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. 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. 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. 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. Notre Dame has, since its establishment in 1989, received generous patronage and support from a wide range of benefactors. Major benefactors include the Church, notably the Archdioceses of Perth and Sydney; the Diocese of Broome, many Catholic parishes led by committed parish priests and councils, religious orders, especially the Sisters of St Xxxx of God; the Catholic Education Commission of Western Australia and the Catholic Education Office of the Archdiocese of Sydney and the University of Notre Dame in the United States. Notre Dame continues to be supported by generous individual benefactors, drawn from many social, economic and faith backgrounds in business, industry and the professions. Patronage has assisted with academic appointments, scholarships, prizes, and the acquisition and development of facilities in Fremantle, Sydney and Xxxxxx.
Philanthropy. Overall Philanthropic Goal: $200,000 of grants over the next five years within the Buffalo-Niagara Region
Philanthropy. In recognition of the generous financial commitment of NGC to the creation of the Idea Garden, “Naples Garden Club Idea Garden” will remain the name of this physical feature for as long as it exists at the Garden.
Philanthropy. Subject to the approval rights under Section 3.4.5(f) above, each System Member will be expected to participate in System-wide fund raising activities in support of the System Strategic Plan, the proceeds of which will be controlled by D-HH GO. If a System Member conducts fundraising activities in its Service Area and the proceeds are expressly designated for one or more projects or uses by the System Member within its Service Area, then such fundraising proceeds will be considered to be Endowment Funds as long as they are identifiable as such on the books of the System Member.
Philanthropy. Xx. Xxxxx Xxxxxxx is a veteran member of Canada India Foundation and a leading philanthropist. His AIM for SEVA Canada has raised over $6.6 million in charity to build hostels in the poorest parts of India to enable schoolchildren from remote villages to live in these hostels and avail of educational facilities. Xx. Xxxxxxx launched AIM for SEVA Canada in 2002 and has sponsored 26 students hostels for poor kids to give them free education, accommodation and food and meet all their expenses. He came to Canada in 1981 after he got married to his wife Xxxxx, who was a Canadian. Xx. Xxxxxx struggled to get his accreditation as a dentist, which he got in 1986. Even as he was building his dentistry practice in Toronto, he began his charity work. Xxxxxxx from a poor family who had lost everything in the Partition in 1947, Xx. Xxxxxxx had experienced poverty at close quarters. He opened a school in his hometown Kareli in Madhya Pradesh in 1992 in the name of his father, when he passed away. He began to sponsor five poor children in Kareli annually, where he paid all their educational expenses and hired a tutor. At one time he had 35 children in the program and then he launched AIM for SEVA Canada. “At these hostels, we are taking care of over 4,000 children – from the age of eight to 18 – on an on-going basis. For full 10 years, these children are given free accommodation, food, clothing and education so that their families get out of the cycle of poverty. We also cover all their other expenses,” said Xxxxxxx.
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 ...
