Philanthropy. Clerical employees who report to Executive Vice Presidents, Vice Presidents, and Associate Vice Presidents, those in the Human Resources Department, and those who have the "labor nexus" described in paragraph (a) above.
Philanthropy. The Utilities will continue to abide by the CPUC’s General Order 77K relating to the detailed reporting of philanthropy. The Utilities will also provide Greenlining with a description of each relevant organization as provided by the organizations themselves. SoCalGas and SDG&E remain committed to continuing and improving upon their philanthropic stewardship within the communities each utility serves. In 2002 alone, SoCalGas and SDG&E gave over $4 million in charitable contributions to a variety of worthy organizations. SoCalGas and SDG&E also are committed to continuing and improving upon their outreach to racial and ethnic minority groups, including low income and underserved communities. In addition, both Utilities will agree to continue to strive to be leaders in philanthropy to low-income and minority non-profits amongst all the major utility companies operating in California. The Utilities will provide to Greenlining the total charitable contribution amounts as well as the percent of pre-tax income such contributions represent. Similarly, as part of this commitment, both Utilities agree to discuss efforts in each of these areas in an oral presentation to be held at each of the annual meetings as agreed to below.
Philanthropy. RMIT continues to actively secure philanthropic support from alumni, corporates and foundations for scholarships, research and capital projects. In building engagement with alumni, including members of the philanthropic community, RMIT will achieve long term growth in its philanthropic income. Specifically, drawing upon over 280,000 alumni based in Australia and internationally, RMIT will facilitate greater engagement through communication and event programs, volunteering and career development opportunities. These will be offered both in Australia and offshore through a variety of networks.
Philanthropy. It is hard to raise money for the medical school when donors are also potential donors to athletics. Some donors would prefer to see a plaque with their name in the bas- ketball team’s weight room than give money for medical student scholarships or an endowed chair. When the ath- letic department can hand out tickets on the 50 yard line for a bowl game, even the most charismatic medical school xxxx is at a disadvantage. The overall fund-raising value of intercollegiate athlet- ics to the medical school is debatable. At some universities, the coaching staff helps raise money for the university’s hospital and its programs. At other universities the medi- cal school is expected to pay a speaker’s fee for a personal appearance by a coach. There is a commonly held belief that victories by the football or basketball teams translate into larger donations from grateful alumni, and for public universities, more budget allocations from the state legis- lature. This conventional wisdom is, for the most part, not supported by objective data.16 When it comes to getting the attention of the univer- sity’s central administration, members of the state gov- ernment at a publicly supported university, and the local press, it is impossible to compete with athletics. The “big football game” with tens of thousands of fans packing the stadium, national television coverage, tailgate parties, and press coverage occurs every week. As the basketball season ramps up, the football team is on its way to a bowl game. The basketball team plays once or twice a week as it moves toward March Madness. Everyone on campus wants to discuss the upcoming game, go to the game, and rehash the game. It is often difficult to get central administration’s attention focused on the medical school. Some members of the board of trustees have more interest in the team than the hiring of a new chairman of a clinical department. It’s also tough to get the attention of the university’s leadership when a coach or athlete has committed an indiscretion and as a result, the campus lawn is covered by TV trucks reporting the story.1,4 An institution can only direct its resources and energy toward a limited number of priorities. Every endeavor has opportunity costs. In recent years, some universities have focused on transforming from a “commuter school” to a residential undergraduate program by striving for recog- nition, in part, through intercollegiate athletics. Playing football on weeknights to gain TV exposure,...
Philanthropy. 21.1 Responsibilities
(a) Park Board and the VBGA each agree that all philanthropic efforts are to benefit XxxXxxxx Botanical Garden and Xxxxxxx Conservatory based on plans mutually agreed to by both Parties. All Fundraising and philanthropic initiatives for the Gardens will be the responsibility of VBGA. This may include the creation of philanthropic product offerings to donors which could include VBGA and Park Board benefits (to be negotiated) such as a Garden Membership. The VBGA agrees that if any philanthropic product offered includes a Garden Membership, then the VBGA will purchase such Garden Membership via the Enterprise Software.
(b) Park Board acknowledges that the VBGA is its exclusive philanthropic partner for the JOF including for cultivating, soliciting, stewarding, and administration of donors, however the VBGA agrees that the Park Board may partner with other non-profits to direct proceeds to them (for example, but not limited to Festival of Lights and Make a Wish Foundation).However, the VBGA agrees that it shall consult with the Park Board for all philanthropic activities involving the JOF, which must be prior approved in writing by the Park Board under terms and conditions acceptable to the Park Board.
(c) Should the Park Board wish to do any Fundraising activities or are approached by a third-party to fundraise for the Gardens, the Park Board will first provide the VBGA a right-of-first-refusal opportunity to conduct a comparable Fundraising event or activity. If the VBGA has not accepted the right-of-first-refusal opportunity within twenty (20) business days of the Park Board’s offer, the Park Board is open to conduct the Fundraising itself or through a third party. This right-of-first-refusal opportunity does not include donations made through existing Park Board donation mechanisms (example the Bench program, online donations through “donate to our favorite park”, etc.). The Park Board and VBGA will work collaboratively in these instances to determine the best path forward, with the best interest of the Gardens in mind.
(d) The VBGA may establish VBGA Board-designated endowments, accept donor- designated endowments, or spend-down funds to support the joint Strategic Plan. The VBGA will share an annual Donation Allocation Plan with the Park Board at the Annual Operation Planning Meeting.
(e) The Park Board will reasonably provide relevant information to VBGA regarding major improvements, projects funded through the Dedicated Fund, and...
Philanthropy. The Foundation realizes the goals set out in art. 4 of the Act on public benefit activities and volunteering in accordance with the articles of association;
Philanthropy the Csr model is situated in the corporation’s wider moral dimension, which does not necessarily mean that the corporation expects to obtain benefits from it.
Philanthropy. 2. The Foundation realizes the goals set out in art. 4 of the Act on public benefit activities and volunteering in accordance with the articles of association;
3. In order to implement the above-mentioned tasks, the Foundation created a Recovery Fund (hereinafter referred to as "Fund"), which aims to counteract the effects of COVID-19 by supporting people and entities that have suffered or may be affected by a pandemic;
4. The purpose of the Fund meets the requirements specified in art. 4 of the Act on public benefit activities and volunteering;
5. The donor is interested in the financially supporting the Fund;
§ 1 [Subject of donation]
1. The subject of this Agreement is providing financial support for the Recovery Fund.
2. The Donor undertakes to provide the Foundation with a sum of money equal to ...
Philanthropy. SEU has a long history of philanthropy throughout its service area, including community and philanthropic giving to underserved communities. SEU recognizes that although the cost of philanthropy is borne by the shareholders, strategic and leveraged philanthropy, particularly to underserved communities, is an important part of corporate responsibility and good citizenship, as well as a long-term economic investment in the economy of our service territories. We recognize that the stronger the communities we serve are, the stronger our economy will be.
Philanthropy. Overall Philanthropic Goal: $200,000 of grants over the next five years within the Buffalo-Niagara Region
