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Want to guarantee fundraising success? Create a fundraising marketing calendar to guide your efforts.

fundraising marketing calendar
If you lead a nonprofit’s fundraising efforts, you can save time and assure success by creating a fundraising marketing calendar. It’s a simple strategic tool that can make any organization more effective and efficient as it raises money for its cause.

Creating such a calendar is not all that complicated.

First, you make a list of all the ways you plan to reach out to supporters and potential supporters throughout the year. You choose dates for annual events like fundraisers. For various mailings, like an annual report or a fundraising letter, you pick a date when you want your mailing to land in supporters’ mailboxes or inboxes, then you work backward to figure out the various deadlines required to meet that final deadline.

It’s a logical, clear way to organize a multi-channel approach that will raise money and awareness and rally support for a charitable organization. So, why do so few nonprofits take the time to create such a calendar?

Maybe they don’t know where to start; perhaps developing a plan seems too daunting. Those who do it will say it is well worth the time and effort. They’ll also agree that the first year was the hardest but after they had that framework in place, it got much easier to create a calendar each year.

What is a nonprofit fundraising calendar?

Put simply, this calendar is a schedule of all your fundraising activities– from fundraising letters and annual walkathons to newsletters and thank-you’s. The calendar not only shows target completion dates for these projects, but notes required deadlines along the way that result in a completed project.

Let’s use a quarterly newsletter as an example.

On your calendar, you would set deadlines for:

  • Creating conent. What exactly will be in this issue?
  • Writing stories. When will the featured stories be completed?
  • Creating a design. When should the layout be finalized?
  • Approvals. Do the necessary parties sign off on the newsletter?
  • Printing the newsletter. What is the turnaround time for the printer?
  • Mailing the newsletter. What is the drop date for the newsletter to be mailed?

Result? Your newsletter arrives on time in mailboxes or email inboxes.

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5 ways a fundraising marketing calendar can benefit your nonprofit

1. A calendar lets you can look ahead and plan your day, week, month and year. The same goes for a fundraising marketing calendar. If you are an office of one with many responsibilities beyond development, your fundraising marketing calendar will keep marketing priorities in front of you and give you focus. It will also remind you when you might need to call in extra help–a writer, a graphic artist, a marketing consultant, a printer, a direct mail expert. Many organizations find they need help on the digital marketing side.

2. If yours is an office of many, your marketing calendar can be a shared document that keeps everyone in the loop and on the same track. Thanks to the calendar, no one can claim they forgot that the annual fundraiser is two weeks away. There are fewer slip-ups and missed deadlines when the process is clearly mapped out on your calendar. If you manage staff from different generations, you might need to tweak your communication system.

3. Having tasks lined out, step by step, makes it easier to divide and conquer. Some staff are busier at certain times of the year; when someone’s load is lighter, they can jump in to help.

4. It is easy to look back and track all your “touches” with your organization’s audience. At the end of the year, you’ll be able to evaluate which communications were most effective and which need some tweaks.

5. A calendar not only shows super busy times, it can reveal times when there’s not much going on. You and your staff can decide ahead of time how you can take best advantage of these breathers. It might be a time to try something new – or not – or to have a mid-year or mid-quarter meeting so everyone can chime in on how things have gone so far and decide if anything needs to be tweaked for the rest of the year.

Where to start

Gather your team two months before your fiscal year begins

Fiscal years are different from one organization to the next. If your FY runs January to December, get started on your planning in late October. If you have a July to June FY, get started in late April or early May. Pick a date a couple of months before your nonprofit’s fiscal year begins and get everyone together to talk about fundraising and the multiple marketing strategies you will employ in the coming year to raise monies.

Schedule a meeting

Who should attend this planning session?

Fundraising is so critical that experts advise you get as many perspectives as you can during this meeting. Here’s who I would want at the table:

  • President/executive director
  • Board chair
  • Board member (perhaps a long-time and a newcomer)
  • Volunteer (again, perhaps someone who has long been involved and someone who is new to the organization)
  • Development staff
  • Marketing/communications staff
  • Administrative staff, especially those who manage donor lists and mailings

Depending on your organization, you might opt to hire outside help for part or all of your marketing plans. If your organization is small, you might need the extra hands. If it is large, with an ambitious fundraising plan, you might also need assistance on some aspects of implementation. If that is the case, it can be valuable to have these professionals on hand from the start:

  • Fundraising specialists/consultants
  • Marketing professionals
  • Web designers
  • Direct mail experts
  • Graphic designers
  • Copy writers

The meeting agenda

What you should talk about as you plan your fundraising marketing strategy

Start with your goals. Most organizations have a strategic plan — goals they have set for the next 3, 5 or 10 years. Pull yours out; the most immediate goals can help your team determine where to put its marketing efforts.

