The Norfolk Community Foundation Good Giving Guide
N rfolk C mmunity F undation Helping to make Norfolk a better place
A resource for Norfolk businesses interested in charitable and community giving
Before we begin - Graham Tuttle
You might be reading this guide because your company wants to give. Or because you think you want to give. Or someone has suggested the idea and you’re the one tasked with finding out more about it.
Norfolk Community Foundation Norfolk Community Foundation is a charitable organisation which aims to build a stronger community in Norfolk by addressing the real needs which exist in the county. The Foundation sets out to promote philanthropy by encouraging and motivating organisations and individuals to give. It distributes grants to address immediate requirements, as well as building an endowment that will increase the level of funds available to address future needs over a long time.
Or maybe you’ve been giving for a while and want to hone your programme. Or the finance director has begun to question the cost of your philanthropy during choppy economic times. However you got here, you are on a journey. As with any journey, there are times when you can do with a few extra signposts to reach your desired destination. How do I approach community partnerships? What do I need to do as a leader? What do I report to the board?
The organisation already manages named funds for a range of businesses, charitable trusts and individuals.
This guide will give you solid information and advice in response to many of your likely issues. No guide could, or should, tell you precisely what to do because that would undermine your role in something very personal. The personalisation of a charity or community giving programme in accordance with your company’s strategic objectives will certainly make it more meaningful. If you simply remember that you are not trying to save the world – but that you can make a difference to the lives of people where you operate – you will make your choices simpler. On behalf of the thousands of people in Norfolk whose lives are improved by charity and community programmes through the generosity of Norfolk businesses, thank you for reading this guide.
Graham Tuttle, Chief Executive, Norfolk Community Foundation
The Good Giving Guide: Contents
1. Are you ready? A process checklist for the decision-maker 2.
The benefits of giving
3. Aligning your giving with corporate objectives
The right governance
6. What charities need
11 - 12
Services and Gifts in Kind – some ideas
Choosing a charity to work with
Different ways of giving
Being a “Giving Champion” in business
11. Making the most of the relationship
12. Risk control questions
13. How much does it cost?
The benefits of using experts
15. And finally…
Where are you now? A checklist for decision-makers
To note: community and charitable giving is one part of what is now commonly called Corporate Social Responsibility (CSR). There’s a vast amount of information available on CSR, good corporate citizenship and the more technical qualities of sustainability.
An overview of this process will give you some guide as to the journey on which you are about to embark. It doesn’t need to take long. But it will help you see where clear thinking can add to the quality of the programme you create.
Understanding company aspirations
Research of community needs
Matters relating to the environment, supply chains, equality, well-being and general business ethics all coexist and complement business charitable and community endeavours. A balance of these considerations is undoubtedly healthy for a forward thinking company which cares beyond its legal requirements.
Employee awareness, education and participation
For those new to CSR, a charitable giving programme is a simple and rewarding place to start – and can be an effective and strategic slice of corporate citizenship.
Partner research and selection
Programme planning, including measures of success
Placing resources (not just financial)
Programme roll out
Measuring and communicating success (reporting)
Understanding project impact
Feedback from project partners on both sides
Such a programme has natural cyclical qualities, whereby the outputs (measures) and outcomes (effects) feed into how you continue with the programme – the classic ‘Plan, Do, Check, Review’ cycle with which most business people will be familiar.
The benefits of giving
Before commuting and remote working were common place, a company’s ‘philanthropy’ was actually a tool to ensure a fit and healthy workforce was available to work the machines of the factories. That remains the case today with occupational health and well-being programmes for staff.
Benefits to your Company
In today’s world, CSR is much more than simply looking after staff. It has a greater external focus, and the benefits to both the company and wider society are more extensive and better understood.
2. Tax efficiency - companies can get tax relief on gifts of money to charities. These donations are deductible from the total profits when calculating Corporation Tax. The charity can claim exemption from tax on company donations.
1. Your marketing and PR efforts can be enhanced by helping the right cause, giving you valuable opportunities to communicate beyond your standard product and corporate message set.
