allows the development staff to demonstrate their knowledge while building trust and rapport with board members.
Fine Tune the Timing of Your Appeals An important part of this strategy is examining the timing of fundraising appeals. By adjusting the timing, development leaders can set their arts and culture organization apart from others that typically drop their direct mail in November. For example, a regional theater company recently created a September back to school themed direct mail campaign, focusing on its education program.
The campaign achieved a nearly 3 percent direct mail response rate, in contrast to the industry direct mail standard of 1 to 1. When using this strategy, consider hosting a January reception with the Education Director to build relationships and thank donors who responded to a December year-end appeal.
Leverage Your Board More Effectively Development leaders should spread the work across the organization by asking the board to support stewardship efforts and build their fundraising expertise. Schedule a board member event to write notes and make thank you calls.
Or, have them conduct in-person visits with the major donors and prospects for whom you have asks planned toward the end of the fiscal year. Afterwards, board members should report valuable information back to the development staff.
Utilizing board members to thank donors for their investment in the organization is different from having them ask for money. While many board members shy away from donor solicitation, thank you calls and visits are invaluable tools for learning more about donors—and a crucial part of cultivation and stewardship.
Helping the board understand the importance of these touchpoints and their role in positioning the donor for the next gift can build board member confidence in face-to-face engagement with donors, making them more comfortable in taking the next step—soliciting donors.
Conduct Targeted Prospect Research Targeted prospect research can identify, among other things, the affinity for the organization and the financial capacity often hidden within the existing audience and patron base. Development professionals can narrow the field and focus their time and energy on high-capacity and high-affinity prospects.Writing a report Before writing, prepare thoroughly by following these steps: Establish the purpose.
A report: can be based on practical work, a review of literature or an industrial or business situation; is always written with the intention of achieving an objective; Write and review the drafts.
Sample Practical Report (the method is described on the previous page of this handout) Analysis of Asprin Tablets Aim: To determine the amount of active ingredient in an asprin tablet.
What practical, scientific, theoretical or artistic gap is your research filling? 2) Steps to Writing Effective Abstracts Reread the article, paper, or report with the goal of abstracting in mind. article emphasizes. After you've finished rereading the article, paper, or report, write a rough draft without looking back at what you're.
Page 1 of 9 How to Write a Design Report ver: Summary A design report is the written record of the project and generally is the only record that lives once the. Support for Writing Laboratory Reports.
This guide is designed for undergraduate science, technology and engineering students. In your report you should aim to provide a factual and accurate account of an investigation: You should write in complete, grammatically correct sentences.
The ability to write a technical report in a clear and concise manner is a mark of a good engineer. An engineer must be able to translate the formulae, numbers, and other engineering abstractions into an understandable written form.
There are uncountable variations in engineering report .