4 d is a corporate foundation for you karen cooperVolunteer Canada
This document discusses whether a corporate foundation is appropriate for a charity. It outlines the key types of registered charities - charitable organizations, public foundations, and private foundations - and compares their structures, funding sources, and operations. The document then examines advantages and challenges of establishing a corporate foundation, including increased protections but also greater administrative burdens. It poses questions for organizations to consider around assets, fundraising, control, and staffing implications of creating a separate foundation.
Strategies to stand out & build partnerships. By Jocelyne Daw.Volunteer Canada
This document provides strategies for non-profits to stand out and build partnerships through developing a strong brand. It discusses how UNICEF transformed its brand to focus on childhood survival. The key points are:
1. A brand goes beyond visuals and messaging to represent the expectations and beliefs people have about an organization.
2. Breakthrough branding principles include discovering authentic brand meaning, integrating it organization-wide, rallying ambassadors, developing 360 communications, and mobilizing external communities.
3. Strong brands unite organizations, drive strategy, and rally communities to accelerate impact. Research provides insights to transform brands and mobilize action.
Early bird foundation insights.ic.devon diane steveVolunteer Canada
This document summarizes a presentation about foundations and successful partnerships. It discusses trends showing foundations are the fastest growing type of charity and have more assets. Foundations can diversify funding and be long-term partners. Steps to success include preparation, research, following guidelines, and being prepared to collaborate. Partnership examples show foundations providing initial funding that led to major programs. Insights emphasize the value of foundations and resources for learning about them.
Creating social & business value for TELUS & our local communities. By Jill S...Volunteer Canada
TELUS has learned six lessons in corporate philanthropy. They are: 1) integrate giving with business strategy; 2) align business practices with causes; 3) enable employee/retiree giving; 4) engage customers; 5) use social media; and 6) create social enterprises for social and business impact. TELUS integrates giving to build brand and support strategy. They align practices like reducing paper use with environmental causes. Programs enable employees to donate and volunteer for causes they care about. TELUS engages customers in causes and treats them as advocates. They use social media like Facebook to create viral movements. Finally, TELUS creates social enterprises for both social change and business impact.
The document discusses how nonprofits can raise more funds by selling their impact to "impact buyers" rather than relying solely on traditional donors. It argues that nonprofits should measure their outcomes and social impact more systematically in order to market these to potential impact buyers like social investors, beneficiary payers, corporate partners and service providers. The document provides examples of impact buyers and outlines a new approach for nonprofits to understand buyers' needs, quantify their impact, and make the business case for how partnering with the nonprofit can create value for the buyer.
The document discusses a small business that focuses on bold designs, brilliant words, and making a big difference through generosity. It highlights the company's history and values of giving generously through community initiatives like a give-a-thon, where the company donated their services to help local charities and non-profits. The business strives to live their values both at home and at work.
Capacity Building: Investing in not-for-profit effectiveness PWC foundationVolunteer Canada
The document discusses PricewaterhouseCoopers Canada Foundation's (PwCCF) efforts to build capacity and empower community leadership. PwCCF provides strategic consulting, industry expertise, and resources to not-for-profits. It has launched a round table initiative to develop a shared language on capacity building and foster collaboration between corporations and not-for-profits to strengthen investments in the sector. The initiative includes publishing thought leadership, mapping corporate-community investments, and broadening discussion through social media and local round tables.
4 d is a corporate foundation for you karen cooperVolunteer Canada
This document discusses whether a corporate foundation is appropriate for a charity. It outlines the key types of registered charities - charitable organizations, public foundations, and private foundations - and compares their structures, funding sources, and operations. The document then examines advantages and challenges of establishing a corporate foundation, including increased protections but also greater administrative burdens. It poses questions for organizations to consider around assets, fundraising, control, and staffing implications of creating a separate foundation.
Strategies to stand out & build partnerships. By Jocelyne Daw.Volunteer Canada
This document provides strategies for non-profits to stand out and build partnerships through developing a strong brand. It discusses how UNICEF transformed its brand to focus on childhood survival. The key points are:
1. A brand goes beyond visuals and messaging to represent the expectations and beliefs people have about an organization.
2. Breakthrough branding principles include discovering authentic brand meaning, integrating it organization-wide, rallying ambassadors, developing 360 communications, and mobilizing external communities.
3. Strong brands unite organizations, drive strategy, and rally communities to accelerate impact. Research provides insights to transform brands and mobilize action.
Early bird foundation insights.ic.devon diane steveVolunteer Canada
This document summarizes a presentation about foundations and successful partnerships. It discusses trends showing foundations are the fastest growing type of charity and have more assets. Foundations can diversify funding and be long-term partners. Steps to success include preparation, research, following guidelines, and being prepared to collaborate. Partnership examples show foundations providing initial funding that led to major programs. Insights emphasize the value of foundations and resources for learning about them.
Creating social & business value for TELUS & our local communities. By Jill S...Volunteer Canada
TELUS has learned six lessons in corporate philanthropy. They are: 1) integrate giving with business strategy; 2) align business practices with causes; 3) enable employee/retiree giving; 4) engage customers; 5) use social media; and 6) create social enterprises for social and business impact. TELUS integrates giving to build brand and support strategy. They align practices like reducing paper use with environmental causes. Programs enable employees to donate and volunteer for causes they care about. TELUS engages customers in causes and treats them as advocates. They use social media like Facebook to create viral movements. Finally, TELUS creates social enterprises for both social change and business impact.
The document discusses how nonprofits can raise more funds by selling their impact to "impact buyers" rather than relying solely on traditional donors. It argues that nonprofits should measure their outcomes and social impact more systematically in order to market these to potential impact buyers like social investors, beneficiary payers, corporate partners and service providers. The document provides examples of impact buyers and outlines a new approach for nonprofits to understand buyers' needs, quantify their impact, and make the business case for how partnering with the nonprofit can create value for the buyer.
