1. Executive Engagement: The 3-Tiered Approach to Success
TARSHA WHITAKER CALLOWAY
Director, Executive Engagement and Integration
American Cancer Society
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2. Executive Engagement & Corporate Citizenship
Executive Engagement: Multi-dimensional Engagement Platform
Going beyond the executive level to deliver successful fundraising initiatives
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3. Realizing six “success factors” for executive level engagement
Integrating the strengths of a nonprofit leader to build sustainable collaborations
Leveraging multi-dimensional opportunities through collaborations for successful outcome
Deploying an engagement model to create a sustainable corporate partnerships
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4. What is the state of Corporate of philanthropy
What is the state of Corporate of philanthropy? Is the death of corporate philanthropy exaggerated?

5. Corporate philanthropy and corporate giving is alive and well
Corporate philanthropy and corporate giving is alive and well. Actually we are seeing corporate giving rising

6.
+21
+17 +6
Percentage change in median giving for companies giving at least 10% more in 2013 than 2010*
Giving increased for 64% of companies since the end of Great Recession, but growth has slowed in recent years.
Investing in community is good for business.
Companies that have increased giving by more than 10% also increased median revenue by 11% from 2010 to 2013.
Companies continue to focus their investments as corporate giving and grant making dollars are getting larger and companies are working with fewer nonprofit organizations. Median grant size increased by 43% from 2010 to 2013 while median number of non profit partners per company fell 21% from 2010 to Nonprofits are charged with developing a more focused approach to corporate giving. Aligning strategy with business results. Selling solutions and not charity.
Service companies are giving more non cash.
Pro bono service increase
*CEPC. The Conference Board. Giving in Numbers 2014 Report

7. EXECUTIVES

8. EXECUTIVES
They want to be involved in corporate citizenship and want to impact change!
*Almost 60% of companies have an executive leading corporate citizenship – a 74% increase over what was reported in 2010
*Majority of business executives believe corporate citizenship contributes to company success, return value to shareholder, require additional investment
*Executives want to be responsible leaders working to create the world in which we want to business and want to live
*By investing in corporate citizenship, executives are meeting challenges and differentiating their companies
What is driving the driving the revenue growth. Why are we starting to see a comeback in company giving and what or who is driving this opportunity. It’s the corporate executives.
The executives drive decisions on how much to give and in some instances, or most it’s is those same executives that drive who to give.
*2014 BOSTON COLLEGE CENTER FOR CORPORATE CITIZENSHIP

9. What are CEOs and executives actually saying….
“Our belief is that corporate philanthropy expands the business. If you do the right thing, you expand the capabilities of your customer base, business and society.”
-Ivan Seidenberg, Chairman and CEO, Verizon Communications Inc.
“Through philanthropy, we can develop new innovation, models, and programs that can be brought to scale by government.”
-Ron Williams, Chairman and CEO, Aetna
We all have to get personally involved and contribute to sustainable solutions—not any one group can do it alone.”
-Bill Weldon, Chairman and CEO, Johnson & Johnson

10. CEOs agree that direct engagement in social issues and corporate citizenship critical
What do you think is the appropriate role of a corporate executive in solving a social problem and getting personally involved in philanthropy?
Part of the Solution: Collaborate in problem solving without seeking a leadership role
Drive the Solution: Take leadership and ownership over getting results
Fund the Solution: Primarily contribute cash/resources
Invest Pragmatically: Address a social problem only if it connects directly to shareholder value
Do Not Engage: Business should have a negligible role in solving social problems 0%
50%
42% 5% 3%
"More will be expected from market leaders and globally successful companies, and those companies who are most involved will be most successful, creating an upward spiral."
–Mike Duke, President and Chief Executive Officer, Wal-Mart Stores, Inc.
SOURCE: CECP Board of Boards CEO conference

11. “No capitalism without character”

13. Contribution of In-Kind Services High-Profile Non-Profit Brand
Success Factors
Exclusive Membership
Collaboration
Contribution of In-Kind Services
Direct Involvement
Long Term
High-Profile Non-Profit Brand
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Exclusive members and well defined membership requirements. Members are often by invitation only or via meeting minimum company size and/or revenue minimums. Most require a minimum financial investment or mission delivery commitment.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

14. BECOME THE CONVENER FOR PHILANTHROPHIC COLLABOATION
Exclusive opportunity and well defined requirements and the ‘ask’. Participation are often by invitation only or via meeting minimum company size and/or revenue minimums. Most require a minimum financial investment or mission delivery commitment.
Atlanta
CEO
COUNCIL
BECOME THE CONVENER FOR PHILANTHROPHIC COLLABOATION
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Exclusive members and well defined membership requirements. Members are often by invitation only or via meeting minimum company size and/or revenue minimums. Most require a minimum financial investment or mission delivery commitment.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

15. Collaboration with all stakeholders affected by the mission of the organization.
Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Exclusive members and well defined membership requirements. Members are often by invitation only or via meeting minimum company size and/or revenue minimums. Most require a minimum financial investment or mission delivery commitment.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

16. Direct executive involvement in developing high-impact initiatives that achieve both business and mission goals. Creating a unique and innovative projects that have high level social impact
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Exclusive members and well defined membership requirements. Members are often by invitation only or via meeting minimum company size and/or revenue minimums. Most require a minimum financial investment or mission delivery commitment.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

17. Contribution of in-kind services, rather than direct dollars
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Exclusive members and well defined membership requirements. Members are often by invitation only or via meeting minimum company size and/or revenue minimums. Most require a minimum financial investment or mission delivery commitment.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

18. Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

19. High-profile nonprofit brands or cause branding platforms that increase visibility.
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

20. What is your value…
Leverage your executive, leverage you board… build a base of high yield volunteers to help you move your mission.
Case statement questions:
What is the message?
•How much do you need to raise?
•What are the funding priorities?
•Why is it necessary?
•Who will benefit?
•What is the impact of the gifts?
•Why should someone give?
•How will the donor dollars make a difference? Impact
•What difference do you make in the community?
•Why is the community support so vital?
A well defined description of why organization both needs and merits philanthropic support.

