This document discusses developing a culture of strategic philanthropy. It defines strategic philanthropy as businesses, communities, and employees coming together to make a difference through employee engagement programs, giveback services, and tax reform initiatives. The document outlines a spectrum of philanthropic commitment from personal to corporate levels and strategies companies use like employee giving accounts, matching funds, and paid volunteer hours. It also discusses trends in charitable giving and how human resources functions can support corporate social responsibility and strategic philanthropy initiatives.
1. Developing a Culture of
Strategic Philanthropy
Dan Rashke
TASC – Chief Executive Officer, Owner
linkedin.com/in/rashketasc
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4. Did you know?
Employee engagement programs
account for more than $4 billion
in charitable contributions and
companies give more than $17 billion
to nonprofit organizations each year.
Source: America’s Charities, Snapshot 2015, ‘The New Corporate DNA: Where Employee engagement and Social Impact Converge’
16. Trends in Giving
Source: The Giving Institute, “Giving USA 2017 Report”
$400
1976 1981 1986 1991 1996 2001 2006 2011 2016
$390.05
$350
$300
$250
$200
$150
$100
$50
$0
Total Giving
1976-2016
(in billions of dollars)
17. Donation Trends
Source: BlackBaud Trend, “Analytics Q2 2017 Report”
5%
TYPHOON HAIYAN
& GOVERNMENT
SHUTDOWN
0%
-5%
-10%
-15%
0
WINTER
STORM JUNO
2012 2013 2014 2015 2016 2017
NEPAL
EARTHQUAKE
HURRICANE
SANDY
Five-Year
Donation
Index
Cumulative Rolling
12-Month Median
Change since Q2 2012
18. Donation Trends
Source: BlackBaud Trend, “Analytics Q2 2017 Report”
5%
TYPHOON HAIYAN
& GOVERNMENT
SHUTDOWN
0%
-5%
-10%
-15%
0
WINTER
STORM JUNO
2016
PRESIDENTIAL
ELECTION
2012 2013 2014 2015 2016 2017
NEPAL
EARTHQUAKE
HURRICANE
SANDY
Five-Year
Donation
Index
Cumulative Rolling
12-Month Median
Change since Q2 2012
19. Contribution Sources
Source: The Giving Institute, “Giving USA 2017 Report”
*All figures are rounded
2016
Contributions*
$390.05 billion by
source of contributions
Corporations
$18.55 billion
Requests
$30.36 billion
Foundations
$59.28 billion
5%
8%
15%
72%
Individuals
$281.86 billion
(Includes employee
engagement programs)
20. 55%
46%
of employees would choose to work for a socially
responsible company even if the salary was less.
This number is even higher with millennials.
of millennial employees are more likely to donate if
a co-worker asks them to. They are more likely to be
driven by ‘causes’ than an organization’s contributions.
Source: Millennials and Workplace Giving: ‘2015 Millennial Impact Report: Cause, Influence and the Next Generation Workforce’
21. Source: America’s Charities, Snapshot 2017, ‘What U.S. Employees Think About Workplace Giving, Volunteering, and CSR’
55%
More than 55% say it
is imperative or very
important to have an
easy-to-find platform
where you can register,
participate and
track hours online.
50%
Nearly half of
respondents say
having an online
platform is imperative
or very important
to having a positive
donation experience.
40%
More than 40%
of respondents say
an easy-to-use
online platform is
extremely or very
valuable to them.
29. CRISIS
FUND
CRISIS
FUND
Financial Giving Trends
Crisis Funds Since 2001, the
Associates in Critical
Need Trust (ACNT) has
provided more than
125,000 grants
totaling more than
$100 million
to associates in need.
Source: https://corporate.walmart.com/global-responsibility/community/associate-support
30. CRISIS
FUND
CRISIS
FUND
Financial Giving Trends
Crisis Funds
Source: https://news.starbucks.com/news/partners-helping-partners-the-starbucks-cup-fund
Partners Helping
Partners: The
Starbucks CUP Fund
has provided about
$14 million
in grants to more than
12,500 partners
32. Financial Giving Trends
FGA
[DISCUSSION DRAFT]
APRIL 5, 2018
115TH CONGRESS
2D SESSION
H. R. ll
To amend the Internal Revenue Code of 1986 to provide for flexible giving
accounts, and for other purposes.
IN THE HOUSE OF REPRESENTATIVES
Mr. POCAN introduced the following bill; which was referred to the Committee
on llllllllllllll
A BILL
To amend the Internal Revenue Code of 1986 to provide
for flexible giving accounts, and for other purposes.
Be it enacted by the Senate and House of Representa-1
tives of the United States of America in Congress assembled,2
SECTION 1. SHORT TITLE.3
This Act may be cited as the ‘‘Everyday Philan-4
thropist Act’’.5
SEC. 2. FLEXIBLE GIVING ACCOUNTS.6
(a) IN GENERAL.—Subsection (a) of section 132 of7
[DISCUSSION DRAFT]
APRIL 5, 2018
115TH CONGRESS
2D SESSION
H. R. ll
To amend the Internal Revenue Code of 1986 to provide for flexible giving
accounts, and for other purposes.
