Effects of Stigma on Schizophrenia Patients

Effects of Stigma on Schizophrenia Patients Stigma and empathy subjected to schizophrenic patients with different levels of symptoms The stigma of mental instability is entrenched as an issue in the society, especially when it refers to schizophrenia, which stands out amongst the most very derided mental issue, not just on the grounds of the conceivably unending and incapacitating course of the ailment but likewise because of an assortment of negative generalizations connected with its analysis. Stigmatization refers to a socially constructed label which includes issues of awareness (obliviousness or misleading information), demeanor (bias), and conduct (discrimination). Populace reviews demonstrate that in spite of expanded attention to the characteristics of schizophrenia and despite the numerous deliberations to lessening stigma, criticizing mentality are still pervasive among the overall population, understudies, specialists, and even administration clients themselves whereby issue conditions are ranged including beliefs of violent and chaotic conduct, and a powerlessness to maintain business or take up respon sibilities. Being perceived as a matter of extraordinary significance, stigma, may slant persons in the overall population to look for social separation from those with schizophrenia. The harmful results of stigma may be significantly more extreme than the troubles emerging from the symptoms of the sickness itself. Moreover, stigma is linked to symptom severity which is the seriousness of deductive changes in physical, psychological, and social performance. Ertugrul and UlugËËÅ"(2004) carried out research which concluded among 60schizophrenia patients, that victims of stigmatization had undergone more severe symptoms and were significantly more disabled than the patients who were not stigmatized. Studies utilizing different strategies propose that stigma may be interfaced to more serious psychopathological symptoms and more awful psychosocial working. Rabkin’s research in 1974, informs that open state of mind towards individuals named rationally sick are influenced by qualities of the treatment circumstance, for example, e. g. site, system or recurrence. More incessant contacts with the mental health awareness framework and more meddlesome routines for treatment typically evoke more negative societal disposition. Henceforth, more elevated amounts of demonization were noted in patien ts right now under doctors supervision and in the individuals who had more past hospitalizations (particularly those with more successive automatic affirmations). Patients with more serious medication reactions were likely to face more stigmatization. Besides, patients with a prior disease onset and those with a more drawn out span of disease may be naturally anticipated that will have been more presented to social dismissal. To enhance mentality towards this criticized schizophrenia group, stereotype-conflicting data and intergroup contact are not enough. This is the place empathy appears to merit more consideration than it has gotten currently. Inducing empathy for a part of a trashed gathering prompts more positive sentiments and consideration toward the gathering. As an issue demonstrated in books, films and documentaries, it is generally simple to impel empathy for a part of a slandered gathering requiring little to no effort and satisfactory circumstance. One can be led to feel empathy for the group simply by sitting comfortably at home. Compassion actuating encounters can be controlled to guarantee that they are certain much more promptly than can live, face-to-face, immediate contact. Empathy might straightforwardly address the focal feeling and assessment parts of the disposition as opposed to depending on surmising from information. empathy has been found to expand esteeming the welfare of the i ndividual for whom compassion is felt and, moreover, this esteeming has been found to persevere through much after the need and resultant empathic sentiments are gone (Batson, Turk, Shaw, Klein, 1995). Moreover, this expanded esteeming sums up to the gathering of which the individual is a part, it may prompt more uplifting disposition. A study by Batson et al. (1991), aimed to investigate how empathy might improve attitudes towards a stigmatized group. However, it had limitations as empathy was restricted to a certain individual and not to the stigmatized group as a whole and within the stigmatized group were found many subgroups such as homosexuals, women, drug addicts, children. Feeling empathy for the children might only be beneficial to that particular subgroup but not to the group as a whole. Moreover, victim responsibility