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The views and opinions set out therein do not necessarily represent the position of Irish Aid


This guide is developed under the framework of the project on: “Developing a Sustainable Civil Society Sector in Vietnam” funded by Irish Aid and coordinated by The Asia Foundation (TAF) in Vietnam. The project has been implemented from March 2014. The project has 3 corresponding components, each of them aims at developing domestic resources to sustain Vietnam’s civil society sector: 1)

Strengthen the fundraising strategies and capacity of CSOs in Vietnam1;

2)

Promote business understanding and engagement with strategic giving2;

3)

Support advocacy for an improved policy environment for CSOs funding3.

The Centre for Education and Development (CED) is responsible for all content included in this guide which in no way reflects the views and concepts of Irish Aid.

1 2 3

This component is implemented by the Centre for Community Empowerment (CECEM) This component has been implemented by CED This component will be implemented by business associations with support from CED


GUIDE ON STRATEGIC PARTNERSHIPS FOR CORPORATE PHILANTHROPY AND COMMUNITY SUPPORT FOR VIETNAMESE BUSINESSES


CONTENTS Acknowledgements 3 The Center for Education and Development (CED) 3 PART 1: WHY CORPORATE PHILANTHROPY? 1.1. Corporate philanthropy concepts 1.2. Creating value through philanthropic investment 1.3. Benefits of philanthropy for businesses

5 5 5 7

PART 2: STEPS TO DEVELOP A CORPORATE PHILANTHROPY PROGRAM 2.1. Define the objective of your corporate philanthropy 2.2. Develop a corporate philanthropy strategy 2.3. Allocate resources and make a budget 2.4. Make and publicize a policy for philanthropic support 2.5. Evaluation

10 10 11 11 11 12

PART 3: DEFINING GOALS, ACTIVITY AREAS AND SELECTING POTENTIAL PARTNERS 3.1. Conduct preliminary researches 3.2. Why companies should align public good and benefits of core businesses? 3.3. Selecting partner organizations or strategic partners for effective implementation of corporate philanthropy programs

13

PART 4: HOW TO IDENTIFY RESOURCES NEEDED FOR PHILANTHROPY PROGRAMS 4.1. Identify resources for philanthropy programs within the company 4.2. Determining a budget for corporate philanthropy programs or activities

21

PART 5: ESTABLISHING POLICIES FOR CORPORATE PHILANTHROPY PART 6: EVALUATION

25

13 13 18

21 24

26

APPENDIX 28 Appendix 1: Additional questions in determining 28 the goals of the corporate philanthropy program Appendix 2: Questions to ask when considering a request for cooperation of funding from organizations

29

Appendix 3: Channels and ways of cooperation that businesses can use

30

Appendix 4: Additional questions and suggestions to develop policies for corporate philanthropy

31

Appendix 5: References

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LIST OF FIGURES Figure 1: Design philanthropic program on different scales regarding disaster risk management

6

Figure 2: Creating value through philanthropic investments

7

Figure 3: Benefits that philanthropy can bring back to companies

8

Figure 4: Steps to build a corporate philanthropy program

10

Figure 5: Areas that businesses are interested in providing support

14

Figure 6: Development of philanthropy programs linked with any parts of the value chain

15

Figure 7: An example of how to identify a philanthropy program for a company in the tourism sector

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Figure 8: An example of how to identify a philanthropy program for a business in construction material production, manufacturing, and sales

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Figure 9: An example of How to identify programs to support businesses that use natural resources (water and forest) as their main inputs for production

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Figure 10: Business assets for social investments

21

Figure 11: Steps to measure program success

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LIST OF TABLES Table 1: Corporate philanthropy creates value among four business dimensions

8

Table 2: Budget template for a corporate philanthropy program

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Acknowledgements

The Center for Education and Development (CED) would like to express sincere thanks to Irish Aid for their financial support to conduct researches, conferences and creating this document and The Asia Foundation (TAF) for their frequent and continuous technical support during the compilation and finalizationof this guide. We especially would like to thank the Vietnam Young Entrepreneurs Association, Start and Improve Your businesses (SIYB) in Ho Chi Minh City, Vietnam Creative Entrepreneurs Club (VCE club), and Vietnam Chamber of Commerce and Industry (VCCI), central branch for the great and committed cooperation and support. They have cooperated with CED to organize forums to promote corporate philanthropy in Vietnam, create opportunities to discuss and agree on

concepts, review the trends worldwide, and most importantly, to discuss specific steps to promote strategic and effective corporate philanthropy in Vietnam. Results of those discussions and debates have been incorporated into and/or formed the content of this guide. We would also like to thank the organizations, businesses, and individuals who provided their feedback and opinions to improve the guide. We cannot say thank enough. We hope that the guide will provide useful information for businesses that are interested in corporate philanthropy, community support and engagement activities. More detailed information and guidance can be found at: http://tuthiendoanhnghiep.com/. The Center for Education and Development (CED)

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Business leaders should understand that a high quality of life in locations where businesses are operating goes hand-in-hand with a healthy business environment


INTRODUCTION

Business leaders should understand that a high quality of life in locations where businesses are operating goes handin-hand with a healthy business environment. When the local community suffers, businesses also suffer. They will see that they will have trouble attracting and retaining employees and customers. Thus corporate philanthropy will bring benefits not only to communities but also to businesses. Most Vietnamese businesses, especially small and medium sized ones (SMEs), are interested in and eager to respond to community needs. However, most of them do not have a specific plan for guiding and leveraging the distribution and use of their contribution in an effective manner. Up until now, apart from short-term support or responses to emergency support (mainly by cash) there are few businesses participating in more long-term and strategic programs or commitments that contribute and address public concerns on environmental or social issues. In order to embed corporate philanthropy into day-to-day business culture and operations, it should not only support when it has a finance surplus, but should align with the company’s core business

operations. Companies can also leverage other important resources such as skills, technologies, talents and competencies for corporate philanthropy programs if the objectives of the philanthropy programs align with the company’s business goals. It is worth noting that businesses can be strategic in their approach regardless of scale. At a time when many businesses are under significant pressure - due to both reductions in income and an increase in community needs and issues for support - developing a clear corporate philanthropy strategy can help businesses direct their investments to the activities or organizations that are likely to have the greatest impact both for communities and for businesses.