3. Giving makes people feel good - especially when employees play a direct part in the relationship. Helping select the charity with whom you partner is good, but opportunities to volunteer and engage your people with a project or charity are even better. Closely engaged employees are more motivated ones – and less likely to take time off work. 4. Customers like it too - well-communicated programmes show commitment as a caring employer and a responsible corporate citizen. 5. Adds competitive advantage - consumers have a choice. When all else is equal, a company which is known for going the extra mile may win over one which has no such reputation. 6. Personnel development - can be achieved through volunteering and other forms of direct partnership. Large companies sometimes infuse time with charities into their leadership programmes, as it diversifies the organisational experience of candidates you want to progress – it gives people wider experience. 7. Team building through volunteering - a well-valued experience for most companies, either through times of change or as part of an away day to help individual bonds. Volunteering adds a more welcome dimension to an away day for many employees, and at the same time, performing an invaluable service for a charity group.
Benefits to the Community/Charity
8. Think local… the needs of your local community will resonate with your customers. Know your community issues and you’ll have insight into what affects local customers.
1. Make where you live a better place everyone wants to live in a happier, safer, healthier place, and your company is helping to achieve this on its doorstep. However large or small the programme, you will be making a positive contribution.
9. Networking with other companies in this field brings people together and can create unexpected opportunities to share knowledge and business connections. 10. A set programme saves company time rather than a hotchpotch of tactics and a pile of begging correspondence, you can efficiently make a difference through a concerted and strategic programme.
2. Business skills - imagine what your skills could do to increase the great work of a charity. Think of what you have in terms of leaders, finance experts, marketers, HR professionals – and how the charity could benefit in the long term to do more of what they do well.
11. Be a leader and show others that your company values go beyond your products and services. While it is clearly essential that these perform to their best, this shows an extra layer of personality.
3. Practical support - where volunteers are able to greatly improve the appearance of buildings or the landscape for a charity by carrying out practical tasks.
12. Recruitment - good people are attracted by good companies. Volunteering can be considered a gentle perk.
4. Social return on investment – it’s possible that what you are enabling a charity to do has a wider social return than first thought. Consider reducing youth unemployment, or groups which tackle anti-social behaviour (and reduce costs in indirect areas such as crime).
To note: Working with stakeholders on this last point, understanding a social return on investment (SROI) can take a long time and needs to be done thoroughly. It’s worth it because it binds you and the other project partners more strongly and is a powerful message for your stakeholders at all levels.
Aligning your giving with corporate objectives
Most causes are worthy, that’s why they are causes. Think: which is going to be the most worthwhile one for you? A strategic approach will work harder for both sides. Tactical one-offs are nice – often that’s about it.
Consider the emotional impact too: what do you wish to express through this programme? When people read about it, what do you want them to think and feel? Remember you’re not just giving for giving’s sake. Ask the workforce for their input or, without strategic intent, the message is, “Hey we’ve got so much we barely know what to do with it.”
Ask what your business wants to achieve (perhaps with the benefits in mind on the previous page). Who are you trying to reach and what messages will this send?
Make sure the cause is relevant to you and your company. If it isn’t, customers and employees will struggle to connect with it and you will shed value. If it is clearly connected, the congruence will resonate and your partnership is likely to last longer and achieve more. Employees are more likely to sign up to volunteering or fundraising. It’s simply more sustainable.
Is it about your external reputation as part of the sales and marketing effort? Is it about understanding a new market – and connecting the charity to this? Perhaps it is a new product which relates to a community issue?
Probably the best relationships are formed where there is both a practical and emotional connection between you and the organisation.
Is it about employee benefits? Or employee/ leadership development? Is it about attracting new employees through enhanced local reputation? Is it about current or future needs? National or local markets? Which elements of the community does your business most affect? Is it environmental? Young people? Healthrelated? Define your cause (or ask Norfolk Community Foundation to help – see box). What common denominators do you share with local issues? Perhaps your customers are young people. How about older people? Which economic groups are of critical importance? Explore the demographic connections with your customer and client base. Keep them in mind.