comes into play where the member of the stigmatized group is responsible for his own condition. One may likewise create an opposing reaction to separation from the defamed gathering bringing about diminished empathic emotions and even disparagement or faulting the victimized person. Furthermore, Dinos et al. (2004) reveal that 1 among 3 patients having schizophrenia suffer from anxiety disorder as a result of being stigmatized. Evidence has also proven that schizophrenia stigma leads to a h igher possibility of alcohol and drug intake. Original work by Goffman (1963) and Scheff (1966) slandering process that may take after from being recognized as having a dysfunctional behavior, and various exploration studies have endeavored to exhibit the unfavorable impacts of maladjustment marking. Nunnally (1961), investigated sample of the population by self-reports asking their point of view on mental illness. Cohen and Struening (1962); Taylor and Dear (1981); Yankelovich (1990); Beldon and Russonello (1996) carried a more precise research presenting particular articulations about emotional instability also asked respondents where they remained regarding those announcements. These studies uncovered strikingly negative state of mind to emotional sickness. However, recent studies such as the Parade Magazine survey (1993) demonstrated more positive attitudes where schizophrenic patients were being cared for (Whatley, Philips, Neff and Husaini, Purvis et al., Riskind and Wahl). An germeyer, Matschinger and Corrigans research (2004) has shown that, with developing commonality, the propensity towards considering the ill individual to be unsafe and eccentric was diminishing, and individuals had less fear and social separation was wanted less as often as possible. Different studies by Anagnostopoulos Hantzi (2011), Couture Penn (2003), Phelan Link (2004) have likewise exhibited positive connections between past contact and inspirational demeanor, less fancied social separation and a lessening in stereotypes. This research is being carried out to test the hypotheses formulated. Therefore, taking the previous findings into consideration, it is noticeable that empathy is directly linked to stigma. The expected results are that:as empathy increases, stigma decreases and when stigma levels are high, schizophrenic patients are subjected to a very low level of empathy. Furthermore, a second hypothesis formulated is that as symptoms of the disease become more severe, more stigma is attached to the ill individual as compared to an individual with mild symptoms, which is subjected to much less stigma. The importance of this research is to reduce stigma among schizophrenic patients for them to be more effectively cured, without their treatment being hindered by stereotypes of the society. Reference List: Wahl, O. F. (1999). Mental Health Consumers Experience of Stigma. Schizophrenia Bulletin, Vol. 25, No. 3. Retrieved from  http://schizophreniabulletin. oxfordjournals. org. ezproxy. mdx. ac. uk/content/25/3/467. full. pdf+html Zelst, C. (2009). Stigmatization as an Environmental Risk in Schizophrenia: A User Perspective. Schizophrenia Bulletin, Vol. 35, No. 2, pp. 293–296. 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(2009) Extent and predictors of stigma experienced by patients with schizophrenia. European Psychiatry, 24, 513–520. Retrieved from  http://www. sciencedirect. com. ezproxy. mdx. ac. uk/science/article/pii/S0924933809001230 Thornicroft, G., Brohan, E., Diana, R., Sartorius, N., Leese, M. (2009). Global pattern of experienced and anticipated discrimination against people with schizophrenia: a cross-sectional survey. Health Service and Population Research Department, Institute of Psychiatry, King’s College London, UK. Retrieved from http://www. serpsy. org/actua_09/Lancet_2009_global-pattern-experience. pdf Lysaker, P. H., Davis, L. W., Warman, D. M., Strasburger, A., Beattie, N. (2007). Stigma, social function and symptoms in schizophrenia and  schizoaffective disorder: Associations across 6 months. Psychiatry Research, 149, 89–95. Retrieved from http://www. sciencedirect. com. ezproxy. mdx. ac. uk/science/article/pii/S0165178106000795 Ando, S., Clement, S., Barley, E. A., Thornicroft, G. (2011). The simulation of hallucinations to reduce the stigma of schizophrenia:A systematic review. Schizophrenia Research, 133, 8–16. Retrieved from http://rt5vx6na7p. search. serialssolutions. com/?ctx_ver=Z39. 