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About the guide

This guide was designed for staff and leaders of businesses, business associations, company funds and foundations looking at ways of becoming more effective and impactful with their corporate philanthropy programs. This guide will help leaders and staff of these organizations to develop a corporate philanthropy strategy or improve an existing one through basic steps: from understanding “corporate philanthropy” around the world and why it should align with the core business, to defining objectives, areas and activities to support, finding potential partners, choosing what to give, making a giving budget, developing a policy, and finally, evaluating a program’s results and impacts for the next planning cycle.

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The guide includes the following major parts:

select a partner/partners to effectively deliver the programs and activities.

Part 1: WHY CORPORATE PHILANTHROPY?

PART 4: WHAT TO SUPPORT?

This part will mention some definitions and types of corporate philanthropy used by organizations and foundations around the world. This part also includes feedback from Vietnamese businesses on what benefits philanthropy brings to their businesses and why they provide support. PART 2: OVERVIEW OF STEPS IN DEVELOPING A CORPORATE PHILANTHROPY PROGRAM

Businesses have many important resources and assets that are meaningful for communities and development, but they have not been mobilized and leveraged. This part will guide businesses to define and allocate available resources for corporate philanthropy programs. PART 5: DEVELOPING A POLICY FOR CORPORATE PHILANTHROPY PROGRAMS

This part summarizes the steps needed to develop a philanthropy plan. Companies of any size can refer to and follow these steps to conduct philanthropy programs in a more professional and effective manner.

Well-written policies will not only guide and protect but also benefit businesses. This part will help businesses to make an internal policy for the company in supporting philanthropy. To make this work, the company must become professional and transparent.

PART 3: DEFINING AREAS TO SUPPORT AND SELECTING POTENTIAL PARTNERS

PART 6: EVALUATING YOUR CORPORATE PHILANTHROPY PROGRAMS

This part will guide businesses to define their objectives, areas and activities for corporate philanthropy programs, align these with core business operations and

This part will introduce basic and simple steps for evaluating the results and impacts of activities and programs that companies support.

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This part will mention some definitions and types of corporate philanthropy used by organizations and foundations around the world. This part also includes feedback from Vietnamese businesses on what benefits philanthropy brings to their businesses and why they provide support.


PART 1: WHY CORPORATE PHILANTHROPY?

1.1. Corporate Philanthropy Concepts According to businesses around the world, today, philanthropy is different to traditional charity in its scale and the way it tackles root problems4. Many businesses also think that corporate philanthropy should have the goal of improving the lives of all citizens5. In short, corporate philanthropy is community support work carried out with the backing of businesses. Often, it attempts to solve the root of a social problem. It is not carried out exclusively for business benefits, but corporations may indirectly benefit. It is made up of cash or in-kind donations, volunteering and partnerships, and can be part of a wider program of Corporate Social Responsibility (CSR)6. This is the concept used in this guide. 1.2. Creating Value through Philanthropic Investment Instead of considering corporate philanthropy as giving back to the community, nowadays many businesses consider it as a social investment as it not only creates benefits for the community, it also benefits the company. This is because in the long run it can bring back a return on investment for businesses. Therefore, these activities are supposed to be associated with businesses’ main operating activities and are categorized as responsive philanthropy, strategic philanthropy and catalytic transformative philanthropy. 4 5 6

Responsive Philanthropy Grants help communities sustain themselves for the short and long-term, respond to crisis, and they can provide a matching gift to encourage and support employees in their giving and community work. Responsive philanthropy in Vietnam often focuses on giving to people in special circumstances, disaster relief, poor people and patients. In Vietnam, this type of philanthropic investment still attracts great business attention and support. Giving could be in cash, goods and services, or volunteer services from employees. Strategic Philanthropy Strategic Philanthropy investments are actively managed to achieve results that directly align with the company’s business interests. These philanthropic investments are more directly aligned with the company strategy, allowing businesses to extend expertise and other resources to boost such investments to achieve larger social impacts. In Vietnam, companies have been investing in this type of program. There are examples of partnerships between businesses and non-profit organizations that provide support and services to implement programs that are beneficial to both businesses and communities. For example, signing contracts to supply input materials

Investopedia (http://www.investopedia.com/) Theo Truit (http://truist.com/) This has been used by many NGOs, Foundations, and corporations in many regions around the world and it has been accepted by Vietnamese businesses and business associations involved in this program.

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for companies while creating employment and income for local communities.

needs through the core business and its value chain.

Catalytic Transformative Philanthropy

Catalytic Transformative Philanthropic Investments can happen by design or grow from initiatives that start as Responsive or Strategic Philanthropy initiatives. For example, a company currently supporting a disaster relief program responsive to community needs as soon as they are called for. They can then move to support more strategic programs such as preparedness and prevention to minimize the loss so they do not have to spend on relief. If they have any products and/or services that can contribute to promote effective prevention and preparedness this can increase community and business resilience (for example, technologies applied in early warning, prevention and more effective responses), (Figure 2).

This type of philanthropy incubates and supports initiatives with the potential to drive large changes and meet complex social challenges. Such investments become catalysts for social and business innovations and changes. Although the line between Strategic and Catalytic Transformative philanthropy can be blurred, the key differentiator is the scale of impacts and the transformative effect on the businesses strategy or the way it manages its operations and supply chain. When successful, they advance the business towards the “shared value� business model that can create lasting benefits for society and also the business by meeting social

Figure 1: Design philanthropic program on different scales regarding disaster risk management

CATALYTIC

Support developing new services and technologies to improve effectiveness of prevention, preparedness and rescue; (early warning, ICT, equipment)

STRATEGIC

Support prevention and preparedness, support existing projects

RESPONSIVE

Disaster relief Emergency assistance through the provision of free services and goods during disasters

03 02 01

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The three categories of investment – Responsive, Strategic and Catalytic – build on one another to create increasingly robust value and engage other resources in the business to create greater impacts and benefits for society and the business alike. Aligned and integrated corporate philanthropy drives the public good and benefits the core business (figure 2)7.