21. Contribution of In-Kind Services High-Profile Non-Profit Brand
Success Factors
Exclusive Membership
Collaboration
Contribution of In-Kind Services
Direct Involvement
Long Term
High-Profile Non-Profit Brand
Say:
The leading competitors illustrated on the previous slide highlighted some of the benefits shown here as leading success factors to their executive engagement programs.
Exclusive members and well defined membership requirements. Members are often by invitation only or via meeting minimum company size and/or revenue minimums. Most require a minimum financial investment or mission delivery commitment.
Collaboration with all stakeholders affected by the mission of the organization. Pursuit of partnership in industries whose goals are closely aligned with the nonprofit’s mission. As a result, many projects are directly funded and implemented by member companies rather than the nonprofit itself.
Contribution of in-kind services, rather than direct dollars. The nonprofit serves as a deal broker or collaborator. Funds do not “pass through” the nonprofit, yet they get credit for mission impact.
Direct company involvement in developing high-impact initiatives that achieve both business and mission goals.
Multi-year, multi-million dollar, long team “investment projects” that include multiple collaborators (companies, governments, and other nonprofits) to achieve impact on a large scale.
High-profile nonprofit brands or cause branding platforms that increase visibility.
Again, these are just some of the factors our leading competitors say have made them successful in capturing the CEO/Corporate market.
These partnership are power to provide you with a visual of just how impactful they can be let’s look at some competitor relationships and just how successful they have been due to the use of the factors.

22. $3.6M VALUE Economy One Corporation National Disability Institute
Real-world examples of sustainable value creation partnerships that is executive led
Economy One Corporation
UNITED WAY
WALMART
$3.6M VALUE
National Disability Institute
Say:
When collaboration occurs between stakeholders and partners it leads to additional market capture and the ability expand on our missions.
These are partnerships that have been established through the relationship built between United Way and Walmart.
Economy One Corporation
National Disability Institute
90 Local United Way Volunteer Income Tax Assistant (or VITA) campaigns
90 Local United Way VITA Campaigns

23. Real-world examples of sustainable value creation partnerships that is executive led
Dana Farber Cancer Institute
UNITED WAY
WALMART
$520,000 VALUE
Bringham & Women’s Hospital
Zanmi Lasante (GLOBAL)
Say:
Here is a visual of the partnerships that were cultivated because of the relationship between CGI and AVON. Note the global stakeholder relationship with Zanmi Lasente. This corporate initiative has opened doors with global partners for the CGLI.
Partners in Health
Zanmi Lasante (GLOBAL)
Bringham & Women’s Hospital
Dana Farber Cancer Institute
Mass General Hospital
We could spend a lot of time today physically analyzing relationships that exist between market competitors and their corporate partners but we won’t. Let’s take a look at what relationships currently exist within our own organization.
Mass General Hospital
Partners in Health

24. A collective body through CEOs Against Cancer
Real-world examples of sustainable value creation partnerships that is executive led
$70K*
VALUE
2013
$150K*
VALUE
2014
$400K*
VALUE
1Q2015
Say:
The value of this partnership from was $19.5 million dollars.
Walgreens represents just one of the many corporations that we have a mutually beneficial partnership with.
They are a member of just one of the 5 industry sectors that our corporate partners can be classified into.
Corporate Partners
A collective body through CEOs Against Cancer

25. Executive Engagement Corporate Support Employee Involvement
Leverage executive relationships to maximize corporate support and external market penetration
Executive Engagement
Corporate Support
Employee Involvement
Benefits:
Multi-dimensional partnership
Multiple stakeholders within organization
Long-term sustainability
Strengthen & grow corporate partnership
Promote and share the Society’s full value

26. Collaboration Model Leverage executive relationships to maximize
corporate support and external market penetration
MAJOR GIFTS
ADVOCACY
SPONSORSHIPS
CAUSE MARKETING
EMPLOYEE ENGAGEMENT
DISTINGUISHED EVENTS
EVENTS
MISSION
AFFINITY GROUPS
EXECUTIVE ENGAGEMENT
CEO are providing access to their leadership teams and other corporate practitioners to build mutually beneficial relationships that include mission and income opportunities inside the organization that further their employee, corporate citizen and customer engagement objective. Whe we recreat a strong partnership that can continue to evolve irrespective of CEO transition.

27. Realizing six “success factors” for executive level engagement
Integrating the strengths of a nonprofit leader to build sustainable collaborations
Leveraging multi-dimensional opportunities through collaborations for successful outcome
Deploying an engagement model to create a sustainable corporate partnerships
POWERED BY:

28. Executive Engagement & Corporate Citizenship
Tarsha Whitaker Calloway, MS, MBA
Director Executive Engagement & Integration
American Cancer Society, Inc.
POWERED BY:
#NPPROLeadership