If this guide doesn’t answer all your questions about giving, if you need more information about local charities and how to help them, or if you need help constructing a Corporate Social Responsibility strategy, contact Norfolk Community Foundation, which offers a professional CSR consultancy service, and will work with you to design a philanthropy package that is tailored to your needs.
Work with a charity who will feel the benefit of your programme
Programme and partnership design
Plan your programme, large or small. In the absence of a clear purpose, responsibilities, procedures and a few other fundamentals, it’s likely to drift – or run aground.
The level of your communications can allow a project to live or die. You need your employees engaged – as they are advocates and probably a core measure of success.
Charities will also appreciate this. There are examples where the charity has actually suffered due to poor planning and a heavy-handed engagement. Remember, this may be new to them too and collaborating adds to the fun.
Set the timing – be up front, and don’t promise the earth if you don’t know what next year will hold or if this is a trial. Annual programmes and one off projects are fine – be up front about this.
Critical success factors in charity and community giving include:
Build your programme incrementally. Long term partnerships are built over time and are all the more solid as a result.
A programme lead – on both sides. On your side it can be an outside expert with experience from other programmes.
The right size: if one partner is too large or too small it can lead to problems. Also, if your activity is likely to be modest, work with a charity who will feel the benefit of your programme. You’ll get much more out of each other.
Ensure the time it takes to be a programme lead is understood by their manager – too often this is not considered or not recognised as part of an annual performance review.
Your ability to adapt: you are not dealing with another business so understand this when you are planning a programme. While you don’t treat this like a business negotiation, you do have to be clear about the project scope. You can always find common ground.
Based on your driving reasons (and strategic alignment) create a mission statement for the corporate giving programme. It’s very useful for marketing internally and externally. Set the budget – whether it is matched funding (more on this later) or a direct contribution, a one off for a set project or instalments. Establish the ways of giving and see what the implications are tax, legal and admin-wise so as not to upset your accounts team (or anyone else) with unexpected problems to solve. In fact, they can help create this side. They are the experts after all.
The right governance
Set the right rules of engagement from the beginning and you can save problems downstream.
By all means break any of these rules rather than create something which is so processdriven it bores everyone rigid (and becomes a huge turn off ).
Policies: they send out a good message from the board – ‘we back you’. Do you need a refreshed corporate responsibility, community or volunteering policy with this new programme? Within these you can outline what is not acceptable in terms of requesting donations from suppliers (this relates to the Bribery Act, covered in a little more detail later).
BUT PLEASE do not break this one Ensure the safety of everyone involved on both sides, at all times, with the correct insurance, health and safety and child protection measures. You have a similar set of responsibilities when they are ‘on your time’ as when they are ‘in your office’.
Create an exit strategy. This is enormously helpful so a charity can budget appropriately and not set activities in motion which fail when funds are dry. Be prepared to say no. You may well be inviting a number of organisations to ‘pitch’ themselves to be your staff ‘charity of the year’ after shortlisting a number of suggestions. Be clear about this from the start. Community networks or committees can work well, especially if you have a wider employment location spread. Give participants a terms of reference and the time to do this work. Have a clear decision-making process, as you would with any other part of your business. Keep minutes and records of meetings with the charity – you’ll be glad you did in the unlikely case of a dispute. As above, measures need to be in place: what are the inputs and outputs? Decide your ‘must haves’ and ‘could haves.’ Encourage feedback and create dialogue at all times. How are you going to review this programme? Or get the honesty of input that can make it better next time around?
What charities need
employment law issues, marketing experts could help a charity to promote itself, social media experts could help spread the word about the good work being done by the charity and retail experts could help improve the look of a high street charity shop.
Charities need money, of course, because financial donations to charities and voluntary groups are often – but not always – critical to their ability to continue to support the people most in need in our communities. Monetary donations may take the following forms:
rustees - business people have knowledge T and experience that would be of great benefit to a charity if they were to take on the role of a trustee (see box overleaf for the kind of qualities and skills that charities are looking for).