Determine the top goals for marketing communications. It could be increasing donations to the annual fund by 10 percent, converting 8 percent of donors to monthly giving or increasing donors age 35 to 50 by 10 percent. As a nonprofit, your goals likely will include raising money, keeping the donors you have and attracting new supporters.

Discuss ways to reach those goals. Fundraising has always been multidimensional and has become even more so with the advent of social media. No one raises money by taking one route. Most nonprofits mail appeals, make phone calls and meet donors face-to-face. They also reach out via tweets, Facebook messages, email and video. There are definite advantages to employing multiple channels. For one, you will better reach a varied audience–communicating with a 25-year-old and a 75-year-old typically require different types of messaging. Also, even though you might have been very successful with fundraising using one method, such as an annual gala, it is unwise to put all the focus on single event or campaign. If your event or campaign goes bust, so does your fundraising effort. Multiple streams of charitable giving will keep the flow of donations continuous and diminish the risk of a funding drought.

Look at who you want to target. Chances are good that not every campaign you devise is appropriate for every donor or prospective donor. For example, donors with more means need to be targeted in a different manner and asked for larger gifts; older donors should be educated about ways to include your organization in their estate plans. The mailings you create for prospective donors might need to be different than mailings for your current donors.

Keep you message consistent.Even as you target different audiences, keep your messaging — both tone, copy and design — consistent. Consistency is essential in marketing.

What will you put on your fundraising marketing calendar? Here are some ideas. Your organization’s calendar won’t look like any other organization’s, but it will probably list some of the same kinds of marketing projects. Here are examples of marketing that most nonprofit organizations will produce during a year:

  • Capital campaign
  • Special events, like fundraisers such as walks or galas, donor and/or volunteer events, etc.
  • Donor communications
    1. Letters
    2. Brochures
    3. Newsletters
    4. Direct mail
    5. Advertising
    6. Emails
    7. Social media
    8. Phone calls/phone banks

What will your fundraising marketing calendar look like?

There are tons of templates and options; don’t reinvent the wheel. The good news about fundraising marketing calendars is that there are many, many templates out there. Check out some examples here and here. Don’t try to reinvent, instead, simply repurpose a calendar that already exists. What you do need to do is decide what format will work best for you and your organization. Your calendar doesn’t have to look like the “Cat of the Month” calendar that hangs in your office. It can be similar to an Excel document or a simple Word document. There are some factors to consider as you choose and modify a template like there are many advantages to choosing a calendar that can be shared among all staff. Also, an online version, versus print, can be easily shared and easily updated as deadlines and projects shift.

Putting dates on the fundraising marketing calendar

After you have brainstormed all the ways you are going to market to your varied audiences, it is time to start putting dates on your calendar. Mark down your hard deadlines, action deadlines, communication schedule and your donor retention strategy schedule. Viewing these dates as inflexible will keep you on-task, even if you have to make adjustments here and there. Keep your fundraising marketing calendar on-hand at every meeting.

Then, list the steps you need to take before and after each marketing project. You may need to train volunteers, get your materials ready, or hire a designer to create a campaign landing page.

Dates that will not move, your target dates, should be added first. It might even be a good idea, depending on the type of calendar format you choose, to put all of these dates in a certain color or typeface.

Your fundraising marketing calendar, going forward

You’ll want to keep your fundraising marketing calendar close at hand as you go forward so that you can:

  1. Use it to create next year’s fundraising marketing calendar and
  2. Decide ways to tweak your strategies in the future.

You might want to think about dropping projects that aren’t proving effective or add some new approaches, such as additional pushes via social media, to see what impact they will have. Remember, your calendar should evolve.

As you get ready to start work on your fundraising marketing calendar for next year, here are a few projects you might want to add to it:

Thank your donors many times — some say 7 is the magic number — and in multiple ways. A phone call from a board member, a personalized thank-you note, a thank-you letter or video from someone who benefits from your organization’s work. Make every thank you personal. Don’t resort to mass mailings that begin “Dear Donor.”

Take a look at holidays and special days that could inspire messages and events. For example, if curing cancer is your cause, plan a mailing or event for Feb. 4, World Cancer Day.