88-2004ctx_enc=info%3Aofi%2Fenc%3AUTF-8rfr_id=info:sid/summon. serialssolutions. comrft_val_fmt=info:ofi/fmt:kev:mtx:journalrft. genre=articlerft. atitle=The+simulation+of+hallucinations+to+reduce+the+stigma+of+schizophrenia%3A+A+systematic+reviewrft. jtitle=Schizophrenia+Researchrft. au=Ando%2C+Shuntarorft. au=Clement%2C+Sarahrft. au=Barley%2C+Elizabeth+Alexandrarft. au=Thornicroft%2C+Grahamrft. date=2011-12-01rft. pub=Elsevier+B. Vrft. issn=0920-9964rft. eissn=1573-2509rft. volume=133rft. issue=1-3rft. spage=8rft. externalDBID=n%2Farft. externalDocID=273483289paramdict=en-US Hill, K., Startup, M. (2013). The relationship between internalized stigma, negative symptoms and social functioning in schizophrenia: The mediating role of self-efficacy. Psychiatry Research, 206, 151–157. Retrieved from http://rt5vx6na7p. search. serialssolutions. com/?ctx_ver=Z39. 88-2004ctx_enc=info%3Aofi%2Fenc%3AUTF-8rfr_id=info:sid/summon. serialssolutions. comrft_val_fmt=info:ofi/fmt:kev:mtx:journalrft. genre=articlerft. atitle=The+relationship+between+internalized+stigma%2C+negative+symptoms+and+social+functioning+in+schizophrenia%3A+The+mediating+role+of+self-efficacyrft. jtitle=Psychiatry+Researchrft. au=Hill%2C+Kimberleyrft. au=Startup%2C+Mikerft. date=2013-04-30rft. pub=Elsevier+B. Vrft. issn=0165-1781rft. eissn=1872-7123rft. volume=206rft. issue=2-3rft. spage=151rft. externalDBID=n%2Farft. externalDocID=340105116paramdict=en-US Lv, Y., Wolf, A., Wang, X. (2013). Experienced stigma and self-stigma in Chinese patients with schizophrenia. General Hospital Psychiatry, 35, 83–88. 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Business continuity Essay

Just in time concept is a lean operation concept applied in supply chain management where an enterprise strives to produce only what is needed, whenever it is needed and in the amount that is needed. It allows for efficient production of quality products through complete waste elimination, avoidance of inconsistencies and also elimination of non-value addition activities within the production line. (Lieb & Miller 1988) According to (Stank & Crum 1997) the wastes that are eliminated are related to labour, where over staffing is a waste, time, in this case idle time or use of extra time to accomplish a goal is considered waste. Just in time concept emphasizes on customer requests and avoids making decisions based on forecast. In this concept, inventory is considered as an additional cost to the process. Traditionally, it would be considered to be value adding in the system. In this case, businesses and organisations are advised to eliminate any form of inventory that does not impact any additional value to the product. The just in time concept has various benefits to a business firm or enterprise. The benefits include an improvement in the flow of goods into, within and from the warehouse. There is also better planning and consistency in the organisation. Manpower can be reduced when production process has stopped mainly due to planned shut downs for maintenance, stocktaking activities, or any other reason (Stank & Crum 1997). This helps the enterprise to save on cost related to labour and other production overheads. When an organisation adopts the JIT concept and implements it, it helps in the production of better quality products and also increases the efficiency of production. All the aforementioned benefits are customer oriented. We therefore realise from the benefits customer satisfaction is enhanced. This in turn has an impact on customer loyalty and improved sales by the organisation. The net effect of this is improved profits by the organisation (Swamidass 2000). Despite having all the above benefits, the outcome of the terror attacks on September 11 has cast a lot of doubt on the just in time (JIT) concept deliveries in the supply chain. In a supply chain, each organisation along the chain depends upon a supplier and therefore in case of a hitch along the chain, the repercussions are felt along the whole chain. Before the September 11 attack the â€Å"JIT† was comfortably applicable and implemented to various businesses. Until this time, overstocking was avoided and components were delivered to the right place at the right time and in the right form with no hitch. Piling of inventory was avoided and production processes proceeded smoothly. However, the events of September 11 reversed all these, there were delays caused by grounding of aircrafts and also a longer time was required for border inspections. Transport on land was also highly affected. As an example, due to these interruptions, commodities destined for the Gap, Banana republic and the old navy stores ended up to a warehouse next to an airport. The business environment, both external and internal will always be fluctuating. External environment like the impact from natural calamities e. g. hurricanes, snow, storms, floods, earthquakes and internal environments like strikes, affect business operations. Therefore, for an organisation