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ITILFND-V4 pdf - ITIL 4 Foundation Updated: 2023

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Exam Code: ITILFND-V4 ITIL 4 Foundation pdf November 2023 by team

ITILFND-V4 ITIL 4 Foundation

The ITIL 4 Foundation qualification is intended to introduce candidates to the management of modern IT-enabled
services, to provide them with an understanding of the common language and key concepts, and to show them
how they can Boost their work and the work of their organization with ITIL 4 guidance. Furthermore, the
qualification will provide the candidate with an understanding of the ITIL 4 service management framework and
how it has evolved to adopt modern technologies and ways of working.

The ITIL 4 Foundation examination is intended to assess whether the candidate can demonstrate sufficient recall
and understanding of the ITIL 4 service management framework, as described in the syllabus below, to be
awarded the ITIL 4 Foundation qualification. The ITIL 4 Foundation qualification is a prerequisite for the ITIL 4
higher level qualifications, which assess the candidates ability to apply their understanding of the relevant parts
of the ITIL framework in context.

Material allowed None This is a ‘closed book exam. The ITIL Foundation publication, ITIL 4
edition, should be used for study, but is NOT permitted to be used in the exam.

Exam duration : 60 minutes Candidates taking the exam in a language that is not their native or working language may be awarded 25% extra time, i.e. 75 minutes in total.

Number of marks : 40 marks There are 40 questions, each worth 1 mark. There is no negative marking.

Provisional Pass mark : 26 marks You will need to get 26 questions correct (65%) to pass the exam.

Level of thinking Blooms levels 1 & 2 “Blooms level” describes the type of thinking needed to answer the
question. For Blooms level 1 questions, you need to recall information about the ITIL 4 service management framework. For Blooms 2 questions, you need to show understanding of these concepts.

Question types Classic, Negative, Missing word, & List

The questions are all ‘multiple choice.

For the ‘standard questions, you have a question and four answer options.

‘Negative questions are ‘standard question in which the stem is negatively worded.
For the ‘missing word questions, there is a sentence with a word missing and you have to select the missing word from four options.

For the ‘list questions, there is a list of four statements and you have to select two correct statements from the list.

The table below gives a summary of the concepts that are tested in the exam, and the main parts of the
manual in which these are described. The book references refer to the section stated, but not the
subsections within that section, unless stated. The verb for each assessment criterion indicates the Blooms
level (BL): ‘Recall/‘Define indicates Level 1 basic recall and recognition, ‘Describe/‘Explain, indicates
Level 2 understanding/comprehension.

1.1 Recall the definition of:

a) Service

b) Utility

c) Warranty

d) Customer

e) User

f) Service management

g) Sponsor

1.2 Describe the key concepts of creating value with services:

a) Cost

b) Value

c) Organization

d) Outcome

e) Output

f) Risk

g) Utility

h) Warranty

1.3 Describe the key concepts of service relationships:

a) Service offering

b) Service relationship management

c) Service provision

d) Service consumption

2.1 Describe the nature, use and interaction of the guiding principles

2.2 Explain the use of the guiding principles (4.3):

a) Focus on value (4.3.1 –

b) Start where you are (4.3.2 –

c) Progress iteratively with feedback (4.3.3 –

d) Collaborate and promote visibility (4.3.4 –

e) Think and work holistically (4.3.5 –

f) Keep it simple and practical (4.3.6 –

g) Optimize and automate (4.3.7 –

3.1 Describe the four dimensions of service management (3):

a) Organizations and people (3.1)

b) Information and technology (3.2)

c) Partners and suppliers (3.3)

d) Value streams and processes (3.4-3.4.2)

4.1 Describe the ITIL service value system (4.1)

5.1 Describe the interconnected nature of the service value chain and how this supports value streams (4.5)

5.2 Describe the purpose of each value chain activity:

a) Plan

b) Improve

c) Engage

d) Design & transition

e) Obtain/build

f) Deliver & support

6.1 Recall the purpose of the following ITIL practices:

a) Information security management (5.1.3)

b) Relationship management (5.1.9)

c) supplier management (5.1.13)

d) IT asset management (5.2.6)

e) Monitoring and event management (5.2.7)

f) Release management (5.2.9)

g) Service configuration management (5.2.11)

h) Deployment management (5.3.1)

i) Continual improvement (5.1.2)

j) Change enablement (5.2.4)

k) Incident management (5.2.5)

l) Problem management (5.2.8)

m) Service request management (5.2.16)

n) Service desk (5.2.14)

o) Service level management (5.2.15)