Figure 2: Creating value through philanthropic investments Responsive

Catalytic

Economic value

1.3. Benefits of philanthropy for businesses Vibrant communities have healthy networks of philanthropic and educational organizations, which are supported by volunteers’ time and financial contributions from local citizens and private businesses. From this, social, economic and environmental issues can be addressed. When the local community suffers, businesses also suffer. They will see that they will have trouble attracting and retaining employees and customers. Business leaders should understand that a high quality of life in locations where businesses are operating goes hand-in hand with a healthy business environment. Thus corporate

Strategic

Environmental value

_1_ Responsive _2_ Strategic _3_ Catalytic

Social value

philanthropy will bring benefits not only to communities but also to businesses. Corporate philanthropy brings benefits for both businesses and communities8 According to a quick survey conducted

Figure 3: Benefits that philanthropy can bring back to companies9 Improving ethics and commitment of the employees with business

58%

Improving the business’ image

58%

Promoting environmenrt work, pride & strengthen the role of business with community

53%

Attracting and retaining employees

37%

Strengthening relationships with customers

37%

Partnership opportunities with local leaders

34%

0

7 8

10

20

30

40

50

60

70

Increasing Impacts, Enhancing value, A Practitioner Guide to Leading Corporate Philanthropy, page 22. Summarized from interviews and surveys CED conducted with businesses involved in this project so far.

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with 74 companies after they participated in the forum on how to promote philanthropic support among Vietnamese businesses in Hanoi, Da Nang and Ho Chi Minh City, 87% of businesses said that philanthropic support brings benefits to their business. Supporting philanthropy can help businesses to create a positive image in their community, strengthening relations with customers. Furthermore, this will create opportunities for businesses to be in contact with the community and local authority leaders where companies have operations or provide goods and/or services (figure 3). When businesses are helping communities to address the root cause of problems they are facing, the expected results will also help to improve the quality of living where businesses are operating, and create a healthy environment for businesses. Thus the value of corporate philanthropy as part of CSR is to create value among four business dimensions (indicated in table 1 below):10

Tax benefits In Vietnam, grant support is generally not allowed to be charged as a legitimate operational cost of a company11. Therefore, if the business does not have a welfare fund, they will have to use a percentage from company interests after taxes. This is the reason why there are not many companies in Vietnam interested in tax benefits. However, the Amendment of the Business Income Tax Law, effective from 1 January 2014, article 9 stipulates that the following support would be tax deductible12:  Donations for education of target groups and having proper documents as stipulated and guided by the Ministry of Finance (including vocational training support).  Donations for medical support for the defined target groups and having proper documents as stipulated by the Ministry of Finance (MoF).  Donations for disaster relief and recovery for the defined target groups and having proper

Table 1: Corporate philanthropy creates value among four business dimensions Growth Return on capital Risk management Management quality New markets New products New customers/ New clients Innovations Reputation/Differentiation

9

16

Price Premium/Market share Capital efficiency Human efficiency

Regulatory risk Reputational risk License to operate Supply chain/ Security of supply

Leadership Employee development Adaptability Long-term strategic view

Based on a quick survey conducted with 74 companies after they participated in the forum organized in the framework of this project

10

Adapted from “Assessment from CSR programs” McKinsey & Co., July 2009

11

According to the law on Business Income Tax, Circular 128/2011/TT-BTC

12

Please see specific guidance from the Circular 96/2015 (dated 22 June 2015)

GUIDE ON STRATEGIC PARTNERSHIPS FOR CORPORATE PHILANTHROPY AND COMMUNITY SUPPORT


documents as defined by the MoF (Circular number 130/2008).  Donations for building houses for the poor and for the defined target groups and having proper certified documents as defined by the MoF (Circular number 130/2008).  Donations for government programs in difficult areas (including building local bridges).  Donations for target groups that are subsidized by the government.

 Donations for scientific researches. Companies should consult with tax accountants and tax advisors to find out what kind of donations and/or contributions are likely to have tax benefits (tax deductible or can be charged in to business costs according to the current laws and regulations). Further and updated information can be found here: http://tuthiendoanhnghiep.com/.

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This part summarizes the steps needed to develop a philanthropy plan. Companies of any size can refer to and follow these steps to conduct philanthropy programs in a more professional and effective manner.


PART 2: STEPS TO DEVELOP A CORPORATE PHILANTHROPY PROGRAM

Most Vietnamese businesses, especially small and medium sized ones (SMEs), are interested in and eager to respond to community needs. However, most of them do not have a specific plan for guiding and leveraging the distribution and use of their contribution in an effective manner. Up until now, contributions have been largely focused on short-term support or in response to an emergency (mainly in the form of cash donations). There are few businesses participating in more long-term and strategic programs or commitments that contribute and address public concerns on environmental or social issues while

bringing benefits for their business. Despite the size and scale of a company, efforts upfront will help assure that they will make informed decisions on when, how and what causes to give to, and make contributions or investments effectively and as intended. It is worth noting that businesses can employ strategic approaches and develop strategic corporate philanthropic plans regardless of scale. Developing a clear strategy can help businesses direct their investment to the activities, programs or organizations that are likely to have the greatest impact for both communities and for businesses.

Figure 4: Steps to build a corporate philanthropy program

1

Define goals/ objectives

2

Develop a strategy, program or activity

3

Allocate resources and make a budget

4

Make a policy for philanthropic support

5

Evaluate

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Any company can develop a philanthropy program by following these steps. 2.1. Define the objective of your corporate philanthropy The first step in developing a strategic corporate philanthropy program is to carry out research to understand the issues and challenges that communities are facing and what they hope to accomplish in their philanthropy programs. Doing some researches at this stage will help you to identify what organizations are working and funding in the areas that businesses are interested, what organizations or activities are having the greatest impacts, and what programs have not been successful. Based on the researches, businesses can then identify the corporate philanthropy programme’s goals or objectives that align with community needs and with core business interests. Companies can see more guidance in Part 3 of this guide. 2.2. Develop a corporate philanthropy strategy After defining goals and/or objectives, companies can elaborate on philanthropic program strategies, activities, and locations to achieve their set goals/objectives. While elaborating on activities and programs, companies should consider:  How the company is going to deliver the designed programs and activities (working directly with intended

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groups or communities or via other organizations or channels)  Appointing staff to be in charge of coordinating this work for your company  Defining criteria to select a project or a partner to support or collaborate  Defining criteria and benchmarks to evaluate the progress and impact of the strategy 2.3. Allocate resources and make a budget Based on the defined goals/objectives, activity areas, and locations, the company will allocate available resources for its philanthropic programs. If the current resources are not adequate, the company will have to think about where additional resources can be mobilized (from employees and their families, customers, other businesses or partner organizations). At the moment, most companies have used two methods to identify their budget for corporate philanthropy programs:  Expenses that can be charged as business operational expenses before tax  Percentage of surplus after tax To identify resources and budget to allocate for philanthropy support, it is necessary to consult and involve financial, marketing/sales, and personnel departments. Companies can


find more detailed guidance in Part 4 of this guide. 2.4. Make and publicize a policy for philanthropic support Upon completion of the steps 1-2-3, businesses need to develop a system for considering philanthropic support and contribution, including internal written guidelines for documentation, decision making and responses with clear criteria and mechanisms for support. This written policy should be open to employees, customers and other related stakeholders, to mobilize their support and active participation in the implementation. If the companies have specific and clearly written programs, they can also mobilize further support from other business partners or stakeholders to expand the scope of the programs so they could have a larger impact on communities and society. A clear and well written support policy can also facilitate contributions from their employees and their families.

to proposals and requests that are not in line with the company’s agreed policies. 2.5. Evaluation When the corporate philanthropy plan is developed and implemented, the company should set up a time to review it to evaluate the impact of the program both to the community and to the business, at least once a year and adjust as needed. Please see guidance in Part 6 of this guide.