with a JIT system, in case of any fluctuation in the business environment, the supply chain will be disrupted and therefore flow of products downstream will not be realized (McClenahen & Jusko 2001). For a sudden change in the business environment, the shocks will be felt throughout the supply chain. There will be a gap that will be created along the chain at the point where the fluctuation is highly felt. It is a noble idea for businesses to consider having some safety stock on hand at each link of supply chain, which will take care of the emergencies in case of any eventuality. Since a supply chain consists of a network/series of suppliers and consumers, a hitch on one supplier side will affect the consumer who is also a supplier to the next consumer. Therefore in a business that has adopted the JIT system, it might end up being grounded because of lack of inventory to process or sell to the next stage of the chains. It is therefore highly recommended for such businesses to develop a Just in case system, a system that allows for a safety supplies that will take care of any eventualities. Even though the JIT system has a number of shortcomings in case of shocks within the supply chain, it is important to note that organisations can still implement JIT and maintain an attractive supply chain with lean inventories even during emergencies. To achieve this, one of the moves that a firm can make is locate where there is stock piling of inventories (Lu & Kyokai 1989). Firms can have most of its inventories stocked next to or near their locations. This will help overcome the problems due to shipment or air transport in case these modes of transport are affected. A firm can also consider having more than one supplier for a given commodity, this will be a second option during emergency situations. For an organisation to succeed in its implementation of the JIT system, major changes within the organisation need to be undertaken. The top management need to show commitment and offer full support. They are also required to lead from the front if the benefits of the JIT system are to be realised. The adoption and implementation of the JIT system will substantially affect the mode and criteria through which carriers and other logistics services providers will be recruited by the organisation. Organisations should be able to come up with service providers who are very efficient so as to pass on the efficiency downstream the supply chain. The just in time concept is highly dependent on the speed and efficiency with which products are moving at along the chain. It is therefore worthy to mention that the JIT system will highly affect the style of operations in the logistics industry. The number of logistics service providers to be recruited will also be determined by the success of the JIT system. According to (Ian 1988), constant and effective communication between business firms and their suppliers is another important factor that will affect the future of JIT in the global business environment. The quality of information that will be conveyed should also be put into consideration. The right information should be conveyed to the right place, at the right time and to the right person. A successful implementation of the JIT system in the future will highly depend on additional training of the implementing personnel (Abuhilal, Rabadi, & Sousa-Poza 2006). A lot of emphasise should be on the training of the personnel that are directly involved in the implementation of the JIT concept. This should not be taken to mean that other employees in the organisation should not be trained. An elaborate training plan on this system should be unveiled and the concerned departments or functions for example, production, logistics, marketing should be given intense training. The major areas to be considered should include: policies on JIT system, communication skills and training on commitment to the principles of JIT. The future of the just in time (JIT) system in the global environment will highly depend on the level of technology that will be embraced by an organisation. This includes both in machinery and other office operations. Adoption of improved technology for material handling is a key area that firms need to look at. They should consider embracing cross docking or flowing inventory through a distribution centre. With an improved material handling facility, the businesses can absorb shocks easily in the event that there is disruption in the supply chain (Kreng & Wang 2005) The use of information technology is in inventory management is particularly crucial if the growth and success of the JIT system is to be guaranteed. Business organisations should utilise information technology