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Trends in Corporate Giving
Moderator: Kate Rubin, Teaching Fellow, Boston College Center for Corporate Citizenship
Christi Cruz, Senior Manager, Corporate Marketing & Community Investment, TELUS
Stephanie Lomibao-Parra, Senior Vice President / Environmental Social Governance Philanthropy Manager,
Bank of America
Christina Rehkop, Manager, Community Relations, Devon Energy
Ashley Rossman, Senior Manager, Community Engagement, BECU
@BCCCC
Kate Rubin
Teaching Fellow
Boston College
Center for Corporate Citizenship
ccc.bc.edu
© 2018 Center for Corporate Citizenship
Who is Giving What?
Source: Giving USA Foundation,
Giving USA 2017
2016 contributions: $390.05 billion by source (in billions of dollars – all figures are rounded)
© 2018 Center for Corporate Citizenship
Corporate Giving Over 40 Years
Corporate giving as a % of corporate pre-tax profits, 1975-2016 (in current dollars)
Individual giving
as a percentage
of disposable
personal income
Source: Giving USA Foundation,
Giving USA 2017
Trends in Corporate Giving
Stephanie Lomibao-Parra
@BofA_News @BankofAmerica @StephanieLomiba
Stephanie.Lomibao@bankofamerica.com
2018 International Corporate Citizenship Conference
Boston College Center for Corporate Citizenship
April 10, 2018
Los Angeles, CA
Council on Foundations. Increasing Impact, Enhancing Value
A Practitioner’s Guide to Leading Corporate Philanthropy. 2012.
Leveraging cause
marketing to drive social
and business value
Resilience, responsibility and results
Christi Cruz | Senior Manager, Community
Investment & Corporate Marketing
@TELUS | @mycispace
#1 Canadian telco
for brand reputation
Revenue at $12.8 billion
2nd largest telco in Canada
Ranked Canada’s #1 most trusted mobile provider
53,000 employees worldwide; 30,000 + in Canada
1st Canadian company to win the AFP International’s
most philanthropic award
Clarify ownership
Clearly define ownership of key decision
making both within your organization
and with charitable partners.
Create a social purpose driven
organization
Embed, Educate and Energize the
organization around one social purpose.
Leverage core capabilities
Align cause marketing with core
business capabilities, products,
services and operations.
Build in support resources as
results prove successful
Create points of success that require
additional resources to be provided by
participating business units.
Understanding
cause marketing
Find proof points
Continue to find proof points that tie the
the sale to the cause. Understand which
assumptions can be made and which
need to be proven.
Be prepared to show data driven
rationale to marketing
Rely on proven studies showing
increasing customer interest in
organizations that support causes.
Get a seat at the table
Report on community driven
sales in the same manner/forum as
the marketing teams.
Reframe the game .
Lead thinking around charitable sector
to be more about supporting small
businesses who invest their profit into
social good vs charities who have little
business value.
Overcoming
cause marketing challenges
Questions?
christi.cruz@telus.com
Ashley Rossman
Senior Manager, Community Engagement, BECU
Technology Integration
• Before technology vendor
• Excel spreadsheets
• Access database
• Sharepoint Surveys
• Paper gift match with manual entering
• After technology (Profits4Purpose, Benevity)
• One location for all giving/volunteer program information
• No back and forth with non-profits for verification (receipt upload)
• Saw a steady increase in participation in programs with the ease of
technology
Gift Match Program
• Early years: paper process, $25 minimum donation, $500 matched per
employee per year
• Increased amount from 500- > 5,000 per employee
• Increased satisfaction & better story
• Overall budget didn’t change dramatically
• 2018- increase to $7,500 per employee
• Eliminated minimum amount
• Included $25 see money for all employees with a 60 day window to use it
• Average annual match amount is $1,142
• 10-12 employees max out per year
Leveraging Internal Surveys
• Add demographic question to survey
• Strong correlation between participation in our programs and
higher favorability responses across the board
• BECU CARES question was at the end, and we were able to sort the
data based on how employees answered that question. Please select the
BECU CARES programs that you participate in (select all that apply)
Gift Match program
Community Time Off (paid volunteer time off)
Team leaders (race/walk/bike etc)
Volunteer Recognition (logging personal volunteer hours)
BECU Foundation Fundraisers (Raffles, BBQ, Pot of Gold, etc)
I do not participate any BECU CARES programs
Key takeaway: 10% differential in overall job satisfaction for people who do vs do not participate in
programming.