6.2 Recall definitions of the following ITIL terms:

a) IT asset

b) Event

c) Configuration item

d) Change

e) Incident

f) Problem

g) Known error

7.1 Explain the following ITIL practices in detail, excluding how they fit within the service value chain:

a) Continual improvement (5.1.2) including:

- The continual improvement model (4.6, fig 4.3)

b) Change enablement (5.2.4)

c) Incident management (5.2.5)

d) Problem management (5.2.8)

e) Service request management (5.2.16)

f) Service desk (5.2.14)

g) Service level management (5.2.15 –

ITIL 4 Foundation
EXIN Foundation pdf

Other EXIN exams

ASF EXIN Agile Scrum Foundation
CLOUDF EXIN Cloud Computing Foundation
EX0-115 IT Service Management Foundation based on ISO/IEC 20000
ISFS Information Security Foundation based on ISO/IEC 27002
ISO20KF IT Service Management Foundation Bridge based on ISO/IEC 20000:2018
ITSM20F IT Service Management Foundation based on ISO/IEC20000 (ITSM20F.EN)
MOPF M_o_P (Management of Portfolio Foundation)
MORF M_o_R Foundation Risk Management Certification
MOVF Management of Value Foundation
P3OF Portfolio, Programme and Project Offices Foundation
SCNP-EN SCNP Strategic Infrastructure Security
SCNS-EN SCNS Tactical Perimeter Defense
TMPF TMap NEXT Foundation
TMPTE Map NEXT Test Engineer
SIAMF BCS Service Integration and Management Foundation
TMSTE TMap Suite Test Engineer
ASM EXIN Agile Scrum Master
ITILFND-V4 ITIL 4 Foundation
PDPF Privacy and Data Protection Foundation