resources both in hardware and software so as to enhance the success of the JIT system. Enterprise resource planning (ERP) modules should be adopted for inventory management and controls within the organisation. Internet resources should be highly utilised for an effective JIT system. The most applicable resources include e-procurement, e- marketing. e-banking and e-mailing. When an organisation conducts procurement via internet, a variety of goods both in terms of quality and quantity may be obtained. The business deal is also conducted in an accelerated speed. Marketing via the internet allows for the organisation to reach many customers within a very short time and hence improve on the organisation’s sales. Internet banking allows for faster business transactions hence delays associated with payments are reduced and therefore the supply chain is protected from such delays (Hale 1997). To ensure that the intended results of the JIT concept are achieved, it is important for firms doing business together along a given supply chain be proactive in their operations. By being proactive, it means that a consumer should be involved directly in what their supplier is producing. The consumers should be involved in product design so as to have a product of their own making. On the hand it is very important for the suppliers to follow up and find out how their products are serving the customers. This will help in the elimination of ripples along the chain and hence easy implementation of the JIT system. The players in the supply chain should develop a culture of sharing problems when they occur at a particular point of the supply chain, this in a nutshell will reduce the overall effect that the problem would have on the entire supply chain (Titone 1996). The just in case system is another approach that will have an impact on the future of JIT system in the global environment. It is very important for firms to have a buffer stock that can bail it out when events in the supply chain don’t seem to be favourable. The idea of having safety stocks for emergency times should not be confused by firms holding inventories. It is a different concept from overstocking.

Fundraising Presentation

Fundraising Presentation, Gyumri April 15 –April 16, 2013 I. The Basics of Fundraising a. What is fundraising? i. Raising money for a cause or project ii. Includes building a prospect pool, asking for money or in-kind donations, meeting donor expectations, clearly defining needs and resources, thanking the donors (stewardship), events, public relations, and monitoring and evaluation iii. Most important aspect: relationships, which can take time to develop b. Why is funding diversity important? iv. Chair example: If a chair only has one leg, it is unstable and will fall over.The more legs a chair has, the more stable it becomes. Same for an organization, if an organization has a sole funder, their success is determinant upon the stability of that relationship and continued funding. The more funders an organization has, the more stable they are. If one funder pulls their support, the organization does not collapse. c. Think about your organization for which you are fundraising ( hand out index cards for everyone to write their answers) v. What is their mission? vi. What is their vision? vii. Why do they exist? viii. What would happen if this organization didn’t exist? x. Why are you here? x. Can everyone from your organization, your community, your beneficiaries, your donors, etc clearly define the mission of the organization and is it basically the same? xi. Is the financial support you have received in the past and are looking to secure in the future in line with your mission? xii. Look at yourselves as a public benefit organization d. Presentation of the Organization xiii. Are you all working towards the same mission? xiv. â€Å"Elevator Pitch† 1. Clear and concise description of your organization, its work, and its value 2.Thirty seconds to two minutes (one of the most important interactions with your donor) 3. All staff, volunteers, and those associated with your organization should have a pitch 4. Give Peace Corps example 5. Homework for second day xv. Needs of the NGO 6. Needs include money, resources, materials, trainings, etc. 7. Can you tell me today what your specific needs are and how much those needs would cost? (Financial/ Resources Needs Assessment) xvi. Public Relations 8. Website, Newsletters, Email Updates, Facebook page 9.All of your social media and newsletters should be consistent with each other, updated at the same time with comparable information 10. We’ll go into more details about Public relations shortly e. Donor Expectations xvii. If you were to give money to an organization, what would you want in return? 