Increased favorability in the following areas: Diversity & Inclusion , Satisfaction, Development &
Advancement, Member Focus
Leveraging Internal Surveys
Christina Rehkop
Manager, Community Relations, Devon Energy
Who is Devon?
• Among the largest independent
producers in North America
• Headquartered in OKC; one of the largest
companies in Oklahoma
• S&P 500 Index
• Fortune 100 Best Companies to Work For
• Victory Media: Top Military Friendly
employers
@DevonEnergy
Managing CR during a downturn
What’s next?
2015 today – A lot of Change!
• Step #1: Data!
– Peer benchmarking data
– Internal stakeholder interviews
– Community assessments
• Step #2: Defining the strategy
– Set the budget
– Define our focus areas
– Develop a long-term strategy
• Significantly grow our STEM funding by 2020
Managing CR during a downturn
Managing CR during a downturn
• Step #3: Communicating the Strategy
– Vet plan with internal stakeholders
– Present the plan to executive leaders
– Host STEM affinity group meetings with key leaders
• Step #4: Implementing the Strategy
– Back to research
– Communicate with partners
– Encourage Innovation – Develop new programs/refine existing programs
• Step #5: Reporting Results
– Be accountable to executive leadership, department leaders, employees and the
community
Trends in Corporate Giving
Moderator: Kate Rubin, Teaching Fellow, Boston College Center for Corporate Citizenship
Christi Cruz, Senior Manager, Corporate Marketing & Community Investment, TELUS
Stephanie Lomibao-Parra, Senior Vice President / Environmental Social Governance Philanthropy Manager,
Bank of America
Christina Rehkop, Manager, Community Relations, Devon Energy
Ashley Rossman, Senior Manager, Community Engagement, BECU

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Trends in corporate giving

  • 1. Trends in Corporate Giving Moderator: Kate Rubin, Teaching Fellow, Boston College Center for Corporate Citizenship Christi Cruz, Senior Manager, Corporate Marketing & Community Investment, TELUS Stephanie Lomibao-Parra, Senior Vice President / Environmental Social Governance Philanthropy Manager, Bank of America Christina Rehkop, Manager, Community Relations, Devon Energy Ashley Rossman, Senior Manager, Community Engagement, BECU
  • 2. @BCCCC Kate Rubin Teaching Fellow Boston College Center for Corporate Citizenship ccc.bc.edu
  • 3. © 2018 Center for Corporate Citizenship Who is Giving What? Source: Giving USA Foundation, Giving USA 2017 2016 contributions: $390.05 billion by source (in billions of dollars – all figures are rounded)
  • 4. © 2018 Center for Corporate Citizenship Corporate Giving Over 40 Years Corporate giving as a % of corporate pre-tax profits, 1975-2016 (in current dollars) Individual giving as a percentage of disposable personal income Source: Giving USA Foundation, Giving USA 2017
  • 5. Trends in Corporate Giving Stephanie Lomibao-Parra @BofA_News @BankofAmerica @StephanieLomiba Stephanie.Lomibao@bankofamerica.com 2018 International Corporate Citizenship Conference Boston College Center for Corporate Citizenship April 10, 2018 Los Angeles, CA
  • 6.
  • 7. Council on Foundations. Increasing Impact, Enhancing Value A Practitioner’s Guide to Leading Corporate Philanthropy. 2012.
  • 8.
  • 9.