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ITIL 4 Foundation
Question: 562
Which dimension considers how knowledge assets should be protected?
A . Organizations and people
B . Partners and suppliers
C . Information and technology
D . Value streams and processes
Answer: C
Question: 563
Which guiding principle recommends standardizing and streamlining manual tasks?
A . Optimize and automate
B . Collaborate and promote visibility
C . Focus on value
D . Think and work holistically
Answer: A
Question: 564
What are engage, plan and improve examples of?
A . Service value chain activities
B . Service level management
C . Service value chain inputs
D . Change control
Answer: A
Question: 565
Which is included in the purpose of the design and transition value chain activity?
A . Ensuring that service components are available when needed
B . Providing transparency and good stakeholder relationships
C . Supporting services according to specifications
D . Continually meeting stakeholder expectations for costs
Answer: D
Question: 566
Which describes a set of defined steps for implementing improvements?
A . The improve value chain activity
B . The continual improvement register
C . The continual improvement model
D . The engage value chain activity
Answer: C
Question: 567
Ann, a member of the finance department at a large corporation, has submitted a suspicious email she received to the
information security team. The team was not expecting an email from Ann, and it contains a PDF file inside a ZIP
compressed archive. The information security learn is not sure which files were opened. A security team member uses
an air-gapped PC to open the ZIP and PDF, and it appears to be a social engineering attempt to deliver an exploit.
Which of the following would provide greater insight on the potential impact of this attempted attack?
A . Run an antivirus scan on the finance P
C . Use a protocol analyzer on the air-gapped P
E . Perform reverse engineering on the document.
F . Analyze network logs for unusual traffic.
G . Run a baseline analyzer against the users computer.
Answer: C
Question: 568
What is a means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the
customer having to manage specific costs and risks?
A . Service management
B . Continual improvement
C . A service
D . An IT asset
Answer: C
Question: 569
Which is NOT a component of the service value system?
A . The guiding principles
B . Governance
C . Practices
D . The four dimensions of service management
Answer: D
Question: 570
Which statement about emergency changes is CORRECT?
A . The testing of emergency can be eliminated in order to implement the change quickly
B . The assessment and authorization of emergency changes is expedited to ensure they can be implemented quickly
C . Emergency changes should be authorized and implemented as service requests
D . Emergency changes must be fully documented before authorization and implementation
Answer: B
Question: 571
Which is a key requirement for a successful service level agreement?
A . It should be written in legal language
B . It should be simply written and easy to understand
C . It should be based on the service providers view of the service
D . It should relate to simple operational metrics
Answer: B
Question: 572
Which guiding principle recommends eliminating activities that do not contribute to the creation of value?
A . Start where you are
B . Collaborate and promote visibility
C . Keep it simple and practical
D . Optimize and automate
Answer: C
Question: 573
What is a recommendation of the focus on value guiding principle?
A . Make focus on value a responsibility of the management
B . Focus on the value of new and significant projects first
C . Focus on value for the service provider first
D . Focus on value at every step of the improvement
Answer: D
Question: 574
Which is a service request?
A . Requesting a workaround for an issue
B . Requesting information about how to create a document
C . Requesting an enhancement to an application
D . Requesting investigation of a degraded service
Answer: B
Question: 575
Which is NOT a component of the service value system?
A . The guiding principles
B . Governance
C . Practices
D . The four dimensions of service management
Answer: D
Question: 576
Which is part of service provision?
A . The management of resources configured to deliver the service
B . The management of resources needed to consume the service
C . The grouping of one or more services based on one or more products
D . The joint activities performed to ensure continual value co-creation
Answer: A
Question: 577
Which practice has a purpose to support the quality of the service by handling all agreed user initiated service
A . Change control
B . IT asset management
C . Service desk
D . Service request management
Answer: D
Question: 578
When should a full risk assessment and authorization be carried out for a standard change?
A . Each time the standard change is implemented
B . When the procedure for the standard change is created
C . At least once a year
D . When an emergency change is requested
Answer: B
Question: 579
Which statement about outcomes is CORRECT?
A . An outcome can be enabled by more than one output
B . Outcomes are how the service performs
C . An output can be enabled by one or more outcomes
D . An outcome is a tangible or intangible activity
Answer: A
Question: 580
What is warranty?
A . Assurance that a product or service will meet agreed requirements
B . The amount of money spent on a specific activity or resource
C . The functionality offered by a product or service to meet a particular need
D . The perceived benefits, usefulness and importance of something
Answer: A
Question: 581
Which practice has a purpose that includes ensuring that risks have been properly assessed?
A . Service configuration management
B . Problem management
C . Service level management
D . Change control
Answer: D
Question: 582
Which statement about a continual improvement register is CORRECT?
A . It should be managed at the senior level of the organization
B . It should be used to capture user demand
C . There should only be one for the whole organization
D . It should be re-prioritized as ideas are documented
Answer: D
Question: 583
Which is included in the purpose of the design and transition value chain activity?
A . Ensuring that service components are available when needed
B . Providing transparency and good stakeholder relationships
C . Supporting services according to specifications
D . Continually meeting stakeholder expectations for costs
Answer: D
Question: 584
Which statement about service desks is CORRECT?
A . The service desk should work in close collaboration with support and development teams
B . The service desk should rely on self-service portals instead of escalation to support teams
C . The service desk should remain isolated from technical support teams
D . The service desk should escalate all technical issues to support and development teams
Answer: A
Question: 585
Which statement about the steps to fulfill a service request is CORRECT?
A . They should be complex and detailed
B . They should be well-known and proven
C . They should include incident handling
D . They should be brief and simple
Answer: B
Question: 586
Which statement about emergency changes is CORRECT?
A . The testing of emergency can be eliminated in order to implement the change quickly
B . The assessment and authorization of emergency changes is expedited to ensure they can be implemented quickly
C . Emergency changes should be authorized and implemented as service requests
D . Emergency changes must be fully documented before authorization and implementation
Answer: B
Question: 587
What are engage, plan and improve examples of?
A . Service value chain activities
B . Service level management
C . Service value chain inputs
D . Change control
Answer: A
Question: 588
Which practice coordinates the classification, ownership and communication of service requests and incidents?
A . supplier management
B . Service desk
C . Problem management
D . Relationship management
Answer: B
Question: 589
Which practice updates information relating to symptoms and business impact?
A . Service level management
B . Change control
C . Service request management
D . Incident management
Answer: D
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(Illustration by Keith Negley) SPONSORED SUPPLEMENT TO SSIR

Innovating for More Affordable Health Care

This special supplement includes eight articles that explore new ways for social investors to spur innovations that create better, faster, and less expensive health care in the United States. The supplement was sponsored by the California HealthCare Foundation.

Lifewave was facing an inflection point in late 2010. The early-stage company had a technology promising more accurate fetal monitoring in obese and overweight women, whose deliveries now account for 60 percent of all births in the United States. These women have pregnancies with high rates of complications and C-sections.

Early Lifewave clinical trials had produced promising results. Technology experts, investors, and clinicians also viewed the product favorably. But the company was having difficulty raising the necessary funds to get through the regulatory-approval process.

The California HealthCare Foundation (CHCF) was contemplating an investment through its Health Innovation Fund. If a CHCF investment were to be successful in moving the company to the commercialization stage, the Medicaid program in California, which pays for half of the pregnancies in the state, could reap significant savings.