The beginning of the year is a great time to let your donors know through a newsletter

  1. How you did last year and
  2. What you have planned in the coming year.

Mail supporters a newsletter but also post it on your home page and on Facebook.

Grow your donor list by sending an appeal to donors that are similar to those who support your organization now. Talk to a direct mail specialist about buying a mailing list of potential supporters. Make sure your current mailing list is up to date.

Through letters and phone calls, remind supporters who have fallen by the wayside -former board members for example — that their past support is appreciated and their future support is needed.

Develop educational materials to help donors understand the benefits of automated, monthly giving. The increased acceptance of online payments gives this automated means of donating increased appeal. Here are more ideas.

Produce a thank-you video that shows how donations are being used. Or, send a postcard that features a compelling photo of your organization’s good works. Telling your organization’s stories is a powerful way to build support.

Many of your supporters would likely include your organization in their will. Educate them about their options by sending a bequests brochure to those 60 and older.

How could you make those associated with your cause feel special? A summer time treat? Perhaps hook up with a local business for a discount on ice cream? Tours of your headquarters? Or picnics with volunteers and those you serve?

Everyone loves a story. Share stories about your donors, your volunteers or those you help. Publish them in your newsletter, post them on Facebook, make videos to share on social media.

Gear up and get ready for your end of the year fundraising push. Plan the elements of your campaign–letters, direct mail, phonathons. Make sure your online giving mechanism is up to speed, and works easily and efficiently. An online form that is difficult to use will discourage donors.

Hold your annual fundraising event–a walk, run, open house, gala.

Evaluate your annual events. Do you get enough bang for your buck? Are they building strong ties to your donors? If not, what changes could you make to create more effective events.

Review your social media strategy. Do you have a ‘donate now’ button on your page? Have you built a Facebook or Twitter following? Get ready for #GivingTuesday.

Mail your end-of-year appeal. Thank your donors for support and encourage them to donate again.

Be ready to thank your donors for their support. Create a welcome packet to educate, inform and enlighten new donors. It could include the most recent issue of your newsletter, a brochure that explains your organization, or an annual report.

Julie Thomas

Business Development

December 21, 2017

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California State University, Long Beach
2013-2014 CSULB University Catalog

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If you are determined ineligible for financial aid, you are responsible for the payment of any University obligations you may have, including fees.

Students who are receiving financial aid funds and completely withdraw from all of their classes, may have to repay all or part of the award they received. Students should check with the financial aid office to find out if they will owe a repayment, before withdrawing from all of their classes.

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A Hero Is Born Curse of the Spider Queen The Fourth Furred Links

The major continent of this world is shaped roughly like an inverted tear drop. The human cultures grew in the northwest. The north east was the home of various goblinoid species. The two cultures were always at war with each other. The southern third of the continent was largely inaccessable to humans, because it was seperated from human culture by a broad dry prarie and dessert. The sea coast of human lands is uninviting. For most of its length it is broken by hills, fiords and islands.

This is a world in which wizardry works. At a time when human civilization was reaching from bronze age to iron age, humans discovered the ability to manipulate supernatural forces. This had several major impacts on human developement. For one thing, wizardry was almost always a plaything of the nobility. Like the early academics of the European rennaisance, the time and effort to study magic required funding, which usually meant patronage. The connection between the noble class and the study of wizardry kept any single ruler from building a great empire. Any noble with a wizard had the iron age equivalent of a weapon of mass destruction. For another thing, the existance of wizards delayed the developement of technology. It was simply too hard to imagine that anyone with tools could do what nobles could do with wizards. The iron age lasted for many thousands of years.

The furs were created by wizards, who somehow mixed human and animal charactoristics. It was always intended that furs were to be slaves. Something more than the beasts humans had already domesticated, but something less than really human. Being the nerds of thier time, wizards were certainly thinking of sex when they created these creatures. The animals trunk, including the arms, hands and sexual traits were mostly human. The animals head, face and feet were distincly inhuman. Certain traits of the furs of this world are noteworthy. A child born of a fur mother will always take the form of the mother, without regard for the species of the father; a fur male cannot make a human female pregnant; and a rabbit mother will always have only girl babies. Furs cannot perform wizardry.

The history of fur slavery is a rocky one. Every kingdom, principality and duchy seemed to have different laws dealing with slavery. There have been efforts at abolition, but most were short lived. There have also been movements to eradicate the furs themselves; a violent permanent solution. Freedmen always existed, but in some times and places they were illegal and in others they were encouraged.