  • 10. Leveraging cause marketing to drive social and business value Resilience, responsibility and results Christi Cruz | Senior Manager, Community Investment & Corporate Marketing @TELUS | @mycispace
  • 11. #1 Canadian telco for brand reputation Revenue at $12.8 billion 2nd largest telco in Canada Ranked Canada’s #1 most trusted mobile provider 53,000 employees worldwide; 30,000 + in Canada 1st Canadian company to win the AFP International’s most philanthropic award
  • 12. Clarify ownership Clearly define ownership of key decision making both within your organization and with charitable partners. Create a social purpose driven organization Embed, Educate and Energize the organization around one social purpose. Leverage core capabilities Align cause marketing with core business capabilities, products, services and operations. Build in support resources as results prove successful Create points of success that require additional resources to be provided by participating business units. Understanding cause marketing
  • 13. Find proof points Continue to find proof points that tie the the sale to the cause. Understand which assumptions can be made and which need to be proven. Be prepared to show data driven rationale to marketing Rely on proven studies showing increasing customer interest in organizations that support causes. Get a seat at the table Report on community driven sales in the same manner/forum as the marketing teams. Reframe the game . Lead thinking around charitable sector to be more about supporting small businesses who invest their profit into social good vs charities who have little business value. Overcoming cause marketing challenges
  • 15. Ashley Rossman Senior Manager, Community Engagement, BECU
  • 16. Technology Integration • Before technology vendor • Excel spreadsheets • Access database • Sharepoint Surveys • Paper gift match with manual entering • After technology (Profits4Purpose, Benevity) • One location for all giving/volunteer program information • No back and forth with non-profits for verification (receipt upload) • Saw a steady increase in participation in programs with the ease of technology
  • 17. Gift Match Program • Early years: paper process, $25 minimum donation, $500 matched per employee per year • Increased amount from 500- > 5,000 per employee • Increased satisfaction & better story • Overall budget didn’t change dramatically • 2018- increase to $7,500 per employee • Eliminated minimum amount • Included $25 see money for all employees with a 60 day window to use it • Average annual match amount is $1,142 • 10-12 employees max out per year
  • 18. Leveraging Internal Surveys • Add demographic question to survey • Strong correlation between participation in our programs and higher favorability responses across the board • BECU CARES question was at the end, and we were able to sort the data based on how employees answered that question. Please select the BECU CARES programs that you participate in (select all that apply) Gift Match program Community Time Off (paid volunteer time off) Team leaders (race/walk/bike etc) Volunteer Recognition (logging personal volunteer hours) BECU Foundation Fundraisers (Raffles, BBQ, Pot of Gold, etc) I do not participate any BECU CARES programs
  • 19. Key takeaway: 10% differential in overall job satisfaction for people who do vs do not participate in programming. Increased favorability in the following areas: Diversity & Inclusion , Satisfaction, Development & Advancement, Member Focus Leveraging Internal Surveys
  • 20. Christina Rehkop Manager, Community Relations, Devon Energy
  • 21. Who is Devon? • Among the largest independent producers in North America • Headquartered in OKC; one of the largest companies in Oklahoma • S&P 500 Index • Fortune 100 Best Companies to Work For • Victory Media: Top Military Friendly employers @DevonEnergy
  • 22. Managing CR during a downturn What’s next? 2015 today – A lot of Change! • Step #1: Data! – Peer benchmarking data – Internal stakeholder interviews – Community assessments • Step #2: Defining the strategy – Set the budget – Define our focus areas – Develop a long-term strategy • Significantly grow our STEM funding by 2020
  • 23. Managing CR during a downturn
  • 24. Managing CR during a downturn • Step #3: Communicating the Strategy – Vet plan with internal stakeholders – Present the plan to executive leaders – Host STEM affinity group meetings with key leaders • Step #4: Implementing the Strategy – Back to research – Communicate with partners – Encourage Innovation – Develop new programs/refine existing programs • Step #5: Reporting Results – Be accountable to executive leadership, department leaders, employees and the community
  • 25. Trends in Corporate Giving Moderator: Kate Rubin, Teaching Fellow, Boston College Center for Corporate Citizenship Christi Cruz, Senior Manager, Corporate Marketing & Community Investment, TELUS Stephanie Lomibao-Parra, Senior Vice President / Environmental Social Governance Philanthropy Manager, Bank of America Christina Rehkop, Manager, Community Relations, Devon Energy Ashley Rossman, Senior Manager, Community Engagement, BECU