Lifewave was the Innovation Fund’s first for-profit investment proposal. The foundation team began with a review of the company and its “mission fit” with CHCF’s charitable goals. The CHCF staff engaged in a spirited discussion about whether and how this investment could drive lower-cost care and Boost access for underserved populations, its criteria for investment. Once the proposal passed the mission-fit screen, the team would finalize the terms of the investment, in consultation with legal and investment advisors experienced in both technology investment and foundation impact investing.

In order to secure an investment from CHCF that could help get it through regulatory approval, particularly given the challenges the company had faced seeking capital from traditional investors, Lifewave was prepared to adhere to the foundation’s investment goals—to Boost outcomes for obese and overweight pregnant women, the providers who care for them, and the publicly financed system that pays for much of the care they receive. After approximately four months of due diligence, CHCF invested just under $1 million in April 2010.

The foundation is among many organizations looking for ways to enhance traditional approaches to funding social innovation. What drives their entry into “impact” or “mission” investing varies, but it generally includes a desire to scale up and spread successful programs, align an investor’s assets with its mission and goals, and work with innovative efforts across the spectrum of nonprofit and for-profit organizations. Several US health care foundations are following in the footsteps of their philanthropic counterparts in housing, economic development, and education. They are developing ways to find, make, and manage financial investments in private sector companies that can help fulfill their charitable missions.

This article focuses on foundation investments as a representative demo of the wider realm of social investments with a market orientation.


Mission investing, often referred to as impact investing, refers to investments in revenue-generating nonprofit and for-profit organizations whose work is consistent with an investor’s charitable purpose and goals.1 The emphasis is on investments, as opposed to grants. Unlike traditional grantmaking, mission investors expect that the funds will be paid back—recycled for their charitable purposes, so to speak. These investments offer investors a way to advance their philanthropic missions while supporting enterprises that may be more likely to achieve sustainability and scale than the typical grant-funded initiative.

Mission investments can include cash deposits, bonds, loans, or venture capital and private equity investments in companies, and they can be made directly, through funds, or via specialized intermediaries. Some mission-investing programs are market-oriented, generating financial returns that are comparable with typical investments in an organization’s portfolio. Within the foundation world, these are typically referred to as mission-related investments (MRI). Other programs take more risk or accept lower returns than commercial investors would take, but they also have the potential to generate significant impacts and deep alignment with an organization’s mission. These investments are a subset of mission investing referred to as program-related investments (PRIs). With all forms of mission investments, foundation social investors follow specific standards and regulations.

Social investors are exploring mission investing because they have experienced “successful” pilot projects that never made it beyond the initial site and often didn’t continue once the grant period was over. Although grants are the right tool for much of the work of social investors, fundamental limitations and challenges exist to scaling and sustaining organizations whose primary “fuel” consists of grants.

Moreover, many of the innovations that social investors care about are in the for-profit sector. This dynamic is particularly true in health. Whereas government pays for about 47 percent of health care delivered in the United States, private sector institutions deliver the vast majority of health care using technologies, devices, and tools that for-profit companies develop. In part because of health care cost escalation, health reform, and other forces, experienced innovators and investors are increasingly focusing their energy, capital, and creativity on developing solutions that ensure high-quality, lower-cost health care, as the articles in this supplement have demonstrated.

This growing pool of innovation and capital creates an exciting opportunity for social investors to reach out to new partners who can help tackle important health care challenges. These investors now have the opportunity to align their own knowledge and assets with this emerging breed of entrepreneurs and investors. In addition, the long history of health foundation work with the Medicaid and Medicare programs and public hospitals offers a window into what it will take for innovative technologies and services to be successful as these public programs expand and evolve under health reform.


What follows is a map of the emerging impact investment landscape among US health care foundations. The goals and approaches vary significantly, but the diversity among programs provides a sense of how those seeking to use investments to Boost health have approached mission investing.

Interest areas extend beyond health care delivery to include the social factors that affect health (referred to as social determinants of health), such as poverty, education, air quality, and wellness issues like food and fitness. Opportunities for investment in both for-profit and revenue-generating nonprofit organizations exist in each of these areas, and each can offer social investors interesting opportunities to extend their traditional approaches to grantmaking and endowment management. (See “Areas of Mission Investment” below.)

Although health care foundations are working across a wide range of course areas, impact investment projects are beginning to emerge under several common themes.