11. Elevator Pitch 12. Clearly defined mission and vision 13. Reasons why they should invest in your NGO/project 14. Projects, ideas, and plans for which you need financial support 15. Overview of successful projects you have done in the past 16.Reports 17. Good reputation in the community and with beneficiaries 18. Communication, Honesty, Transparency 19. Commitment and cohesiveness of the staff 20. What exactly you are going to do with their money f. Donor Relations and Stewardship xviii. Updates to donor xix. How are you thanking them? xx. How are you recognizing their donation? xxi. Will they give again? xxii. Will go into more details about this shortly II. Identifying and Working with Donors g. Donor Prospect Pool xxiii. Who might want to give to this organization? brainstorm a list) 21. Parishioners of the church 22. World Vision, Caritas, other NGO’s in the community with resources to give 23. Family and friends 24. Local community members (why is what you’re doing important to them? , Who will feel moved by the work you are doing? ) 25. Diaspora 26. Corporations – VivaCell, Orange Foundation, Coca Cola 27. Realities of fundraising in Armenia a. Grants- majority are international b. Corporate Giving/ Corporate Social Responsibility- new concept here in Armenia c.Government funding- In 2011, the state provided NGO’s with $8 mil lion, mostly to sports federations and state-funded or state-operated organizations on a noncompetitive basis d. Individual donations e. Community Support f. Diaspora g. Funding Diversity h. Projects being donor driven not mission driven i. Overhead costs xxiv. Who do you know? xxv. Relationships are the key to building your prospect pool xxvi. Invite potential prospects to visit your organization, build the relationship before you ask them for something h. What makes a person or organization donate? xvii. If you meet with an organization, how do you expect them to present themselves to you? 28. Clear, concise, honest overview 29. Well thought out, able to easily identify the mission, vision, and beneficiaries to be served 30. Overview of successful projects, current projects, and future plans 31. Overview of specific needs of the NGO xxviii. Do you believe in the mission and vision? 32. A donor has to believe in the mission or vision, or you have to help them believe, give them rea sons to care. xxix. How do they have to use your money and what do you want in return from them? 33.Communication, honesty, transparent used exactly as they say it will be used for effective projects xxx. What will make you give again? 34. communication, success, beneficiary satisfaction, reporting, relationship with the organization, recognition of the organization, name in the community/associated with the project xxxi. What kind of relationship do you expect from the NGO? 35. strong leadership, honesty, communication, want to feel proud of the work they are doing and the reputation they have in the community, understanding of strategic goals, I want to see the organization has taken the time to define themselves III.Fundraising Plan i. Should be written on an annual basis j. Who is going to write the plan? xxxii. Should have a lead who collaborates with your Director, key stakeholders, and the board k. Start with your fundraising goal (how much money do you need? ) xxxiii. This f undraising goal amount should be based on the needs of the organization xxxiv. How much money needs to be raised/ resources secured in order to carry out the activities which your organization wants to carry out over the next year? l. The mission/ message (Why do you need the money? xxxv. What do you plan to do with the money you raise? xxxvi. Line by line- what are you using your budget for? m. The Tactics (How are you going to raise this money? ) xxxvii. Figure out how you are going to raise different amounts of money over the course of the next year and where that money is going to go. xxxviii. Identify different tactics 36. Individual Giving 37. Major Donor Groups- talking with larger corporations 38. Events 39. Online giving 40. Participatory Fundraising 41. Grants 42. Corporate Giving Programs n. The Timeline xxix. Create the timeline to include dates for all events and fundraising goals throughout the year IV. Donor Relations and Stewardship (managing the gift, thanking and k eeping the donor engaged) o. The comprehensive effort of any nonprofit that seeks philanthropic support to ensure that donors experience high-quality interactions with the organization that foster long-term engagement and investment. This effort is commonly thought to have four elements. xl. Gift acceptance and management 43. Your organizations policies and procedures for gifts. 