At the moment, in Vietnam, there are many organizations (for example: Fatherland Front; massbased organizations, funds for the poor, projects that are run by the government but mobilize budgets and contributions from businesses and public, etc.) approaching local businesses and organizations for funding. Therefore, this should be accounted for while developing a philanthropic plan and should be clearly defined in the corporate philanthropy policy. When the business has a transparent and well written policy, it can easily respond

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This part will guide businesses to define their objectives, areas and activities for corporate philanthropy programs, align these with core business operations and select a partner/partners to effectively deliver the programs and activities.


PART 3: DEFINING GOALS, ACTIVITY AREAS AND SELECTING POTENTIAL PARTNERS

3.1. Conduct preliminary researches The first step in developing a giving strategy is to carry out researches on the issue or issues that organization plans to address through its giving. Doing some research at this stage will help you identify what organizations are working or funding in this area, what organizations or activities are having the greatest impact and what programmes or tactics have not been successful. Some guiding questions to help businesses to begin their research:  How much is known about the issues/problems the business proposes to address?  What changes are needed in the area?  Who is working to address the issues/ problems?

additional support where more detailed information is needed. 3.2. Why companies should align public good and benefits of core businesses? The key to a successful corporate philanthropy program lies in knowing what kind of activities and programs you will develop and why your business should be involved. One way to do this is to determine where your company’s interests intersect with the needs and interests of the community and society. By clarifying your criteria and engaging your community and employees in developing the philanthropy program and aligning the community and your business interests, you can:

 Are other organisations funding in this area?

 Easily find your partners or groups to cooperate;

 How can your business’s support make a difference?

 Respond more easily to solicitations and requests from organizations, individuals, or groups;

Conducting research will make it easier for businesses to set goals for their philanthropy and to make judgments about approaches that are most likely to help businesses to achieve these goals. Businesses may also consider commissioning research or seeking

 Limit the number of unsolicited or unwanted requests that you will receive that are not in line with your objectives;  Assure that your contributions are used for the causes that you care

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about, in ways that you envisioned and expected;

 Make your contribution more meaningful and effective; bringing back benefits for both communities and companies.

 Businesses can maintain necessary support as they can leverage other resources and assets of their businesses (voluntary time of employees, technologies, talents, expertise), not only provided when there is a financial surplus;

Companies should have a strategic plan in order to meet the demand of society, bring opportunies for businesses as well as take advantage of their resources. An overview of steps are presented below. (see Figure 5).

Figure 5: Overview of steps to build a corporate philanthropy program

CSOs/ NGO

CONDUCT EVALUATION

MAKE A POLICY FOR PHILANTHROPIC SUPPORT

STEP

04

ALLOCATE RESOURCES AND MAKE A BUDGET STEP

02

- Environmental protection: Climate change, disaster risk management - Education: Support for children, ... - Community development: poverty alleviation, agriculture, forestry ...

STEP

05

STEP

03

Society’s needs

DEVELOP A STRATEGY, PROGRAM OR ACTIVITY

THE IMPACT ON THE ENVIRONMENT AND SOCIETY

Businesses

Business associations

Step 1 Define goals/ objectives Enhanced credibility

Business assets

THE MOBILIZATION OF RESOURCES FOR INVESTMENT, PROJECT SIZE AND SCALABILITY

- Market expansion: New products, new markets ... - Enhance credibility - More healthy business environment - Improved efficiency (management, costs, ...)

BUSINESS OPPORTUNITIES

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- Human resources: expertise, skills ... - Product - Facilities - Finance: (sponsorship, gifts and artifacts ... - Network provider customers - Reputation


To identify areas where companies can allocate resources and invest in the long run, companies should put questions: in programs that the company supports, apart from good causes for society, for communities or for the environment, do they help the company achieve one or many of the objectives described below?  Expanding the market: reaching a new market, new clientele, or creating new products/services.  Expanding sale networks: increasing the number of agents and/or distributors in new areas or groups of potential clients or clienteles.  Strengthening or increasing credibility and visibility of the company: promoting brand and products through matching the name of the company to a public good or value of a community or society. These values can be reflected in input materials, supply chain, and outputs of the companies (for example: health and safety for the environment and community).  Improving human resources for companies: improve well-being and motivation in the work environment, improving skills, thereby increasing productivity and the quality of products and services provided.  Ensuring sustainable and quality resource inputs at reasonable prices that ultimately increase profits for businesses.  Improving quality and/or creating new technologies and/ or subordinating technologies/ industries: for example, creating new environmentally friendly technologies.

 Improving infrastructure to create an accessible and enabling environment for business operations.  Supporting initiatives to create an enabling and healthy environment for business operations.  Improving proficiency of the corporate governance and management systems to save costs and then providing quality goods and services at reasonable prices for communities. With these approaches, based on the core of business operations, you can develop effective philanthropic strategies for your business, meeting the needs of the communities and society while at the same time supporting the sustainable development goals of your own company (see Figure 6, 7, 8, and 9). Similarly, any business can identify a more strategic program or identify an existing program for long-term support. Through supporting and implementing these programs; companies can develop and broaden their network of partners and potential markets; finding new ideas and potential partnerships. Therefore, when companies decide to support more strategic philanthropic programs, they should analyze potential impacts as well as related stakeholders (Figure 9). With the above-mentioned approaches, companies working in education, health, and supporting children sectors can develop and/or select programs to support. For more information and guidance, please visit the site: http:// tuthiendoanhnghiep.com/.

