The Landscape of Salesforce for Nonprofits: A Report on the Current Marketplace for Apps

Do you use Salesforce as a Constituent Relationship Management database at your organization, or are you considering it? Since it launched in 1999, more than 20,000 nonprofits have employed the cloud-based system, which is made available to them for free through the philanthropic Salesforce Foundation. What's the catch? Making such a powerful system work for the particular needs of a nonprofit isn't always straightforward. This report can tell you everything you need to know.What's in it? To learn more about the benefits and drawbacks of Salesforce, we interviewed nine prominent consultants specializing in implementing Salesforce for nonprofits along with several members of the Salesforce.com Foundation about what the platform does well, and what you'll want to add to it to suit your needs. We evaluated some of the constituent management packages built on top of Salesforce, including the Salesforce Foundation's Nonprofit Starter Pack, which is aimed at turning the sales automation platform into a tool for nonprofits. We also took a look at the universe of add-ons to the base Salesforce platform -- called "apps" because of Salesforce's online marketplace, the App Exchange -- to find out which might be useful to support a nonprofit's processes.The goal for this report was to break down misconceptions about the tool and to collect disparate information in one place to help you make informed decisions. Whether you're already using Salesforce, are thinking about adopting it, or have yet to even consider it, there's information here for you.What's more, we've included a directory of consultants or firms with experience working with nonprofits to implement Salesforce and the additional App Exchange modules that we cover in this report to make it easier for you to find the help you'll need

webXice: an Infrastructure for Information Commerce on the WWW

Systems for information commerce on the WWW have to support flexible business models if they should be able to cover a wide range of requirements imposed by the different types of information businesses. This leads to non-trivial functional and security requirements both on the provider and consumer side, for which we introduce an architecture and a system implementation, webXice. We focus on the question, how participants with minimal technological requisites, i.e. solely standard Web browsers available, can be technologically enabled to articipate in the information commerce at a system level, while not sacrificing the functionality and security required by an autonomous participant in an information commerce scenario. In particular, we propose an implementation strategy to efficiently support persistent message logging for light-weight clients, that enables clients to collect and manage non-reputiable messages as proofs. We believe that the capability to support minimal system platforms is a necessary precondition for the wide-spread use of any information commerce infrastructure

Hazard identification, risk assessment and risk control: a study at construction site

Occupational Safety and Health Act (OSHA) is an Act to make further provisions for securing the safety, health and welfare of persons at work, for protecting others against risks to safety or health in connection with the activities of persons at work, to establish the National Council for Occupational Safety and Health, and for matters connected therewith. This study focuses on infrastructure construction in Pagoh Education Hub. In present days, despite of knowledge in OSHA act, workers often proceed the work without considering any safety precaution or act at workplace as stated in OSHA Act. Due to ignorance of workers and employee on OSHA Act, workers are exposed to danger and hazard at their workplace causing them minor or worst fatal injury. The data collection was carried out through site investigation using Preliminary Hazard Analysis (PHA), HIRARC form and interview session with several workers in the constructio. The main objective of this study is to support the idea to coordinate and redefined the practice of occupational safety and health as workers discipline at their workplace based on existing potential hazard. This study was conducted to identify the hazard that occur at the workplace and analyse the safety precaution taken by the workers and employer to avoid accidents. As a result, this study listed several suggestions to improve the practice of occupational safety and health among workers in the workplace

Strengthening Construction Management in the Rural Rehab Line of Business

The Five Key ObservationsObservation#1: Rural rehab success emanated from positive thinking and persistent implementationObservation #2: Almost every RHRO would benefit from a substantial increase in the per unit funding available, especially in light of the forthcoming HUD HOME requirement to establish written rehab standards in ten subcategories.Observation #3: A smartphone and tablet with 20 to 40 apps is the rehab specialist's Swiss Army knife. They are our, GPS, calculator, spec writer, office lifeline in case of danger, camera, clock, cost estimator calendar and a hundred other single-purpose but very important uses.Observation #4: NeighborWorks® Rural Initiative could provide a clearinghouse for success techniques targeted to rural rehab. Each month it might focus on a specific aspect of rehab management; inspection checklists in January, green specs in February, feasibility checklist in March, contractor qualification questionnaires in April and so on.Observation #5: Even with most components of in-house contractor success formula in place, per the Statistic Research Institute 53% of construction firms go out of business with in the first 4 years. It remains a very risky model that requires significant; funding, staff experience, administrative support and risk tolerance.Three Rehab Production Models And Their AlternativesThis middle section restates the introduction and methodology and offers a detailed review of the Traditional Rehab Specialist, Construction Management Of Subcontractor and the In-House General Contractor production models .for each model the article provides: definition and staffing pattern, design roles and tasks for each major player, benefits and challenges, alternative models and finally recommendations for successful implementationFocus TopicsDuring our interview process, three ideas surfaced that were best served with a mini discussion of the topic rather than being embedded in the already large middle section.The three topics are; software and technology, management of community relations – marketing and quality control, and budget solution

Information Outlook, October 2003

Volume 7, Issue 10https://scholarworks.sjsu.edu/sla_io_2003/1009/thumbnail.jp

Managing at the Speed of Light: Improving Mission-Support Performance

The House and Senate Energy and Water Development Appropriations Subcommittees requested this study to help DOE's three major mission-support organizations improve their operations to better meet the current and future needs of the department. The passage of the Recovery Act only increased the importance of having DOE's mission-support offices working in the most effective, efficient, and timely manner as possible. While following rules and regulations is essential, the foremost task of the mission-support offices is to support the department's mission, i.e., the programs that DOE is implementing, whether in Washington D.C. or in the field. As a result, the Panel offered specific recommendations to strengthen the mission-focus and improve the management of each of the following support functions based on five "management mandates":- Strategic Vision- Leadership- Mission and Customer Service Orientation- Tactical Implementation- Agility/AdaptabilityKey FindingsThe Panel made several recommendations in each of the functional areas examined and some overarching recommendations for the corporate management of the mission-support offices that they believed would result in significant improvements to DOE's mission-support operations. The Panel believed that adopting these recommendations will not only make DOE a better functioning organization, but that most of them are essential if DOE is to put its very large allocation of Recovery Act funding to its intended uses as quickly as possible