Lowering Investment Risk. Foundations can play an important role in lowering the risk for traditional financial investors, as the authors argued in the article that opened this supplement. (See “Funding the Safety Net” on page 4.) Their work can encourage investors—whose capital, expertise, and networks offer significant benefits—to support initiatives that might not otherwise meet the criteria for investment.

For example, The California Endowment (TCE), in collaboration with financial intermediary NCB Capital Impact and a diverse range of partners, established the California FreshWorks Fund, a public-private partnership loan fund created to increase access to healthy food in underserved communities, spur economic development that supports healthy communities, and inspire innovation in healthy food retailing.

In California, adults in neighborhoods with low access to healthy food options are 20 percent more likely to be obese than those with high access to healthy foods. The goal of the fund is to support supermarkets and other fresh food outlets in the “food deserts” of low-income communities. Through the fund, TCE and other social investors provide forms of debt and credit that remove some of the risk to commercial lenders and encourage them to provide major financing to projects.

Funding Specialized Financial Products. Several intermediaries, including some that operate largely in traditional markets, have worked in conjunction with foundations to create specialized financial instruments with significant health impact goals.

The W.K. Kellogg Foundation partnered with Community Capital Management, an experienced fixed-income manager, to find and purchase market-rate “community food bonds” that finance community facilities, schools, and community groceries. Inadequate access to healthy food in low-income communities and schools creates a critical impediment to good health, so the goal was to increase the supply of healthier, affordable food for vulnerable kids and their families.

Specific bonds supported a community garden where residents in an affordable eldercare center in Michigan could grow their own food; upgraded school lunch facilities to enable from-scratch meal preparation in a low-income school district in New Mexico; and an expanded facility for the Greater Boston Food Bank.

Establishing the Business Case. latest advances in computing power, mobile technology, and networking have made possible an explosion of innovation that helps people track and manage chronic diseases more effectively. Although there is general agreement that these innovations can Boost health, the business models necessary for them to reach sufficient scale have not been established. Social investors have an important role to play in developing the return on investment (ROI) cases—through studies, pilots, and business model development—that are necessary for new, cost-saving technologies to gain traction.

As one example, CHCF made a recoverable grant for a pilot with Asthmapolis, a company with a global positioning system that tracks where asthma episodes occur. The service allows asthma sufferers to manage their treatment more effectively, and public health workers to better understand the environmental triggers that exacerbate symptoms and contribute to health care costs. As part of this effort, CHCF and Catholic Healthcare West will be working with the company and its pilot partners to demonstrate cost reductions due to the technology and to explore business models with a range of payers and providers in the commercial, safety net, and government sectors.

Moving Innovation into New Markets. Traditional financial investors and their portfolio companies first seek to gain a foothold in the most profitable markets. This often leaves large but less lucrative markets, such as Medicaid patients or rural areas, without sufficient access to innovations. Social investors can create the financial cushion to test innovations and take them into traditionally underserved markets. Foundations in particular can play a crucial role in investment syndicates as strategic investors and intermediaries to help safety net providers and commercial companies work together more effectively.

Small and rural hospitals often cannot attract or afford qualified staff to supervise their pharmacies 24 hours a day. Avoidable medication errors are the result. Pipeline Healthcare (PHC) offers “tele-pharmacy” services that provide expert, remote supervision for these hospitals. The company is able to share a single pharmacist among several hospitals, increasing efficiency and improving compliance.


CHCF is contemplating an investment in PHC as part of a syndicate that includes the foundation, an investment firm, and a technology company. Through the venture, CHCF would help hospitals that care for underserved Californians to lower costs and Boost clinical outcomes, and PHC hopes to prove its cost-reduction case and value to safety net providers.

Facilitating Lending. One of social investors’ simplest tools is below-market-rate loans to help health care organizations fulfill their charitable missions. Foundations across the country have provided working capital and construction loans to clinics that serve low-income people, at rates below what they would have been eligible for from traditional lenders. The loans allow community health centers to devote more of their resources to serving people in need.

For example, the California Primary Care Association (CPCA), in partnership with financial intermediary NCB Capital Impact, created the Emergency Working Capital Loan Fund in 2008. CPCA launched the program when a state budget crisis resulted in payment delays to community health centers that serve people on the state’s Medicaid program, Medi-Cal, which is the primary source of revenue for these clinics. California clinics were eligible to apply for up to $250,000 to cover working capital needs as they waited for payment. Clinics return the funds as soon as Medi-Cal pays, typically within two to three months.