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GUIDE ON STRATEGIC PARTNERSHIPS FOR CORPORATE PHILANTHROPY AND COMMUNITY SUPPORT

DEALERS

- Education - Environment - Society

RETAILERS

CONSUMERS

BUSINESSES

- Cooperatives - Small Businesses - Families - Disadvantaged groups

DISADVANTAGED GROUPS

WHOLESALERS DISTRIBUTORS

INNOVATION - EFFICIENCY

PROCESSORS

COMMUNITY’S NEEDS

PRODUCE

Capital, human resources

INVESTMENT + PARTNERSHIPS + COOPERATION

BUSINESS OPERATIONS

Technologies

Materials/inputs

Business associations

CSOs/ NGO

Shared value on: - Economy - Environment - Society

Figure 6: Development of philanthropy programs linked with any parts of the value chain

Cooperation

26 Develop industrial sector of businesses

Innovate to improve efficiency of businesses’ value chains

Form products and market to meet the demand of customers, society and environment


Figure 7: An example of how to identify a philanthropy program for a company in the tourism sector

SUSTAINABLE ECONOMIC GROWTH, STABLE SOCIO-ECONOMIC DEVELOPMENT

Improve environmental quality Community benefits

Improve tourism services Sustainable development of tourism sector

Reduce unemployment rate/ create jobs Poverty alleviation

Income and job creation for local communities Improve skills for local workforce, better access to job markets Improve environment conditions, improve quality of life, public health and safety... Improve skills to students to have better access to job market Improve quality of living of local populations

Business benefits

Increasing revenue for tourism sector

Support programs for creating live livelihoods and employment for local communities Vocational trainings (culinary and hospitality) Improve environment conditions in tourist areas (raising awareness, public education, support cleaning activities) Support students apprenticeships in business ad administration, finance, tourism schools... Improve intrastructure

More diverse services and products for tourism purposes More professional and friendly services for sustainable tourism development Creating revenues for businesses Improve landscape and sanity attracting more clients and retaining old clients Improve future human resources for tourism sector Facilitate the develop of tourism activities and services

Support

ORGANIZATIONS AND LOCAL COMMUNITIES

BUSINESSES Funding , in-kind donations

Expertise, support to effectively deliver the programs at community levels

Human resources (skills, expertise, tour guide , voluntarily services) Ideas, initiatives (customers needs and expectation )

Knowledge and skills (meeting community needs), local practices... Monitoring and evaluation skills Mobilize additional resources

Other assets: Available equipment, services Mobilize additional resources (customers)

Partnership

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Figure 8: Examples of how to identify a philanthropy program for a business in construction material production, manufacturing, and sales

SUSTAINABLE ECONOMIC DEVELOPMENT , ENVIRONMENTAL PROTECTION

Minimize the damage caused by natural disasters and climate change

Benefit for communities

Market expansion Promote products Development of new products to meet market demand disaster resilience and adaptation to climate change)

Enhancing the quality of human resources in the construction industry Environmental protection, community development

Benefits for businesses

Preservation of cultural values

Improve environment Better preservation of historical and cultural relics Improve practical knowledge and skills for students Improve access to job markets and opportunities Improve prevention and preparedness for communities, minimize losses of communities and businesses alike

Support activities for environment protection, preservation of historical and cultural relics and works Support for improving quality of human resources (Support activities at architectural and engineering universities, apprenticeship‌)

Company image, branding Fulfilling missions and supporting the vision of the company Improving future human resources for the whole sector or for its own businesses Branding (products and companies) Expand markets and clienteles

Provision of products and technical services, and advices for households, schools (retrofitting and adapting to climate changes

Support

ORGANIZATIONS AND LOCAL COMMUNITIES

BUSINESSES Funding, products and services

Expertise, support to effectively deliver the programs at community levels

Human resources (expertise, technologies, volunteer time) Ideas and initiatives (for retrofitting )

Knowledge and skills (meeting community needs , local practices‌)

Technical support and expertise

Monitoring and evaluation skills

Mobilize resources from related stakeholders (customers)

Mobilize additional resources Partnership

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Figure 9: How to identify programs to support for those businesses that use natural resources (water and forest) as their main inputs for production

CONTRIBUTE TO REDUCING THE NEGATIVE IMPACT OF CLIMATE CHANGE, REDUCING THE FREQUENCY OF NATURAL DISASTERS

Social and Environmental Goals

BENEFITS FOR COMMUNITIES

BENEFITS FOR BUSINESSES

Sustainable livelihood Benefits

Results

Philanthropy Programs Activities

Reduce extreme weather events

Sustainable forest management Plantations Support livelihood of forest dependent communities

To ensure stable supply of input materials

Improve community awareness on climate change, disaster prevention

Better governance, management systems and operations of businesses (save costs, energy)

Improve quality of water resources

Minimize losses caused by natural disasters

Reduce heat caused by increased temperature

Waste treatment

Disaster prevention and preparedness

Human resource development

Support or provide preparedness training for businesses in the supply chain

Staff training programs

Waste separation, treatment from the sources

Improve quality of human resources (training)

Students apprenticeship

Government Support policy, funding

Resources/ Inputs

Additional resources, encouraging business philanthropic investments

Nonprofit/NGOs Advice on program development, management and evaluation Mobilize resources

Businesses Funding Human resources/ technologies, solutions Products and services

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The more clearly the program is designed, the easier companies can assess the results, impacts and benefits of the programs brought back for both communities and businesses. (Please see examples on the following site: http:// tuthiendoanhnghiep.com/).

In order to professionalize the corporate philanthropy field and meet the needs of businesses and communities, companies should cooperate with organizations with trusted networks of partners or sharing the same objectives and/or value with their businesses.

3.3. Selecting partner organizations or strategic partners for effective implementation of corporate philanthropy programs

Below are some of the reasons why strategic partnerships can add value to your corporate philanthropy.