Volunteers - did you know that volunteering has been nominated as one of the nation’s favourite pastimes? The range of volunteering opportunities that your staff can get involved in is vast. It can be anything from one-off, practical tasks such as painting, gardening, planting trees or stewarding at community events, to ongoing support such as mentoring students and providing them with positive role models or career advice. Volunteers with good communication skills could help to produce newsletters and other publicity material, press releases or grant applications.
Capital Costs - to support building costs or for specific equipment.
Project Activity Costs - supporting a specific activity.
Operational Costs - supporting the charity with their general running costs.
Supporting charities is not just about giving money. It’s good to know in the current economic climate that there are so many other ways to help charities and make a real difference in your community. The examples below are just a small selection of the ways in which you could help.
hampions - is someone in your company C passionate about a local community issue and wanting to make a difference? Could your company help to raise awareness and encourage other local businesses to take part? If you are based on an industrial estate or in a retail centre with other tenants, why not persuade other businesses to join in with some collective actions to link with the local community and make a positive difference?
Professional Expertise - business people can strengthen the work of a charity, for example by helping to define aims and objectives, develop a business plan, financial planning or fundraising. Accountants could help advise a charity on how to run more profitably, legal experts could advise on premises or
If you are only interested in volunteering as a stand-alone entity, then you are well advised to look up Voluntary Norfolk.
Being a Trustee Charities appoint Trustees to cover a wide range of skills, but in general many coincide with the kind of skills commonly found in businesses â€“ governance, finance, marketing and communications, people management and so on.
Voluntary Norfolk exists to promote, support and develop volunteering and the work of voluntary organisations, encouraging recognition and understanding of the value of the voluntary sector in the achievement of individual well-being and an inclusive and fair society.
The Charity Commission has an excellent guide to being a Trustee at www.charitycommission.gov.uk/ publications/cc3.aspx.
This is achieved by promoting, developing and supporting volunteering, enabling people to contribute their time, skills and talents for their own and for the communityâ€™s benefit, together with supporting the growth and development of voluntary organisations and community groups. This encourages social inclusion by the engagement of local people in community regeneration and development. www.voluntarynorfolk.org.uk
Services and Gifts in Kind â€“ some ideas
Building Materials - are you a building company that may have materials left over at the end of a project? Why not donate them to help a charity running a refurbishment project? Catering - are you a food retailer or catering company that could offer to supply refreshments for charity meetings, networking events or childrenâ€™s camping activities? Events - do you have access to PA equipment, lighting, scaffolding, marquees, gazebos or portable toilets that could be used at a charity event? IT Equipment - do you have spare hardware or software that you could donate to a charity? Could you offer IT advice to a charity on an ad-hoc basis? Languages - do you have members of staff who can speak a foreign language? Could they offer translation services to a charity to enable them to reach out to more members of the community?
rinting - do you have printing or copying P facilities that a charity could use to reach their members or clients?
Raffle Prizes - could your company offer a raffle, tombola or silent auction prize that would boost the fundraising efforts of a local charity?
ponsorship - could you sponsor an award S scheme, charity event, sports kit, media coverage, vehicle branding, scholarships, promotional or educational materials?
Advertising - could you place an advert for your company in a charity brochure? Sponsorship is not just another way of donating money to a good cause but should be seen as a business arrangement between two professional organisations. It has added benefits of publicity for your company or your products, as well as funding for the charity.
Stationery - do you have surplus stock that a charity could use? Are you moving or closing an office? Anything that could help a charity reduce their operating costs or reduce the cost of running an event would be valuable.
Leaflets - could you add a charity leaflet to your regular customer mail shots?
Local emergencies - would you be prepared to offer help during emergency events such as flooding? Your practical or emotional support for the local fire, rescue and counselling services could make a real difference to people in times of crisis.
Telecoms - are you a Telecoms company that could help a charity set up an answering or callrouting service? Or do you have capacity in your contact centre?
Managerial holiday cover - small charities may cease to function if their volunteers are on holiday or ill. Could you offer short term help to cover a busy period?
Meeting Rooms - do you have office space that you could make available for charities to use on a regular or ad-hoc basis?