Eventually, humans did embrace technology. The commoners seemed to be the first to accept any new invention. Perhaps, because it was one little step toward freedom from the nobles and thier wizards. As technology rose, so wizardry declined; black powder instead of fireballs, and irrigation instead of weather spells.

By the time technology and culture on Thurld reached a level roughly equivalent to Europes early to mid nineteenth century, slavery was on the decline in most areas. But, it still remained legal and viable. Then the Great Gobkin war broke out.

The Great Gobkin War

Through out the centurys, humanity had been at war with the various goblinoid species in the east. It was the one thing that could, however temporarily, unite the nobles for a common cause. Thousands of years of border skirmishes, conquests, shifting frontiers, and wars great and small, created legends and stories of great adventure. It also created atrocities and unreasoning hatreds on both sides.

Unfortunately for humans, the goblinoid species were very prolific, and suffered the stress of population growth. Fortunately for humans, the gobkin did not understand wizardry, and feared it. Wizardry served to offset the gobkin numerical advantage. But then, technology rose and wizardry declined. And the gobkin did understand technology. In fact, in some areas they were very good at it.

The goblinoid peoples swarmed across the frontier in unprecedented numbers. Where most humans had muzzle loaded rifles, the gobkin had cartridges and breach loaders. The humans no longer had wizards to bolster thier defenses, and the gobkin had both numerical and technical superiority. Despite many gallant battles, the gobkin steadily pushed back the frontier. In areas the gobkin conquered, they slaughtered humans, furs, and domesticated animals alike. Faced with the obvious, the human governments united. A defensive alliance was created that was in force until the end of the war plus two years. The principle effect was the creation of a single chain of command for all defensive forces. Other terms of the treaty included provisions for commonality of arms and equipment, and the handling of discipline.

Faced with the imbalance in force strengths, the Alliance treaty took the controversial step of creating units of furs. Under the terms of the treaty, a slave owner would receive compensation for any slave that he allowed to join the alliance army. The slave would remain in service until the end of the war, or ten years whichever took longer, and then be granted its manumision. Originally envisioned as twelve regiments of "musketeers," the number was quickly raised to twenty. Freedmen, compensated ex-slaves, and runaways, in unprecedented numbers took the risk of service as a way out of thier often uncomfortable situations. By the end of the war, over a third of the troops under arms were furs. Adding to the controversy, the framers of the Alliance treaty took the extraordinary step of allowing female slaves to enlist. Most by far of the human states did not allow women to serve. But the diplomats and generals who wrote the treaty decided that concepts of decency did not apply to slaves. Of the original twelve regiments, the second, fourth and sixth were to be segregated as female units. That too proved inadequate. Overall, about two fifths of the furs under arms were female.

The Fourth Furred

Properly, the name of the regiment is: Fourth Alliance Musketeers. Through out history, though, the terms "fur" and "skin" were used to distinquish between humans and their slaves. The name "furred" was just easier for most people than saying "musketeers."

These are the stories of Cindy 8702, a runaway slave. She enlisted believing that military service and war could not be any worse than the life she had fled. By the end, she became someone important. These stories tell us how that came about.

These stories are for a general audience. In cinema terms they would be rated "R." There is violence, brief nudity, and sexual situations, but no overt sexual content.

You may contact me by e-mailing to: trapdoor@newsguy.com


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For additional information concerning student teaching or the student teaching option for fulltime substitutes, contact the Community Outreach and Field Placement (COFPS) Services unit in ED 322 or call 773/995-2392.

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He opposes war and violence and is also a business believer inside the tranquil co-existence of all nations and peoples. In his educational operate, he has made an effort to espouse the cause of the weak and also the oppressed inside a entire world dominated by ability politics, deceptive propaganda and violations of basic human rights.

Despite the totally abominable criminal offense we witnessed, we should also endeavor to begin to see the terrorist attacks in European countries like France and Belgium in a very wider context.

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 News & Events : Updates

Green Building Convention celebrates a decade of green

Categories: ALL THE NEWS , Environment & Bio-diversity
The 10th annual Green Building Convention took place from 9 – 11 October 2017 and convened more than 50 local & international speakers & 500 delegates

More than 50 local and international speakers and 500 delegates attended the event at the new Century City Conference Centre and Hotel in Cape Town. Standard Bank, Growthpoint Properties, Lafarge, Rabie Property Group and the Century City Conference Centre and Hotel and Enel Energy demonstrated their firm commitment to green building by sponsoring the event.