44.Discussion about how the gift is going to be used, making sure the donors requests and the organizations needs are in line. 45. Procedures to track how the gift is being used. 46. Structures for Giving Opportunities (Example: donor recognition pieces/plaques, named spaces, or giving societies) xli. Acknowledgement 47. Thanking the donor j. Personalized letters, E-mails, phone calls, visits- should happen within the first week in which the gift is received xlii. Donor Recognition 48. How do your donors wanted to be recognized for their giving? 49.Mention in the newsletter, announcement at events, naming a space, donor plaques, press release, 50. This is the public forum for thanking a donor for their gift but need to ask for donor permission to do so. 51. For Participatory Fundraising- announcing and rewarding the top fundraisers publicly 52. Honor Rolls- announcement of donors to the organization printed publicly and thanking the donors through this forum. 53. Donor Walls/Donor Plaques- having a space in the center where donor names are listed for the public and your beneficiaries to see 54.Donor Recognition Events, awards, mementos, and volunteer opportunities-these not only are fun for the donors, but also help to strengthen your relationship with your donors and also show them that they are important to you. Can be big events with all of your donors or intimate lunches with the Director and/or some of your beneficiaries. xliii. Reporting (also referred to as stewardship) 55. Telling the donor the impact they are making on the mission of your organization or the specific projects they have given to. Why their giving has made a difference. 56.Two different ways of reporting: qualitative (storytelling confirming the usage of funds) and quantitative (shows the carrying out of spending funds properly) V. Public Relations (or PR) p. Everything your organization does to get public/press coverage of what your work q. Why is it important? xliv. Gets the word out and communicates your message xlv. Builds your audience xlvi. Builds your credibility and reputation within your community, with your beneficiaries, and your donors, thus helping to foster stronger relationships xlvii.Shows the results and successes of your work xlviii. Good time to use your elevator pitch r. Examples of PR xlix. Printed materials 57. Newsletters 58. Press Releases (work with your local media) 59. Brochures 60. Announcements about projects including donor/supporters names 61. Can be a two way street with your supporters (donors and volunteers) l. Television 62. Use for advertising about prog rams/projects or upcoming events 63. Can also be used for purposes of interviewing about your organization li. Online 64. Website 65. Facebook 66.Email blasts 67. Online newsletters/news stories lii. Special Events 68. Lectures or talks with experts, beneficiaries or having one of your donors to come in and speak 69. Volunteer Day s. Why is PR important for fundraising? liii. Can increase the money and resources coming in liv. New prospects find you 70. People learn about your work 71. If really good coverage- prospects come to you to learn more, volunteer, and possibly even invest in your work lv. Raising General Awareness 72. Remember to refer to yourself as a public benefit organization 73.Raising awareness in your immediate community about the work which is being done around them and the need to help accomplish those goals 74. Helps people remember your name and your mission lvi. â€Å"Social Proof† 75. Again building on your credibility- coverage shows that what you are doing is important and a leader in your community 76. Can also bring your public relations materials during donor meetings to further engage donors. VI. Let’s create a campaign! t. Make a plan lvii. What are we raising money for? lviii. Why are we raising money for this? lix. How much money do we need? lx.When do we need the money? 77. How are we going to raise the money? lxi. Who is going to be on the committee? lxii. What kind of advertising are we going to do for the campaign? lxiii. What kind of materials/resources do we need for the campaign? lxiv. How are we going to engage and thank our donors? u. What are we raising money for? lxv. Pick one project/event you would like to do with your organization 78. Birthday parties for kids with disabilities 79. Gifts/events for the chronically ill v. How much money do we need? lxvi. Create an overall budget which not only includes money but also resources lxvii.Can also create a useful tool to provide for your donors 80. Show them what their money will do: If you donate XX, we can include 5 more adults in our trainings for example. w. When do we need the money? 