Painting - are you a decorating company who could offer materials or a member of staff to supervise a team of volunteers?
Plumbing - are you a plumbing company who could offer your services at the offices or retail store of a local charity?
Training - are you a training company that runs courses that charities would benefit from? Could you offer charities places at a reduced cost or a short course tailored to their needs?
Transport - could you provide transport for members of a charity to attend a networking or publicity event? Or vehicle servicing? Are you a local garage that could offer to service the car or minibus belonging to a charity?
Web Design - are you a design company that could offer to overhaul a website for a charity and give them a fresh new look?
Work Experience - could your company offer internships or work experience to a charity beneficiary or student? 13
Selecting the right cause requires a range of techniques
Choosing a charity to work with
6. On the plus side, it’s okay to have charitable messages alongside sales messages. In fact, it predisposes customers to think better of you when they see charitable messages.
You may be thinking, “We get many requests already, why not just choose one of those?” This gives even more reason why you need to select carefully. You are not alone – many companies spend a lot of time fielding enquiries. Why not put this effort into something that works for you?
7. Undertake due diligence as some basics are important to know your contributions are protected and well-used.
There are all kinds of social needs out there and this guide has discussed how to align your company to strategically-aligned causes. Selecting the right one requires a different set of techniques. Here are some considerations:
8. If you want to hold a ‘beauty parade’ as part of your shortlisting, don’t trouble too many charities to come in or it will confuse employees.
1. At first, don’t publically spread the word that you’re ready to donate and don’t waste money advertising.
9. Encourage a presentation by the selected charity and tell all your staff – because your employees are the ones who will make your partnership sing.
2. Fact find through the Norfolk Community Foundation, or ask other companies who they have used to assist them. See what’s out there in terms of third party support, but always keep your root or centre cause in mind. Don’t be swayed by the pet projects of your consultant/helper.
Norfolk Community Foundation is uniquely placed to advise on where the need is within our county, and make suggestions for causes and organisations to support. Its CSR consultancy service can help your business to find a cause which is aligned with your own company’s objectives.
3. You may want to ask for staff suggestions – but if you do that then communicate the cause areas you think are aligned to your business. 4. If you have a national customer base and a national workforce then your shortlist needs to reflect that. If you are national but have one major employment community, this needs to be reflected in your shortlist. Consider a split programme – national awareness with local volunteering or fundraising. They can work side by side. 5. Large scale voting campaigns are good for engaging employees and customers. Set up a simple mechanism for this to work effectively, perhaps via a free online survey and questionnaire tool such as SurveyMonkey. Be aware that passions can run high and be on the lookout in case undue pressure is applied for one cause over another - it can happen.
Be sure to enable all your employees to participate â€“ whether they are full or part-time 8
Different ways of giving
“Don’t go to the pub tonight. Please stay in and give us your money. There are people dying now.”
Volunteering as a reward – perhaps as part of a flexible benefit package or new business incentives
We’ve come a long way from Sir Bob Geldof’s animated rant during Live Aid in 1985. Still, the worldwide event is reported to have fundraised around £40m from a very simple proposition.
Matched funding – again, a tax efficient way of matching, or contributing to, personal employee fundraising efforts. It can be a powerful way of a central programme which enables personal contributions to a cause of the fundraiser’s choice.
These days there are many different ways that you can enable charitable giving. Some businesses have flexible reward, incentive and recognition programmes for staff members who are active community supporters, including:
All or some of these can happen alongside a centralised charity plan, or through a Norfolk Community Foundation Named Fund.
Salary sacrifice – as part of a flexible benefits package which can have tax advantages
Be sure to enable all your employees to participate – whether they are full or part-time.
Time off to fundraise for the charity directly – perhaps with collections at major events or bid-writing skills Payments for employee volunteering – payments for the number of hours or team days with a charity Paid time off needs to be understood and communicated via a policy approach
The challenges of being a ‘Giving Champion’ in a business Someone has to fly the flag for your organisation’s charitable giving (or thump the table in Geldof’s case). It doesn’t have to be the CEO, MD or a board member. It must be publically backed by one or all of those levels, however, because the following roles need to be fulfilled:
Be honest – if it doesn’t work for you or you can’t afford to keep a programme going, be honest with yourself, the charity and the staff. The chances are this won’t happen if you’ve spent the right time preparing the right relationship. As with bad news, deliver it with honesty and your integrity is less likely to suffer.