Participants in the fund have included CPCA, Sutter Health Systems, Catholic Healthcare West, the Nonprofit Finance Fund, the Mercy Partnership Fund, and the California HealthCare Foundation. All the organizations have made funds available at rates ranging from 1 percent to 5 percent. When loans are blended together according to the proportion the funders have lent, the interest rate to the borrower becomes 3.25 percent, well below market rates. The fund has been renewed most years since 2008, and its total capital has ranged from $20 million to $30 million. The funding partnership will be expanded this year to include several new participants, including two foundations. NCB Capital Impact continues to do all the loan underwriting and servicing, and together with CPCA has created a loan guarantee fund to mitigate the risk of late repayment or default.

Another example is Playworks, a national nonprofit that has developed a program to bring recess back to public schools. As public school budgets are cut and recess is removed from the school day, safe and engaging play is disappearing from the lives of many children. With significant grant funding from the Robert Wood Johnson Foundation (RWJF), Playworks expanded from its original base in Oakland, Calif., to more than 250 schools in 15 cities. Even with the grant funding, Playworks still faced a significant working capital deficit, because its payments often came well after the organization had incurred expenses. RWJF partnered with OneCalifornia Bank to meet this working capital need through a deposit that the bank used as collateral against which to administer a loan to Playworks so that it could “keep recess going” while waiting for school funds to come in.


These are just a few of the ways that the tools of impact investing can Boost health care. They represent creative thinking and a willingness to cross long-established boundaries between sectors in the pursuit of common goals. As the United States seeks to reform its health care system to both lower costs and Boost access, such collaboration is vital. Foundations and other social investors have an important opportunity to serve as strategic partners in supporting the brightest and most creative entrepreneurs in creating lower-cost and more accessible models of care.

See the complete healthcare supplement.

Support SSIR’s coverage of cross-sector solutions to global challenges. 
Help us further the reach of innovative ideas. Donate today.

Read more stories by John Goldstein & Margaret Laws.

Wed, 17 Aug 2011 06:38:00 -0500 en-us text/html
Heritage Foundation Homepage

Mandate for Leadership: The Conservative Promise

This book is the product of more than 400 scholars and policy experts from across the conservative movement and around the country. Contributors include former elected officials, world-renowned economists, and veterans from four presidential Administrations.

This is an agenda prepared by and for conservatives who will be ready on Day One of the next Administration to save our country. The Heritage Foundation is once again facilitating this work, but as our dozens of partners and hundreds of authors will attest, this book is the work of the entire conservative movement.

Wed, 25 Oct 2023 12:00:00 -0500 en text/html
Giving Day Toolkit

Spread the Word

Make my day! Help us spread the word on UW Giving Day! First give, then post, tweet, selfie, and hashtag #uwgivingday #makemyday. Here are some materials to help you get the word out. 

How to Download

Click here to access the files in folders on Teams. It will take you to Teams to download. Or you can get individual pieces below. Save the target of these thumbnail images  If you save the thumbnail images rather than the target (link or linked image), you'll get the thumbnail. Here's how you do that for a pc or mac on Chrome or Safari:

For an image (jpg or png), click on the thumbnail on the page. A full-size image will pop up in the browser. Right click on this image in the browser and click on "save link as" or "save image as." Save the image onto your computer wherever you would like. 

For Word text documents (doc), zipped file folders (zip), and Adobe Illustrator files (ai), clicking on the thumbnail will cause it to download.

For pdfs, clicking on the thumbnail will bring up the pdf in the browser. Click on the get link in the upper right to get to your computer.

Or you can right-click on any link or image that is a link and then click on "save link as" or "dowload linked file." Then specify where you want it to save. 


Overall Communications Schedule

This is the overall communications schedule for the UW Foundation (pdf). Feel free to plan your communications accordingly or contact us with questions at 766-6300 or!

Overall Communication Plan


Giving Day logo in brown    .png or .jpg or .ai

Giving Day logo in gold     .png or .jpg or .ai

Giving Day Make My Day logo 1     .png or .jpg or .ai

Giving Day Make My Day logo 2     .png or .jpg or .ai

Make My Day logo     .png or .jpg or .ai

Make My Day badge 1     .png or .jpg or .ai

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Save the Date Image (png)

Save the Date

Web Banner Images (png)

Giving Day Banner





LinkedIn Banner Images (png)






Examples of Text, Including Social Media, Email, Press Releases, and More (doc)

Example Text


Email Toolkit (pdf)

Email Toolkit

Email Signatures (doc)

email signatures


Please email us at or join the Giving Day Teams to access videos you can use.