While defining the goals, objectives, and activities, depending on company capacity, the company can decide on how to mobilize support from other partners to ensure the program is designed and implemented in a professional and effective manner. The following questions need to be answered: Do you need to collaborate with experienced and professional organizations to deliver what you have planned? Do you need to cooperate with other businesses to leverage resources and expertise? Experience shows that a philanthropic program is more likely to be effective when its leaders are clear about what they want to achieve and how they will measure their progress. To ensure that your corporate philanthropy program is effective, you should partner with other organizations, for example professional associations, NGOs, civil society groups, service providers, private funds and/ or community-based organizations and groups. Especially when companies want to invest in longer term and more strategic programs, cooperation and partnerships with professional organizations are necessary to effectively develop and deliver planned activities and support. Why strategic partnerships are needed for corporate philanthropy? 30

GUIDE ON STRATEGIC PARTNERSHIPS FOR CORPORATE PHILANTHROPY AND COMMUNITY SUPPORT

Creating business value and social or environmental benefits. Businesses cooperating with other professional organizations can result in measurable business and social or environmental benefits such as reduced costs, reduced risks, new market development and enhanced brand value along with reduced environmental impacts in the company production line, operations or supply chains. Raising the bar on environmental performance and/or social equality. Innovation arising out of partnerships can create comparative advantages for a business trying to address social and environmental problems. Leveraging skills, perspectives not available in the organization: Strategic partnerships can help businesses address issues that they may not have the expertise, skills or resources to manage on their own. CSOs and/or NGOs can provide a valuable outside perspective as well as a testing ground for the effectiveness of business approaches to a particular issue. Building respect and credibility for corporate philanthropy as well as NGO work in Vietnam: Strategic partnerships in corporate philanthropy can help both sectors to build trust and credibility in the society.


Providing independent validation: Strategic partnerships in corporate philanthropy programs can provide independent “third party” validation of a company’s claims of the environmental or social benefits of a project. Helping achieve long-term vision. Most leading companies and organizations have long-term goals and visions, though they are often pre-occupied with short-term priorities in their day-to-day operations. A partnership project designed to address a longterm issue can help provide the external push needed to realize longterm goals. Some suggestions for companies to identify a partner Companies can use the following criteria to identify a potential partner:

options). In addition, companies may consider the following: A. Should a company focus its resources on partnering with one or more organizations to create greater impacts? B. Spreading your support to many projects and programs so you can be involved in many areas. C. Strategic partnership with one organization (a non-profit or CSO) to implement a program or activity as part of the supply chain of the company (for example: supplying input materials, or providing certain parts of the production). Additional information on the types of organizations that a business can partner with is included in Annex 3.

A. Cooperate with organizations that have a similar vision, goals, and missions to that of the business. B. Cooperate with organizations that are addressing issues of concern to the business and employees, or issues or problems that are directly affecting the businesses operations. C. Cooperate with organizations that will allow your employees to volunteer their time and efforts. D. Cooperate with organizations that are important to your clients or clienteles. E. Cooperate with local organizations, volunteers or community based organizations where businesses are operating. Depending on the company resources, you can select one or more of the options above (normally you should take 2-3

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Businesses have many important resources and assets that are meaningful for communities and development, but they have not been mobilized and leveraged. This part will guide businesses to define and allocate available resources for corporate philanthropy programs.


PART 4: HOW TO IDENTIFY RESOURCES NEEDED FOR PHILANTHROPY PROGRAMS

4.1. Identify resources for philanthropy programs within the company. Instead of considering corporate philanthropy as giving back to the community, many businesses consider it as a social investment. So companies can leverage business assets for social investment13

The above resources can also be grouped into the following categories for internal planning purposes:  Direct cash  Support through grants or sponsorship (grants provided for projects, programs or sponsored activities)

Figure 10: Business assets for social investments

Products/ services Facilities Grant making

Network, tools

Matching gifts

Sustainable practices

Social enterprises Venture philanthropy (MRI, PRI)

BUSINESS

FINANCE

SOCIAL INVESTMENT

Volunteerism Skilled-based/ pro bono

HUMAN

Worker safety Cultural competency Inclusive practices

Suppliers

RELATION

Government Policymakers

REPUTATION Cause marketing License

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Increasing Impacts, Enhancing value, A Practitioner Guide to Leading Corporate Philanthropy, page 27

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 In-kind contributions (goods and services, use of equipment, assets and premises)  Strategic partnerships or contracts to use the services of non-profits, NGOs and CSOs and/or social enterprises (to conduct research, provide consultancy services for businesses, or provide input materials)  Voluntary time of company employees Below are suggestions for how to arrange and allocate resources for corporate philanthropy programs. Using Cash This is often called for support from employees and their families and clients. Many companies mobilize cash from employees for a variety of charitable activities. The company itself often provides a matching grant and/or contributes a set amount as well. Making grants and sponsorships A company can earmark a budget for investing in philanthropic programs. In case the companies do not have a fixed budget every year and wish to support philanthropy programs or cooperate with community partners to implement certain parts of the supply chain, the budget can be allocated from the company’s core business expenses (for example: marketing, advertisement, human resources development, provision of input materials, etc.) The company should consider carefully and should consult with their accounting and other related departments to see what grants and support will be charged to

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the cost category of the company before tax and what grant and support should be taken from the surplus after tax. In this way, the company can allocate a budget for annual philanthropy programs. When the company has decided what budget categories or lines to use for their philanthropy programs, it should make clear the budget sources and categories to avoid misunderstanding and confusion. For example, the company can use the budget for marketing or branding for funding an event organized in partnership with a non-profit or a community, and these costs can be charged as legitimate costs before tax. When the company uses their marketing/ branding budget, there are specific requirements along with it. For example, there should be a logo, and/or target groups (maybe a group of potential clients). These requirements should be made clear, discussed and agreed upon with the community or partners. Otherwise, the company will have to use their grant support budget to address any issues or concerns of the community and this must be taken from the surplus after tax. Employee/community relations and engagement Corporate philanthropy is more than providing funds; it is leveraging business expertise to help non-profits and community organizations more effectively execute their missions and help those in need. As such, providing employees with opportunities to share their business skills, such as volunteerism, with the organizations that the business is partnering with is a


way to build management and leadership skills while building capacity for partner organizations. Involvement in philanthropy programs also provides employees with a unique experience they can bring back to their employer and disseminate throughout the business or company. In addition, philanthropic partnerships and initiatives can also help companies retain promising talent while exposing them to new experiences. Allowing employees to use a portion of their time on work-related philanthropy lets them identify new strengths and potentially begin new career paths within the company. As such, leveraging the value employees place on businesses that benefit the community at large is becoming more critical. Therefore, the budget for human resource development or benefits for employees of a company can be used to support communities, which can be charged in the company expenses before tax. Companies can support events to engage their employees and the communities through training and education programs where employees can also participate. And the company can also consider this as an investment for human resource development. For example, if there is an organization or a community request for a cultural or sports event or a public education program for the community, employees and their children and family can also join. The company can support these events and can consider them as benefits for employees or expenses for raising awareness or building capacity for employees. However, these should be discussed with and supported by employees.