Participation of senior and junior employees is important. Don’t make it an ‘us and them’ scene with only head office or those at a certain rank having exposure to activities. Getting involved in activities such as volunteering can have interesting and positive side effects. Some companies utilise what’s known as ‘reverse volunteering’ whereby personnel higher up spend set time with those on the front line. The shared learning is often greater for the more senior person, but there’s no doubt it works both ways.
Recognition of the people who make it happen can make them feel a million dollars – pick up the phone, send vouchers. It doesn’t have to be flash. But conversely, stepping in for the photographs while someone else has done the work will go down like a lead balloon. Spread the word! You are by nature an ambassador for the project. Bring others along with you. There are various business networks out there with whom you can collaborate. By doing this, you will legitimise other business leaders to undertake the same.
Organisation is needed. It’s unlikely that this is the CEO – fabulous if they have the time but it’s not likely. It is worth getting a small team together to deliver a meaningful programme. As a leader or decision maker you can be a point-of-call for such a network group. They will appreciate it for certain decisions and it’s good for governance. Why not select future leaders to lead this and report to you?
It’s a virtuous circle at a time when people are giving less to charities generally. By all means, send this guide to other industry and professional connections.
Determination will be required. You will face opposition, hurdles – internal and external obstacles. If you keep your key aims in focus, then these can be overcome. Be open minded – and never stop looking for the big idea. Take ideas and feedback from anywhere which is offering them to you. This is an opportunity to connect with people with whom you would not otherwise connect.
Making the most of the relationship
It’s perfectly legitimate to gain a return on your community programme. For large-scale PLCs ‘Community Investment’ can be a mainstay of their annual corporate responsibility reporting.
Few people will know about your programme, its benefits or your role as a community leader if it’s not properly communicated.
The total number and percentage of employees who have participated The total number of volunteering hours
The percentage of the total available time you set aside for this
It could be that you get personal or company satisfaction from a direct sponsorship or even a naming opportunity for a project, home, room (via a direct donation). That would be fine. Better still is to monitor deliverables, measure effectiveness and promote success stories in collaboration with the charity.
The salary cost of ‘given time’
All financial giving through various schemes mentioned The projects which happened as a result of all giving
Set your measures at the beginning of the programme and remember to keep measuring them: it is easier than trying to do it at the end of the year. And even include new or unexpected results which crop up. Monitoring and measurement is a key part of the Norfolk Community Foundation’s service.
The social return on investment (and anecdotal evidence from affected communities and families plus your employees) Take a picture of every volunteering day or project (do not get hung up on company branding when you do this – it rarely looks fitting)
These may create a great story later down the line. (e.g. what about your performance stats for volunteering vs non-volunteering employees? Perhaps a team identified a more efficient way of working for your firm following a session with the charity).
Customer satisfaction score and feedback
Good uses of measures Get your marketing or public relations to include this in their planning and make the most of marketing your success Internal media from intranets to screen-savers, emails to manager meetings Externally through print, electronic and social media channels – work with the charity to do this. Plan and share the exposure with joint messages.