This year’s convention shifted the focus beyond just buildings onto how buildings interact with each other and the public space around them. The convention also celebrated the first ten years of the existence of the GBCSA and the many milestones it has achieved in conjunction with its members.

GBCSA leads the way in the journey to net zero buildings

The Green Building Council South Africa (GBCSA) yesterday announced the official launch of its Net Zero Programme and the certification of the first four projects under its Net Zero Pilot Certification scheme.

The GBCSA is one of 14 green building councils participating in the World Green Building Council’s Advancing Net Zero project, which aims to promote and support the acceleration of net zero carbon buildings to 100% by 2050.

Net zero carbon buildings are defined as highly energy efficient buildings, with remaining energy demand supplied by on-site and/or off-site renewable sources, or through offsets.

The GBCSA has gone a step further by launching its Net Zero Certification scheme, which rewards projects for completely neutralising (Net Zero) or positively redressing (Net Positive) their environmental impacts under four categories: carbon, water, waste and ecology *(please see draft definitions for each category under Notes to Editors). Net Zero certification is awarded over and above any Green Star certification a project already has.

The first four projects to be certified as Net Zero under the pilot programme in South Africa are the Vodafone Site Solution Innovation Centre in Midrand, Gauteng, which is net zero rated in both carbon and ecology; Estuaries Plaza in Century City, Cape Town, which is net zero water; and Greenfields Industrial Park in Cape Town and Two Dam Sustainable in Montagu in the Western Cape, which are both net zero carbon.

GBCSA CEO, Dorah Modise, says ”By launching the net zero programme, the GBCSA has set a new frontier for property owners and tenants to be rewarded for going even further along their sustainability journey – now property owners and investors can be recognised for being net zero or net positive carbon, water, waste and ecology. We are thrilled to already have four projects that have achieved certification under this new programme in the pilot phase.”

Terri Wills, CEO of the World Green Building Council, said: “We’re excited to see GBC South Africa officially launch its Net Zero Programme, which includes certification, training and advocacy for net zero carbon, water, waste and ecology in buildings. The work our Green Building Councils are undertaking through the Advancing Net Zero project will change the way the world’s buildings perform”

“South Africa is one of the global leaders in green buildings, and this Net Zero Programme will certainly contribute to continuing this trajectory. We urge and challenge property owners and investors to reimagine how they design, build and operate their buildings by aiming to be net zero carbon, and working with the GBCSA to do so.”

All participating green building councils are creating specialised training for green building professionals and will be supporting the development of net zero carbon demonstration projects in their countries.

Training in South Africa kicked off in July and the recently certified Net Zero projects were showcased at the Green Building Convention taking place in Cape Town this week.

Green Star expands throughout Africa

The Green Star sustainability rating system continues to influence the design and delivery of buildings and communities around Africa, the Green Building Council South Africa (GBCSA) has announced a rebrand.

The Green Star SA rating system has been rebranded Green Star Africa to support its uptake throughout the continent.

Green Star was originally developed by the Green Building Council Australia (GBCA), and was licensed to GBCSA in 2008 for use in South Africa.

Green Star has been extensively adapted for the local African climatic, social and economic context, which makes it the rating system of choice for property owners in Africa.

Under a new agreement, the GBCSA is now licenced to certify green buildings throughout the African continent with the Green Star rating system. The licence agreement allows the GBCSA, in collaboration with other African green building councils, to sub-licence and use Green Star with their Local Context Report to certify buildings in their respective countries. The Local Context Reports developed thus far can be viewed here

Thulani Kuzwayo, Regional Chair of the Africa Regional Network of green building councils, adds that the GBCSA has been certifying green buildings across the continent outside of South Africa since 2014. Green Star certified buildings are now found in Ghana, Rwanda, Namibia and Kenya, with upcoming registered projects in Nigeria, Uganda, Tanzania and Mauritius to follow.

“We are also proud to have supported the establishment of seven green building councils in Africa: Ghana, Kenya, Mauritius, Namibia, Rwanda, Tanzania and Zambia. It is fitting that the Green Star rating system name now encompasses the entire continent as the green building movement goes from strength to strength in the region.”

“The growth of green buildings in Africa and involvement of the industry is truly inspirational and the GBCSA has driven a new way of thinking about green buildings – one which captures the benefits of green building not only for the environment, but for people too,” says the GBCA’s chief executive officer, Romilly Madew.

“The GBCSA’s work has helped to demonstrate that, the world over, building rating systems are one of the most powerful mechanisms to drive positive change and market transformation, and to build better places for people too. I’m optimistic that this new era for Green Star will help other countries in Africa to achieve success too.”

