CECP Insights

CECP's CEO Daryl Brewster, Executive Director Margaret Coady, other CECP staff, members of CECP's Board of Directors, and other industry thought leaders provide timely insight into trends and developments on the role of business in society.

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Michael Stroik

Manager, Research and Analytics, CECP

October 27, 2014--According to CECP’s recent research report, Giving in Numbers: 2014 Edition, companies had to give a minimum of about 2% of Pre-Tax Profits to be in the top quartile of corporate givers. Is that a lot? Depends who you ask! One potential comparison is to American individuals—a Chronicle of Philanthropy study found that American individuals give, on average, about 3% of their income to charity (it’s a pretty cool study—they found that those earning more than $200,000 per year are giving less since 2006, while middle- and lower-income Americans are giving more!), which is more than the typical company (albeit in an imperfect comparison). On the other hand, companies in the CECP study collectively gave more than $25 billion in 2013, which is a significant amount of resources having deep impact in communities around the world! This year’s Giving in Numbers report provides expansive benchmarking data to help companies determine how much to give, as well as how to engage employees in their commitments to the community. In this blog, I share a couple surprising findings from this year’s report.

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Courtney Murphy

Director, Strategic Engagement, CECP

October 15, 2014--Allstate’s recent “Purple Purse” event, held at the Glass Houses in New York City, provides a glimpse into how one company uses its influence as a “Force for Good” to multiply its business and societal impact. 

Allstate CEO Tom Wilson, who will speak at CECP’s upcoming Board of Boards CEO event about his collaborative efforts to address gang violence in Chicago, opened the evening with an explanation of the significance of the Purple Purse: purple is the color of domestic violence awareness and the purse represents a woman’s financial domain. As Mr. Wilson stated in his recent CNN article, money is a powerful weapon in domestic violence. Evidence shows that empowering victims with the right tools and information can help. Victims need to protect and reclaim their financial resources, rebuild their credit, and gain a complete understanding of their financial picture. And Allstate’s longstanding programs to address domestic violence draw upon one of the company’s core areas of expertise: financial services. 

Daryl Brewster

 

 

Daryl Brewster
CEO, CECP

July 29, 2014--We were pleased to see the New York Times piece, “Motivating Corporations to Do Good’ (7/15/2014). At CECP, founded in 1999 by Paul Newman and leading CEOs to do exactly that, we work with a coalition of 150 CEOs who are leading businesses in an increasingly transparent climate. But what truly motivates companies to “do good” is not purely perception, but also the win-win nature of companies investing in the community. A 2011 Harvard Business School study showed companies that prioritize environmental and social performance financially outperformed those that do not. We believe an investor cares about that. 

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Courtney Murphy
Director, Strategic Engagement, CECP

July 2, 2014--The millennial generation is passionate about societal involvement, and companies are taking notice. At the 2014 CECP Board of Boards Roundtable, CEOs identified employees as the most influential stakeholder group in deciding whether to expand their companies’ community investment. CECP data show that 86% of companies match employee gifts, and that the median number of hours volunteered on-company-time grew by 37% from 2010 to 2013.

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Maeve B. Miccio
Vice President, Corporate Responsibility,
Silicon Valley Community Foundation
 
June 04, 2014-- On May 19-21, 250 leaders in corporate philanthropy and social responsibility convened in New York City for CECP’s signature event – the Giving Officer Summit. I had the opportunity to attend the summit along with SVCF’s President & CEO Dr. Emmett Carson. The summit provided dynamic and relevant content, many opportunities to connect with colleagues in the field and a chance to hear from leaders in business, philanthropy and social change. Several themes emerged throughout the conference including:
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Greg Hills
Managing Director,
FSG

June 03, 2014-- A hot topic at the CECP Summit this year was the role companies should play in collaborative efforts. In a jam-packed room, I had the pleasure of representing FSG on a lively panel discussing collective impact with Citi Foundation CEO Pam Flaherty moderated by CECP Executive Director Margaret Coady.

Collective impact is a structured approach to achieving social change, applying a common agenda, shared measurement, and a strong backbone to drive social impact at scale.

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Melissa Trumpower
Good360

May 27, 2014-- If CEOs of companies were asked if their companies should do good, all of them would say yes.

“The issue is not whether or not they want to do good. It’s an issue of priority,” said Carly Fiorina, speaking at the CECP's 2014 Summit held in New York City last week. Most CEOs will want to know that a corporate citizenship program provides a competitive tool and that it’s aligned with the overall corporate strategy, she explained.

Fiorina, former chair and CEO of Hewlett Packard and the current chair of Good360, was joined by National Basketball Association Commissioner Emeritus David Stern on a panel about corporate social responsibility. Speaking to a standing-room-only crowd, the two provided a CEO perspective on corporate citizenship programs. The session was moderated by Debra Benton, president of Benton Management Resources, Inc.

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Sarah Beaulieu
Senior Advisor,
Opportunity Nation
@oppnation @sarahbeaulieu

May 22, 2014-- This week, I had the privilege of participating in Redefining Returns: The Impact of an Emerging Investment Model, a session at CECP’s 2014 Summit: What Counts in New York for almost 300 corporate giving professionals. The session focused on impact investing, which Amy Bell, Executive Director and Head of Principal Investments at JP Morgan Chase Social Finance, defined as an investment with the intent to create a financial return and social impact.

One of the challenges of impact investing, said Sonal Shah of the Beeck Center for Social Impact & Innovation, is defining and measuring what one really means by return and impact. And there is no perfect impact metric, pointed out Ommeed Sathe, Director of Social Investments at Prudential’s Community Resources Department.

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 Angela Wu
 
May 22, 2014-- Imagine you’re eleven. You live in Rio. You absolutely love school. It’s a safe place where you are free to learn, engage with your peers, and grow. But suddenly you hear about plans to demolish the school building. In its place will be a parking lot for a local stadium.
 
What do you do?
 
In a perpetually evolving world, it’s necessary to be mindful that the way we approach change may need to adapt. Now more than ever, we’re equipped with tools and technology to tackle problem-solving with innovation, creativity, and efficiency.
 
Jeremy Heimans, Co-Founder and CEO of Purpose, activates individuals to build lasting social movements that address global issues. Recognizing the shift of power structures—from what he calls “old power” to “new power”—his organization utilizes technology to empower activists, amplify their voices, and mobilize the masses to make positive change happen.
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Kristin Giantris
Managing Director, Advisory Services,
Nonprofit Finance Fund

Note from CECP: Kristin Giantris will be speaking about her organization’s State of the Sector Survey on the New Models for Supporting a Shovel-Ready Third Sector panel at the CECP Summit May 20-21.

May 12, 2014-- On the day Nonprofit Finance Fund (NFF) opened its annual State of the Sector Survey, a water main burst beneath an intersection near our New York office, snarling traffic, shutting down public transit, flooding the adjacent streets, drying up taps in thousands of homes, and creating widespread frustration. A critical piece of our city’s infrastructure had failed, creating a domino effect felt by those even miles away. Later that day, we learned of another threat to our city’s infrastructure: a Human Services organization that responded to our survey, with hundreds of employees and exclusively serving a low income community, reported just one month of cash in the bank. To make ends meet, they were in a precarious balancing act of managing loans and delaying paying their bills. On top of that, community need for their services had increased significantly, and they weren’t able to keep up with it.

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