risk control questions
t s i l k c e Ch
ght tion mi h a s i n a g or uc in your project. Itâ€™s m ing e s r e v a r he risk- partnership o r in stress-test t h c i h w st w the checkli approach a ne oes a little fur a s i e r He ou ut g d iate as y nce section, b c e r p p a eters an a m n r a r e a v p o g ical like the cenarios. d logist n a l a i s c t an difficul your fin he charity? ? d e n fi e t d by 10% h t u p i o u w y t e n m v e ts w 3 Hcoa mmunicated the ect cos ct? j o r p e e proje th h f t i t n a o h t ou t? W carried afford i n u e o e y b n k ity hec 3 Ca nt activ checks safety c i o d j n r a o h ring ealt ion oluntee child protect Has a h v a n i 3 ht ed e involv ed with the rig n o y r e v t d to 3 Ias deequately protaencce? arrasse b m e e r â€™d b nd insu ich you h w g n i (CRB) a ? yth ublicity o do an t p t e u v i o t i b pos you a aper? ady for e r u o 3 Areread about in the p s y nd are which i a g n w i o h t n e ek n to som ustomers? t peopl o h i t g i u r b e i r h t nt ts c sitive co mployees or i o 3 Do p a n g makin ss, its e lebratio u e e c o n i y y s e n u r a b om 3 Arelevant to your ering fr e t n u l o ev ated th follows it? r e a p e s d natur h n c you i a e h e v w z a i l s H he 3 involving alcoho ing on t d n e p e ), d (or less e r o m y have You ma mmitment. co of your
how much does it cost?
These questions do not only come from finance or accounts. It can also come from frontline employees.
The scale of your programme is up to you. Typical factors to understand need to include:
A short or long term project
A specific piece of sponsorship
A longer term relationship
Whether the donated amount is profit-linked
Charities are used to making your money go a long way. You might wish to start with a donation and work up from there, introducing other elements as you begin to see and enjoy the benefits. Speaking of which, you might want to ask, “What can we do with £XXXX” or, “What can we do if we could only do one thing to help our local community,” and present the outcomes alongside the outlay.
Whether your donation is sales-linked (to a specific product or region)
Programme design, set up and administration
Add on considerations – insurance or physical kit for volunteers
What about the time of skills-based donations?
What about the upkeep of equipment-based lending? Project extensions (what if it’s going so well you want to do more?)
The benefits of external expertise
As with any new or unfamiliar area, there are commercial experts out there who can help your philanthropy strategically or administratively for a fee. The quality of your programme delivery depends much more on your attitude and preparation than it would do on your consultancy spend.
The right expertise, used at the right time, will provide smooth passage into the giving process and add value to you and the community organisation. These skills and services â€“ and the experience and expertise to offer them â€“ are a key part of what the Norfolk Community Foundation does. Its CSR consultancy service, its management of named funds, and its grant-giving service, can all help your company maximise the effectiveness of its giving.
However, there are undoubtedly benefits to harnessing someone elseâ€™s expertise, experience, resources, connections and problem-avoiding ability including:
Strategic alignment with company and cause
Assessing local needs
Finding the right partner
Creative programme design
Programme roll out
Understanding and communicating impact
We hope that this guide has provided you and your company with some honest reflections and invaluable advice. We hope you have found it useful – and we would be grateful for any feedback so that we can improve it for others.
How Norfolk Community Foundation can help The ways the Foundation can help businesses with their giving include:
Did it answer your questions? If it would help, get in touch with us and we’ll be delighted to assist further.
A fund that serves a dual purpose it gives out grants and provides an endowment for longer term giving
I’d like to leave you with this thought. What kind of business do you want to run, to work for and to buy from?
Norfolk 100: an affordable and effective way of giving
Fundamentally we have a choice, of how we do business, of how we treat employees, of where we work and from whom we buy.
Endowed Fund: investing to provide ongoing grant-giving into the future Revenue Fund: channelling your giving towards immediate grant-giving to meet current needs
If that choice were to be driven in part by our compassion – and passion – for the place we live and the communities within it, then we will be going some way to improving the lives of others close to us at a time when it’s much needed.
Charitable Bursaries: investing in educational opportunities for disadvantaged young people
Your business has a potentially enjoyable part to play in this.
CSR Consultancy: helping you align your giving with your corporate objectives.
Graham Tuttle, Chief Executive, Norfolk Community Foundation Email: firstname.lastname@example.org Tel: 01603 623958
Norfolk Community Foundation St. James Mill Whitefriars Norwich NR3 1TN Tel: 01603 623958 Fax: 01603 230036 Email: email@example.com Web: www.norfolkfoundation.com
LoveNorfolk We love it. We live it. We support it.