GBCSA CEO, Dorah Modise, says, “Across Africa, we are seeing countries taking important steps towards a large scale and long term transformation of how buildings and cities are being built. It is extremely promising to see the impact of the green building movement on the region, one of the most vulnerable to the effects of climate change. This rebranding of Green Star Africa acknowledges the African continent’s commitment to transformation.”

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Planning your honeymoon is simpler than ever with our customizable present registry. Just plan your aspiration trip then invite your family and friends to add to place accommodations, eating, activities and a lot more.

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Can we bring in our own caterer?  No, all food and beverage is equipped because of the Resort except your wedding cake. Be sure to seek advice from our catering and wedding menus for readily available foodstuff and beverage alternatives. Our Govt Chef would also be pleased to customise a menu upon request.

Just married, the entire world is yours to investigate together. Exotic Beach front, international land or bustling town, Hilton is your perfect choice. Look for a romantic honeymoon destination at any of our appealing locations in 80 international locations throughout six continents.

How will the Ballroom be set up with the wedding? There are numerous doable setups that can take place while in the Ballroom.

It truly is Formal - you might be finding married. Allow Embassy Suites enable you to with the main points, through the ceremony and reception to other essential celebrations along the way.

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What will you Learn From a Technical scuba School?

Scuba Diver training is no walk-in-the-park and it’s much less easy as could be. After every diver training course, you’ll be enriched with underwater knowledge and experience that you can proudly record with your dive log make a reservation for. So what can you really learn Tauchen In Hurghada diving schooling? Here’s a brief rundown of regarding.

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Specialized Diving. Deep-sea diving could extend beyond recreational levels right now there are technical and vocational aspects going without such as cave diving and wreck diving.


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Summer Schools

Starting from 2008 the Faculty of Humanities has been organising Summer Schools for Mexican students. In the years 2008-2010, the Faculty organised Culture and Art courses,  in the years 2011-2014 - Ethics Fundamentals, and in the year 2015 - Globalisation and Its Threats.
The courses are organised within the framework of student exchange project developed between AGH UST and Mexican universities.  Prof. Anna Siwik is the Head of the School.

Dr Anna Małecka is responsible for the arrangement of lectures.

In the Framework of “Culture and Art”, "Ethics Fundamentals" and "Globalisation and Its Threats" Summer Schools, the following visiting professors from Mexico (z Instytutu Technologicznego de Monterrey) were lecturing at the Faculty of Humanities:

1. Jose de Jesus Ramirez (Instituto Technologico y des Studios Superiores
de Monterrey,Campus Querétaro)
Summer School – June/July 2008
Course title: Ciencias Humanas

2. Carmen Elvira Espinosa de los Monteros Alzaga, MDH
Summer School – June/July 2009
Course title: Human Relations

3. Gabriela Pérez Avila
Summer School – June/July 2010
Course title: Human Relations
4. Olga Margarita Gonzalez Ordonez,
Summer School  – June/July 2011
Course title: Ciencias Humanas

5. Jose de Jesus Ramirez

Summer School - June/July 2012

Course title - Ciencias Humanas

6. Maria de Lourdes Landin Zea

Summer School - June/July 2013

Course title: Ciencias Humanas

7. Ma del Carmen Perez

Summer School - June/July 2014

Course title: Ciencias Humanas

8. Fanny Muzquiz Pérezool

Summer School - June/July 2015

Course title: Arte y comunicación

9. Profesor Elsa Carolina López Basurto

Summer School - June/July 2016

Opinion about the 2015 summer course: Globalisation and Its Threats:

My opinion about this summer course is great! The material studied was well prepared and presented, I really liked the idea of the lectures handbook, it helped us to study and understand the concepts. The lectures were perfect. I loved how the system was organised and how it changed with a new teacher for a new topic. Class discussions were perfect since we always had an opportunity to participate. Over all, I can say that it could not be better.

Constancio Leal Castillo


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Countywide Metrics Pilot Project

Welcome to the new Whatcom County metrics site. On November 12, 2014, the Whatcom County Council passed Resolution 2014-061 requesting that the County Executive's Office create a program to identify, track and display metrics for Whatcom County Government.
Community Development v2  Criminal Justice v3
General Government v2  Public Health v2
Discover and monitor analytical information on County programs and services. Select a service area above to be directed to the related metrics, then use the arrows to scroll right and left.

Updates will be made periodically.  Please let us know what you think of our pilot project by sending an email to: or take our Feedback Poll