Post by account_disabled on Mar 6, 2024 5:23:37 GMT -5
When talking and exchanging points of view with various consultants, trainers and leaders of Civil Society Organizations who are working on professionalization and institutional development, we agree on pointing out the urgency of supporting the directors of organizations to guide and facilitate their work since many They were appointed for very diverse reasons and in some cases their merits come from the philanthropic sector, others from the public and business sectors. This is the reason why we have prepared this topic, which will be offered in two installments. It is proposed to integrate into twelve areas the responsibilities that, in our opinion and from our own experience, a Director or Manager could observe for effective performance: The responsibilities: 1. Regarding the company 2. Regarding the governing body of the Foundation 3. Regarding the budget and fundraising 4. Regarding the selection of investment projects 5. Regarding the funds invested 6. Regarding its tax obligations and accounting 7. Regarding corporate volunteering 8. Regarding institutional communication 9. Regarding partner organizations 10. Regarding impact evaluation and return on investment 11. Regarding the community in which the Foundation has a presence 12. Regarding relations with public bodies Regarding the company The Business Foundation, being strongly linked to the company, has the possibility of aligning its programs, projects and of course its mission and vision to the needs of the corporate.
It is convenient for everyone that from the Phone Number List beginning the Foundation be defined as a business unit integrated into the corporate and not be seen as an instance for philanthropy, a donation delivery window, an instrument for advertising activity or a department for public or social relations. . It is very different to work focused on the social benefits resulting from the foundation's strategic planning and in addition to carrying out the corporate image and reputation activities that have been indicated. First it's the horse, then the cart. Regarding the governing body of the Foundation Like a civil association, the director or manager of a Foundation has the support of a Board of Directors that, regardless of its composition, is the work team that closely knows the needs of the corporation. The Manager is the bridge between the needs of the company and the community, which consolidates its requirements in the social projects presented to it. It is essential that the Director or Manager develops his board, that is, that he frequently gives them information about the changes that are taking place in the philanthropic field, involves them and makes them his main allies within the company to have their voice within the company. of the different areas of the corporate. Regarding the budget and fundraising How a Manager can persuade that the operating and administrative expenses of a Business Foundation come from the company's budget, just like the investment budget. These two are the main contributions of the company to the Foundation.
Therefore, it manages two types of budgets: the first is the one that directly presents the company as a business unit for the payment of salaries, office, stationery, consumables, etc. It is your responsibility to observe business regulations. The second budget is the one that is directed to social investment and this will increase to the extent that the company sees the benefit generated by the foundational work. Regarding this budget, it has the business obligation and those dictated by the SHCP for being an authorized donee. Regarding fundraising, there is a wide range of possibilities, but it is recommended that the activities be associated with strategies that will allow you to obtain funds directly from the business activity before requesting them from the clients' pockets. This is a matter of proportionality where the company puts more than its clients and of ethics in the investment since the public benefit is for the brands and the corporate. A business foundation that is only thinking about establishing its investment fund from contributions from clients or suppliers will not be able to bear fruit. Regarding the selection of investment projects It is advisable to have a project selection process that includes the bases for authorized grantees to access them. The Foundation can guide with its formats the items it supports and those it requests that the CSO absorb.
It is convenient for everyone that from the Phone Number List beginning the Foundation be defined as a business unit integrated into the corporate and not be seen as an instance for philanthropy, a donation delivery window, an instrument for advertising activity or a department for public or social relations. . It is very different to work focused on the social benefits resulting from the foundation's strategic planning and in addition to carrying out the corporate image and reputation activities that have been indicated. First it's the horse, then the cart. Regarding the governing body of the Foundation Like a civil association, the director or manager of a Foundation has the support of a Board of Directors that, regardless of its composition, is the work team that closely knows the needs of the corporation. The Manager is the bridge between the needs of the company and the community, which consolidates its requirements in the social projects presented to it. It is essential that the Director or Manager develops his board, that is, that he frequently gives them information about the changes that are taking place in the philanthropic field, involves them and makes them his main allies within the company to have their voice within the company. of the different areas of the corporate. Regarding the budget and fundraising How a Manager can persuade that the operating and administrative expenses of a Business Foundation come from the company's budget, just like the investment budget. These two are the main contributions of the company to the Foundation.
Therefore, it manages two types of budgets: the first is the one that directly presents the company as a business unit for the payment of salaries, office, stationery, consumables, etc. It is your responsibility to observe business regulations. The second budget is the one that is directed to social investment and this will increase to the extent that the company sees the benefit generated by the foundational work. Regarding this budget, it has the business obligation and those dictated by the SHCP for being an authorized donee. Regarding fundraising, there is a wide range of possibilities, but it is recommended that the activities be associated with strategies that will allow you to obtain funds directly from the business activity before requesting them from the clients' pockets. This is a matter of proportionality where the company puts more than its clients and of ethics in the investment since the public benefit is for the brands and the corporate. A business foundation that is only thinking about establishing its investment fund from contributions from clients or suppliers will not be able to bear fruit. Regarding the selection of investment projects It is advisable to have a project selection process that includes the bases for authorized grantees to access them. The Foundation can guide with its formats the items it supports and those it requests that the CSO absorb.