Promoting volunteering among employees is another way to promote corporate philanthropy in meaningful ways. There are many ways to get employees involved in volunteering for community programs or events using company time. The company can donate or support non-profit organizations with employees volunteering or donating in support. Employees can also organize events to raise funds at work to support a cause or a specific project. Cooperation contracts with or using the services of non-profits Some of the services provided by community organizations or professional non-profit organizations are to conduct research and consultancy for markets, product development, new technologies, supply of input materials, etc. for the company, and these costs can also be charged as legitimate costs before tax. Support by goods and/or services Donations of goods and services can expand your company’s philanthropy program. These contributions can consist of products, supplies, property or excess inventory. They can also include services such as printing, website development and the use of meeting rooms. Offering non-cash giving options enables your company to help achieve its philanthropy program goals in any case, and meet more community needs than can be met by giving cash alone. In-kind donations and support are tax deductible within certain limits and also can be calculated and accounted in the philanthropic budget.

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4.2. Determining a budget for corporate philanthropy programs or activities Based on the identified resources, the company can make a budget to know how much it will allocate. Of course, the amount of your company budget that goes to philanthropic programs will depend both on business and personal goals, and your comfort zones. Here are some specific questions to consider when establishing a budget:  How much of your contribution will be tax deductible? How much will be charged as company costs before tax?

 How much money did your company contribute in previous years?  Based on the goals, activity areas and resources identified, can the company afford to give more?  Can the company mobilize the budget from other stakeholders (employees, customers, suppliers, distributors)? A clear budget gives you a framework in which you can make your philanthropy decisions and it provides an easy way to keep track of your contributions throughout the year. An example of a simple budget template:

Table 2: Budget template for corporate philanthropy Description Grants/ Sponsorships Marketing/ Branding Human resources development Goods and/or services Time of employees Total budget

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Amount Note


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Well-written policies will not only guide and protect but also benefit businesses. This part will help businesses to make an internal policy for the company in supporting philanthropy. To make this work, the company philanthropy will become more professional and transparent.


PART 5: ESTABLISHING POLICIES AND PROCEDURES FOR CORPORATE PHILANTHROPY

Activities, projects or programs that businesses will invest in: Based on the goals, objectives and areas identified according to the guidelines under part 3, companies will provide a list of areas that they will invest in and this should be clearly indicated in the corporate philanthropy policy. The size of the company, the cultural context, the concerns of key stakeholders and the expertise within the business are all variables to consider in building a portfolio (indicated in part 1.2 of the guide) which should be indicated here. What cannot be financed will also be indicated in the policy. Criteria and initiative prioritization: The company should develop basic criteria for selecting the projects to invest or support. These should be important criteria for measuring the success of the project or the return on investments. The criteria may include:  Environmental or social impacts: Do these projects address any significant social or environmental impacts on the company? For a company, it is important to consider the benefits accruing not only within the company’s operations, but also upstream in the supply chain and downstream in product use and disposal.

guide will help businesses determine these criteria.  Project scope: Can a project be developed that is both progressive and manageable? Contents and activities developed in section 3 and 4 will inform this part. Leveraging potential: Can the results of the project be replicated in other parts of the company, other industry players, government agencies, NGOs, CSOs or the community at large? Some answers to the questions raised in part 3.2 of the guide will help the company fill out these criteria. Resources for investment: results from part 4 of this guide will form these criteria. In addition, the company can consider additional sources from employees, for instance, payroll giving. How the requests will be received, reviewed and decided on will also be indicated in the policy (additional questions for reference can be found in the annex 4).

 Business benefits: Will the project add business value? Answers to the questions raised in part 3.1 of the

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This part will introduce basic and simple steps for evaluating the results and impacts of activities and programs that companies support.


PART 6: EVALUATION

For long-term, strategic and larger scale projects, businesses have to apply methods for more systematic, detailed evaluation and monitoring to assess the impact of the project on the community and society, as well as the social benefits in terms of the investment for the business.

When businesses have specific philanthropic activities and programs, a clear purpose and objective are the basis for businesses to evaluate the philanthropy program. Based on specific questions, the business’ partners or philanthropy program officer can measure corporate philanthropy activities, and thereby adjust and plan for the next year.

While philanthropic organizations will not be able to prove that their investments have caused a particular change or result, they may instead look for persuasive evidence of impact, which may include:

Every year, companies should review and evaluate their philanthropic programs at least once. Answering the questions below will help businesses know whether they are taking the right approach to meet their set objectives, ensure that their support will be used in ways that the company wants, and has the expected impacts.

 Major benefits to the public  Outputs and benefits created  Expansion of knowledge  Helping to seed and develop new ideas

Figure 11: Steps to measure program success

RESOURCE INPUTS

ACTIVITIES

1 YOUR PLANNED WORK

2

OUTPUTS

3

OUTCOMES

4

IMPACTS

5

YOUR INTENDED RESULTS

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 Helping an existing organisation to change its approach  Catalysing an urgent social change In addition, the following questions can help the company to ascertain if it is moving in the right direction:  Are you comfortable with the amount of money you are giving? Does it fit your budget?  How well have your programs met the set goals?  How have the employees responded?  Are you able to track how your company’s money was spent after you made a contribution?  Can you see and measure the results and impacts from your program?

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 Did you receive adequate acknowledgement for your contribution?  Has the agency to which you contributed kept in touch with you effectively?  Do you want to become more involved with any of the organisations?  Which activities or contributions will you repeat? Why?  Are there any new issues or projects which you would like to contribute to?  Are there any non-profit organisations that you plan to support again?


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APPENDIX

Appendix 1: Additional questions in determining the goals of the corporate philanthropy program  Is the impact on the social issues from the program being seen by and brought to life, to the relevant authorities or outside people, as well as their communities?  What are the social issues that require business leaders and initiators (that the government cannot solve)?  What issues are businesses concerned about? How will the corporate philanthropy program help businesses build relationships with stakeholders and important markets? Who and how should enterprises pay attention to (the person or agency) in order to build those relationships?  What are the assets and resources of the enterprise? Can these capabilities and resources be provided to society?

from their corporate philanthropy programs? Which database does the enterprise use to measure and evaluate benefits? A clear, precise goal will include the following:  The type of change that is sought (a situation, a condition, the level of knowledge, attitudes, behaviour)  The level at which the change should appear (at the organisational, partner/grantee level, or at the beneficiary level; if at the beneficiary level, this description could include whether individuals, families, communities or regions should be affected)  Whether the desired change is absolute, relative or steady (protecting or preserving something favourable)⁹  Detailed descriptions of the target groups that include:

 How can businesses demonstrate their role and position in solving social and environmental problems?