Video for Intro/Outro (mp4)

Giving Day video

Animated Gifs (gif)

Giving Day gif

Giving Day gif


Elements for Design

To get elements to design your own, feel free to contact us at or call 766-6300 and we would love to send you whatever you need! Also, you can join the Giving Day Teams to get direct access to these resources.

Canva Templates

You may need to be logged into Canva. If you have problems, feel free to contact the UW Foundation or UW Institutional Marketing for help.

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Thu, 13 Oct 2022 15:33:00 -0500 en text/html About The Index

For much of human history, most individuals have lacked economic freedom and opportunity, condemning them to poverty and deprivation.

Today, we live in the most prosperous time in human history. Poverty, sicknesses, and ignorance are receding throughout the world, due in large part to the advance of economic freedom. In 2023, the principles of economic freedom that have fueled this monumental progress are once again measured in the Index of Economic Freedom, an annual guide published by The Heritage Foundation, Washington's No. 1 think tank.

For twenty-nine years the Index has delivered thoughtful analysis in a clear, friendly, and straight-forward format. With new resources for users and a website tailored for research and education, the Index of Economic Freedom is poised to help readers track over two decades of the advancement in economic freedom, prosperity, and opportunity and promote these ideas in their homes, schools, and communities.

The Index covers 12 freedoms – from property rights to financial freedom – in 184 countries.

The 2023 Index — the 29th edition — includes:

  • Updated economic freedom scores and macroeconomic data for 184 economies.
  • Easy-to-read cross-country comparisons that highlight why economic freedom matters.
  • Online tools like customized comparison charts and an interactive heat map.

2018 Press Releases

Dr. Edwin Feulner, Founder of the Heritage Foundation presents a copy of the 2018 Index of Economic Freedom.

Q.1. What is economic freedom?

Economic freedom is the fundamental right of every human to control his or her own labor and property. In an economically free society, individuals are free to work, produce, consume, and invest in any way they please. In economically free societies, governments allow labor, capital, and goods to move freely, and refrain from coercion or constraint of liberty beyond the extent necessary to protect and maintain liberty itself.

Q.2. What are the benefits of economic freedom?

Economic freedom brings greater prosperity. The Index of Economic Freedom documents the positive relationship between economic freedom and a variety of positive social and economic goals. The ideals of economic freedom are strongly associated with healthier societies, cleaner environments, greater per capita wealth, human development, democracy, and poverty elimination. For further information, see especially:

Q.3. How do you measure economic freedom?

We measure economic freedom based on 12 quantitative and qualitative factors, grouped into four broad categories, or pillars, of economic freedom:

  1. Rule of Law (property rights, government integrity, judicial effectiveness)
  2. Government Size (government spending, tax burden, fiscal health)
  3. Regulatory Efficiency (business freedom, labor freedom, monetary freedom)
  4. Open Markets (trade freedom, investment freedom, financial freedom)

Each of the twelve economic freedoms within these categories is graded on a scale of 0 to 100. A country’s overall score is derived by averaging these twelve economic freedoms, with equal weight being given to each. More information on the grading and methodology can be found in the appendix.

Q.4. Which components of economic freedom are most important?

The Index of Economic Freedom considers every component equally important in achieving the positive benefits of economic freedom. Each freedom is weighted equally in determining country scores. Countries considering economic reforms may find significant opportunities for improving economic performance in those factors in which they score the lowest. These factors may indicate significant binding constraints on economic growth and prosperity.

Q.5. What is your period of study?

For the 2023 Index , most data covers the second half of 2021 through the first half of 2022. To the extent possible, the information considered for each factor was current as of June 30, 2022. It is important to understand that some factors are based on historical information. For example, the monetary policy factor is a 3-year weighted average rate of inflation from January 1, 2019, to December 31, 2021.

Q.6. Can I access the data online?

The Index of Economic Freedom can be easily explored using a variety of tools on our interactive website, including:

  • Country Rankings: See where your country ranks in the Index and compared to its peers, and keep up with political and economic developments on each country’s page.
  • Graph the Data: Customize and compare country scores in up to three countries using interactive graphics.
  • Explore the Data: get over 20 years of historical Index data, including macroeconomic indicators, and a regional breakdown of Index scores since 1995.
  • Heat Map: Visualize the 2023 Index of Economic Freedom in this stunning and interactive map of the world. Find out how competitive your region is in achieving the ideals of economic freedom.
  • Downloads: get the entire Index of Economic Freedom book, or pick individual chapters, the methodology, or regional maps.

Q.7. How can I use the Index of Economic Freedom?