IN THE HOUSE OF REPRESENTATIVES
Mr. POCAN introduced the following bill; which was referred to the Committee
on llllllllllllll
A BILL
To amend the Internal Revenue Code of 1986 to provide
for flexible giving accounts, and for other purposes.
Be it enacted by the Senate and House of Representa-1
tives of the United States of America in Congress assembled,2
SECTION 1. SHORT TITLE.3
This Act may be cited as the ‘‘Everyday Philan-4
thropist Act’’.5
SEC. 2. FLEXIBLE GIVING ACCOUNTS.6
(a) IN GENERAL.—Subsection (a) of section 132 of7
EMPLOYEE
GIVING
ACCOUNT
35. HR Functions
HUMAN CAPITAL
PLANNING
PAYROLL
FACILITIES
RECRUITING/SELECTION
CAREER DEVELOPMENT
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
TALENT MANAGEMENT
REWARDS & RECOGNITION
CULTURE
SERVICE POINT OF CONTACT
EMPLOYEE RELATIONS
STRATEGIC HR: PEOPLE,
PROCESS & STRUCTURE
BENEFITS
ORGANIZATIONAL
CAPABILITY
COMPLIANCE
INSURANCE
CORPORATE SOCIAL
RESPONSIBILITY
HUMAN CAPITAL
& MANAGEMENT
STRATEGIC HR
OPERATIONAL HR
SAFE &
PROTECTED
ENVIRONMENT
EMPLOYEE RECORDS
36. HR Functions
HUMAN CAPITAL
PLANNING
PAYROLL
FACILITIES
RECRUITING/SELECTION
CAREER DEVELOPMENT
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
TALENT MANAGEMENT
REWARDS & RECOGNITION
CULTURE
SERVICE POINT OF CONTACT
EMPLOYEE RELATIONS
STRATEGIC HR: PEOPLE,
PROCESS & STRUCTURE
BENEFITS
ORGANIZATIONAL
CAPABILITY
COMPLIANCE
INSURANCE
CORPORATE SOCIAL
RESPONSIBILITY
HUMAN CAPITAL
& MANAGEMENT
STRATEGIC HR
OPERATIONAL HR
SAFE &
PROTECTED
ENVIRONMENT
EMPLOYEE RECORDS
37. HR Functions
HUMAN CAPITAL
PLANNING
PAYROLL
FACILITIES
RECRUITING/SELECTION
CAREER DEVELOPMENT
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
TALENT MANAGEMENT
REWARDS & RECOGNITION
CULTURE
SERVICE POINT OF CONTACT
EMPLOYEE RELATIONS
STRATEGIC HR: PEOPLE,
PROCESS & STRUCTURE
BENEFITS
ORGANIZATIONAL
CAPABILITY
COMPLIANCE
INSURANCE
CORPORATE SOCIAL
RESPONSIBILITY
HUMAN CAPITAL
& MANAGEMENT
STRATEGIC HR
OPERATIONAL HR
SAFE &
PROTECTED
ENVIRONMENT
EMPLOYEE RECORDS
38. HR Functions
HUMAN CAPITAL
PLANNING
FACILITIES
CAREER DEVELOPMENT
PERFORMANCE MANAGEMENT TALENT MANAGEMENT
REWARDS & RECOGNITION
CULTURE
SERVICE POINT OF CONTACT
EMPLOYEE RELATIONS
STRATEGIC HR: PEOPLE,
PROCESS & STRUCTURE
BENEFITS
ORGANIZATIONAL
CAPABILITY
COMPLIANCE
INSURANCE
CORPORATE SOCIAL
RESPONSIBILITY
HUMAN CAPITAL
& MANAGEMENT
STRATEGIC HR
OPERATIONAL HR
SAFE &
PROTECTED
ENVIRONMENT
EMPLOYEE RECORDSPAYROLL
RECRUITING/SELECTION
LEARNING & DEVELOPMENT
39. HR Functions
HUMAN CAPITAL
PLANNING
FACILITIES
CAREER DEVELOPMENT
PERFORMANCE MANAGEMENT TALENT MANAGEMENT
REWARDS & RECOGNITION
CULTURE
SERVICE POINT OF CONTACT
EMPLOYEE RELATIONS
STRATEGIC HR: PEOPLE,
PROCESS & STRUCTURE
BENEFITS
ORGANIZATIONAL
CAPABILITY
COMPLIANCE
INSURANCE
CORPORATE SOCIAL
RESPONSIBILITY
HUMAN CAPITAL
& MANAGEMENT
STRATEGIC HR
OPERATIONAL HR
SAFE &
PROTECTED
ENVIRONMENT
EMPLOYEE RECORDSPAYROLL
RECRUITING/SELECTION
LEARNING & DEVELOPMENT