 The geographic area

 The target population (by age, gender, income level, etc.)

 How can businesses take advantage of the skills, experience and knowledge of employees to support philanthropy programs?

 The specific type of services provided

 Limitations to accessing services

 Quality standards of service

 Knowledge/awareness to be developed

 How can businesses evaluate and measure the results and benefits to the enterprise and to society

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Appendix 2: Questions to ask when considering a request for cooperation of funding from organizations Evaluating the support requests from individuals or organizations is similar to how you would evaluate other business opportunities. This process also has general requirements and has to answer some basic questions.  Make sure that the agency or unit requesting support is a non-profit organization which is registered under the law and has virtue in implementing activities, in case you want to have tax benefit.  How much does the organization request and how will it be used? How many people will benefit from the grant?

Determine whether it is an effective and credible organization. Please consider the following questions:  Does the organization have clear vision and missions?  Does the organization have support from the community?  Does the organization have clear financial requirements and specific disclosures?  Does the organization have experience in implementing effective programs and prestige in the community?  Are the organization, projects and programs appropriate for the purpose of your business?  Do the employees or customers support or benefit from these activities?

 Are the organisation’s accounts audited (if required) and available?

 How will the organization address donors (logo, media…)?

 Does the organisation produce an annual report?

 Does the community know the organization?

 Are the organisation’s mission and vision compatible with those of your businesses?  Can the organisation show that its strategy is appropriate given its goals?

The following are some of the channels and methods that businesses can leverage for implementing their corporate philanthropy programs:

 Can the organisation show evidence of its impact?  Does the organisation have a good reputation amongst other donors?

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Appendix 3: Channels and ways of cooperation that businesses can use Channels for Strength/Advantages cooperation/support

Remarks

Direct support and implementation by companies

Direct giving to beneficiaries and groups that the company wants to support.

If the staff of a company is not competent in philanthropic support, donations may not be as effective as expected, as they do not really understand the target groups or beneficiaries that you support (psychology, real circumstances, expectations, and their capacity to use the support).

Support through CSOs, non-profits and NGOs

These organizations understand the needs of communities and understand the target groups that companies want to support or issues that companies are concerned about or interested in (for example: environment and education).

Management and/or administrative costs for coordinating and implementing the programs.

Effectively support the implementation of development programs and projects. Build capacity to evaluate programs as required by donors and businesses Support through business associations, corporate foundations/funds, or private funds

These organizations can mobilize further resources from other businesses in their network and members. Initiatives from businesses so they can easily match the needs of companies and communities alike.

Approaches may be different from businesses approaches, so it needs clear agreements and expectations from both sides and should be laid out clearly in the contracts. Cooperate with trusted organizations with visions and missions that are similar to those of the business. Capacity to design, develop and implement programs may be limited as they have not been involved directly with local communities and/or the implementation of community development projects, or have inadequate understanding about the areas that the companies want to support. Fundraising capacity is still limited (lacking the necessary skills for fundraising among business members). Capacity to network or leverage resources at community levels may also be limited.

Supporting existing and ongoing projects, or government progressive policies that are addressing social or environmental challenges

Leverage and save resources, initiatives, and ideas.

Other types or channels that businesses can use

Apart from the above channels, businesses have many other ways to offer support, including unofficial channels, especially in case of emergency support and donations.

Increasing resources for long-lasting and larger impact programs for society and the business as a whole.

Transparency is an issue as well. Company images and/or contribution may not be clearly identified in the overall program or projects. It is necessary to have clear plans and resources allocated and budgeted so companies can identify and see how their support contributes to the achievement of overall project or program objectives. All of these activities and potential support opportunities should also be accounted for in the philanthropic plan of a company.


Appendix 4: Additional questions and suggestions to develop policies for corporate philanthropy Below are some specific questions and suggestions to help companies to develop clear policies which will be supported by the company leadership and employees, who can then mobilize further support and resources from other stakeholders (customers, shareholders).

1.

Who will make the decisions?

2.

How often will you provide grants or support?

3.

4.

Business owners Managers A committee that includes (select all that apply):  Business owners  One or more managers  One or more employees  Staff responsible for marketing, public relations, advertising, human resources, R&D etc.

 Once a year  Twice a year  Quarterly  As needed, depending on frequency and number of requests from local organizations

If you receive requests for support from the community, from who will you accept requests?

 Employees  Customers  Anyone from the community  Only organizations that meet specified criteria (e.g. legal status, track record, thematic areas, geographic location)

Who will be responsible for collecting requests and ushering through the consideration process?

 All requests should be directed to the business owner(s)  All requests should be directed to a specific manager(s)  All requests should be directed to a designated representative(s)

5.

Do you want to produce written criteria describing the kind of projects and programs your company supports?

6.

How will you accept the requests?

7.

Are there any types of organizations and/or costs that the company will not support?

    

Over the phone In person Via email Website, online submission All of the above

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Appendix 5: References 1. The Council on Foundations, Increasing Impacts, Enhancing value: A Practitioner Guide to Leading Corporate Philanthropy, 2012; 2. Youth Bridge Community Foundation, Business Guide to Giving; Gateway Center for Giving, Spring 2014; 3. McKinsey & Company, Business’s Social Contract: Capturing the Corporate philanthropy opportunity, Committee Encouraging Corporate Philanthropy, New York, NY 10005; 4. Deloitte, The Global Guide to what counts: A Defining Moment for Corporate Giving, Committee Encouraging Corporate Philanthropy, New York, 2012;

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5. Leslie R. Crutchfield, John V. Kania, Mark R. Kramer, Do more than give: The 6 practices of Donors Who change the World, Foundation Strategy Group (FSG); 6. Deloitte, Developing The Global Guide to what counts: Expanding the Boundaries of Corporate Giving, Committee Encouraging Corporate Philanthropy, New York, 2012; 7. Daniel Island Drive, Charleston, Creating a Giving Plan for your small businesses, http://www. businessdoinggood.com/wpcontent/uploads/01-14.CORP_. BizGood.CreatingPlan.pdf, visited in July 2015.


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Guide on: strategic partnerships for corporate philanthropy and community support  

This guide was designed for staff and leaders of businesses, business associations, company funds and foundations looking at ways of becomin...

Guide on: strategic partnerships for corporate philanthropy and community support  

This guide was designed for staff and leaders of businesses, business associations, company funds and foundations looking at ways of becomin...

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