81. Create a timeline of not only the deadline, but all things which need to be done between now and the deadline as well as who is going to do those things x. How are we going to raise the money? lxviii. Participatory Fundraising (Get the crowd involved in your campaign, have to be very careful with planning to make sure the investment you make in these events is worth the return) 82.Athons- Walk-a-thons, Dance-a-thons, Read-a-thons k. a type of community or school fundraiser in which participants raise money by collecting donations or pledges for walking a predetermined distance or course, dancing for a predetermined amount of time, or read a certain amount of books within a predetermined time frame. 83. Spare Change boxes in the church 84. Raffles l. Sell raffle tickets for a particular item or a 50/50 raffle 85. Auctions m. People bid on certain i tems which have been donated for the cause. 86.Game competitions or carnival (Lemon ball) Each guest pays 1,000 dram for a lemon and closest lemon the bottle wins it. 87. Futbol tournament n. Have each team pay a certain amount to be a part of the tournament which will be donated to the organization. lxix. Individual Donors 88. Create a list of people/companies/organizations which may be interested in giving to this campaign lxx. Online Giving 89. Firstgiving. com y. Who is going to be involved in the committee? lxxi. Who needs to be included in all of the decisions made? Who is going to be in charge of which part of the campaign? . What kind of advertising are we going to do for the campaign? lxxii. Objective and Goals of the campaign lxxiii. Choose a campaign title 90. Race for the Cure (Run Breast Cancer out of Town) 91. Relay for Life (American Cancer Society) lxxiv. Create an â€Å"About the campaign† lxxv. How are we engaging the press? lxxvi. How are we updating our ow n online/print presence? {. What materials/ resources are we going to need? lxxvii. For example: how many people/volunteers are needed and for what amount of time lxxviii. Do you need prizes/awards xxix. Do you need space to put on the event lxxx. Need to think about things that may happen (for example, if it rains during the futbol tournament, what other arrangements need to be made? ) |. How are we going to engage and thank our donors? lxxxi. If participatory fundraising: need prizes/ awards for top fundraisers, guidelines, and thank yous lxxxii. Thank you letters, personalized, emails, phone calls, meetings lxxxiii. Online giving- should have thank you letters sent and update after the project is successful Fundraising P

Hypernatremia In Hospital Cancer Essay - 1516 Words

Hypernatremia in Hospitalized Cancer Patients Ufemia C. McCoy Azusa Pacific University Introduction Hypernatremia in Hospitalized Cancer Patients. The purpose of this article was to research the occurrence of hypernatremia in hospitalized cancer patients and the influence it had on the clinical outcomes and healthcare expenses. â€Å"Patients with cancer are at high risk of fluid and electrolytes disorders, the common factors related to this include chemotherapy and other anti cancer agents, steroid therapy, surgical procedures, or renal pathology† (Salahudeen, Doshi, Shah, 2013). The disequilibrium of electrolyte influences and predicts survival in cancer patients. This study aimed to assess the frequency†¦show more content†¦The data from cancer registry was utilized to confirm the influence of hypernatremia on the mortality rate. The study also compared two groups, patients with hypernatremia on admission and hospital acquired hypernatremia â€Å"(ie., patients with normal serum sodium on admission but had peak serum sodium above normal after admission)â €  (Salahudeen, Doshi, Shah, 2013). Results Hypernatremia and Hospitalized Acquired Hypernatremia. When the patients were admitted to the hospital 69.9% were in the eunatremic range, 29.9% were in the hyponatremic range and 0.2% were in the hypernatremia range. During the hospital stay the values were taken again on each patient, 51.8% were in the eunatremic range, 45.6% were in the hyponatremic range and 2.6% in the hypernatremic range concluding that hypernatremia was increased after admission and during the hospital stay. The patients with hypernatremia increased over ten times from the initial admission, only seven patients were admitted with hypernatremia and it increased to 90 patients during the hospital stay. Hypernatremia was more prevalent in patients with hematological malignancies. Those receiving chemotherapy at admission and admitted to the critical care unit were commonly leukemia and stem cell transplant patients suggesting that the patients who acquired hypernatremic were severely ill. Length of Hospital Stay. The