The document discusses a small business that focuses on bold designs, brilliant words, and making a big difference through generosity. It highlights the company's history and values of giving generously through community initiatives like a give-a-thon, where the company donated their services to help local charities and non-profits. The business strives to live their values both at home and at work.
Capacity Building: Investing in not-for-profit effectiveness PWC foundationVolunteer Canada
The document discusses PricewaterhouseCoopers Canada Foundation's (PwCCF) efforts to build capacity and empower community leadership. PwCCF provides strategic consulting, industry expertise, and resources to not-for-profits. It has launched a round table initiative to develop a shared language on capacity building and foster collaboration between corporations and not-for-profits to strengthen investments in the sector. The initiative includes publishing thought leadership, mapping corporate-community investments, and broadening discussion through social media and local round tables.
This document discusses partnerships between businesses and communities. It focuses on the long-standing partnership between Sears Canada and the Boys and Girls Club of Canada (BGCC). The partnership began in 1965 and has generated over $8.2 million in financial donations for BGCC initiatives. Sears engages stakeholders like customers, employees, communities, suppliers, and shareholders in supporting BGCC through programs, volunteerism, grants, fundraising events, and executive involvement. The partnership is held up as a model for lasting corporate citizenship and community investment.
This document provides an overview of sponsorship and philanthropy trends in Canada. It discusses how the sponsorship industry has grown significantly over the past decade and now accounts for $1.55 billion annually. Most sponsorship funding goes to sports, causes, arts, festivals and events. The document also outlines how properties can enhance their social missions through sponsorship by gaining alternate funding and exposure for their organizations, and how they can help sponsors achieve measurable returns on investment and objectives.
How to engage and encourage employee volunteering in smb. By Cathy Taylor & D...Volunteer Canada
The document discusses employer-supported volunteering in Guelph and Wellington County. It notes that most employers are small and outlines a membership program for employers to help facilitate volunteering. The program would provide tools and resources to help employers establish volunteering policies and opportunities. Metrics on volunteering and the goals of increasing engagement are presented. Challenges and lessons learned emphasize relationship building, flexibility, and making it easy for employers to participate.
This document discusses how partnerships with non-profit organizations can contribute to a corporation's "Return on Integrity". It argues that integrity has become imperative for businesses due to issues like the recession, short-term thinking, and expectations of social purpose. Partnerships are presented as an indicator of a company's integrity. The document contrasts the old paradigm of transactional cause marketing with a new paradigm where partnerships leverage internal and external resources and foster transparency, honesty and trust to drive business value and social outcomes alongside financial returns.
Bridging volunteer experience to career development reva cooperVolunteer Canada
This document introduces tools and resources called Skills-Plus that are designed to help non-profits structure volunteer opportunities to develop workplace skills and competencies. It describes the six Skills-Plus tools, which include a volunteer opportunity template, sample opportunities, a competency matrix, and a skills-based volunteering card game. The purpose is to facilitate linking volunteer experience to career development so that non-profits, workplaces, and volunteers can better define and measure the benefits of employer-supported volunteering.
This document discusses partnerships between businesses and communities. It focuses on the long-standing partnership between Sears Canada and the Boys and Girls Club of Canada (BGCC). The partnership began in 1965 and has generated over $8.2 million in financial donations for BGCC initiatives. Sears engages stakeholders like customers, employees, communities, suppliers, and shareholders in supporting BGCC through programs, volunteerism, grants, fundraising events, and executive involvement. The partnership is held up as a model for lasting corporate citizenship and community investment.
This document provides an overview of sponsorship and philanthropy trends in Canada. It discusses how the sponsorship industry has grown significantly over the past decade and now accounts for $1.55 billion annually. Most sponsorship funding goes to sports, causes, arts, festivals and events. The document also outlines how properties can enhance their social missions through sponsorship by gaining alternate funding and exposure for their organizations, and how they can help sponsors achieve measurable returns on investment and objectives.
How to engage and encourage employee volunteering in smb. By Cathy Taylor & D...Volunteer Canada
The document discusses employer-supported volunteering in Guelph and Wellington County. It notes that most employers are small and outlines a membership program for employers to help facilitate volunteering. The program would provide tools and resources to help employers establish volunteering policies and opportunities. Metrics on volunteering and the goals of increasing engagement are presented. Challenges and lessons learned emphasize relationship building, flexibility, and making it easy for employers to participate.
This document discusses how partnerships with non-profit organizations can contribute to a corporation's "Return on Integrity". It argues that integrity has become imperative for businesses due to issues like the recession, short-term thinking, and expectations of social purpose. Partnerships are presented as an indicator of a company's integrity. The document contrasts the old paradigm of transactional cause marketing with a new paradigm where partnerships leverage internal and external resources and foster transparency, honesty and trust to drive business value and social outcomes alongside financial returns.
Bridging volunteer experience to career development reva cooperVolunteer Canada
This document introduces tools and resources called Skills-Plus that are designed to help non-profits structure volunteer opportunities to develop workplace skills and competencies. It describes the six Skills-Plus tools, which include a volunteer opportunity template, sample opportunities, a competency matrix, and a skills-based volunteering card game. The purpose is to facilitate linking volunteer experience to career development so that non-profits, workplaces, and volunteers can better define and measure the benefits of employer-supported volunteering.
Bridging volunteer experience to career development reva cooper
Petite entreprise. Grande difference. Judy Nyman fr
1. Conceptions audacieuses. Mots brillants.
Grands cœurs.
Petite entreprise. Grande différence.
« La chose importante qu'il faut garder en tête est qu'il ne faut jamais attendre une minute pour
commencer à changer le monde. »
— Anne Frank