The Index of Economic Freedom is a helpful tool for a variety of audiences, including academics, policymakers, journalists, students, teachers, and those in business and finance. The Index is an excellent objective tool for analyzing 184 economies throughout the world and each country page is a resource for in-depth analysis of a country’s political and economic developments. The 12 economic freedoms and accompanying historical data also provide a comprehensive set of principles and facts for those who wish to understand the fundamentals of economic growth and prosperity.

Sun, 16 Jul 2023 10:13:00 -0500 text/html
NAB credits cloud for critical service resiliency

NAB has sought to emphasise resilience gains from cloud migration and unspecified “service improvements”, pointing to a 17 percent reduction in “critical” and “high” rated incidents year-on-year.

NAB credits cloud for critical service resiliency

NAB CEO Ross McEwan

The formal portion of the bank’s FY23 annual results were light on technology detail, with much of it found in presentation appendices.

The major change year-on-year is that where annual results a year ago had a technology focus on “strong foundations” [pdf], this year [pdf] is more about what the foundations have enabled the bank to achieve.

The bank puts a particular focus on resilience: it publishes some numbers on this already, but the results offer a more current and whole-of-year view.

They highlight a 99.89 percent “average availability” across NAB’s top 47 critical services and a 17 percent year-on-year reduction in critical and high-rated incidents, though there isn’t anything to compare this to.

There appears to be a minor change in performance over a five-year period: in last year’s full-year results, the bank reported an 86 percent reduction in high and critical incidents since FY18, but this is now 83 percent.

iTnews understands the "reduction" is because the figure for FY23 is incomplete, and excludes performance results for Bank of New Zealand (BNZ) which are yet to be finalised.

On cloud migration - credited as a factor in boosting resilience - NAB said it has migrated 77 percent of apps, and is targeting having 83 percent migrated by the end of its FY24 period.

The bank has previously contemplated changing the measure of progress on cloud migration, though has stuck to the apps migrated number in its financial reporting.

NAB also claimed a greater than 50 percent reduction in the “time to contain cyber threats” against its infrastructure and environment since FY19, which it partly attributed to “significant non-discretionary investment in cyber security capability and technology risk reduction.”

The bank reported a 7.6 percent increase in statutory net profit to $7.4 billion, and cash earnings of $7.7 billion.

Wed, 08 Nov 2023 23:05:00 -0600 text/html
ICAI CA Foundation Mock Test 2022 From November 1; Check Schedule Here

ICAI CA Foundation Mock Test 2022: The ICAI CA mock test papers will be held in physical/virtual mode at respective regional councils and branches of ICAI.

ICAI CA Foundation Result 2022 Soon at

ICAI CA Foundation exam 2022: The Institute of Chartered Accountants of India (ICAI) is all set to conduct the mock test paper series for the CA Foundation exam 2022 from November 1, 2022. The mock test papers will be held for foundation students appearing for December 2022 examination. The ICAI CA mock test papers will be held in physical/virtual mode at respective regional councils and branches of ICAI. One can get the CA December Foundation 2022 exam schedule by visiting the official website at

ICAI took to Twitter, “BOS(A) of ICAI is conducting Mock Test Papers Series – I For Foundation students appearing for Dec 2022 exams starting from 1st Nov 2022 in physical/virtual mode(s) at respective Regional Councils & Branches of ICAI. Links Details”

ICAI CA Foundation exam 2022: Check exam Dates For Mock Tests

Check the exam Date and Name of the Subject Here

  • November 1: Principles and Practice of Accounting
  • November 2: Business Laws and Business Correspondence and Reporting
  • November 3: Business Mathematics and Logical Reasoning and Statistics
  • November 4: Business Economics and Business and Commercial Knowledge.

The CA Foundation December exam 2022 will be held in two shifts. Subjects such as Principles and Practice of Accounting and Business Laws and Business Correspondence and Reporting will be held between 2:00 PM to 5:00 PM. Meanwhile, subjects such as Business Mathematics and Logical Reasoning and Statistics and Business Economics and Business and Commercial Knowledge will be conducted between 2:00 PM to 4:00 PM.

“The Question Papers for each subject will be uploaded at BoS Knowledge Portal on as per the schedule by 1:30 PM every day during this period. Students are advised to get and attempt these papers in the stipulated time limit designated for the papers.” reads the official notification.

The Answer Key to these papers will be uploaded within 48 hours from the date and time of commencement of the respective paper, as per the schedule. For more details, check the official website of the Institute of Chartered Accountants of India.

Sat, 22 Oct 2022 13:04:00 -0500 en text/html

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