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. 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;
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 The big game 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 Costly endeavors 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 w...
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. 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. 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. SEU is presently contributing approximately 1% of its pre-tax income for philanthropy. It is SEU’s intention to increase, depending on profitability, the dollar amount devoted to community and philanthropic giving. During the six-year term of this agreement SEU will, on an annual basis, review its achievements in this area to assure that we are exhibiting leadership in the area of community and philanthropic giving, and in particular, that we are impacting underserved communities in the context of the following:
Philanthropy. This class of Individual Membership represents a broad network of individual philanthropists or donors who want to support the mission, vision and purposes of the Organization by making generous contributions for the realization of any of these programs: research, education and training, expert consultation, dialogue and mediation, and rapidly implementable projects. Individual philanthropists shall have the right to participate in the Organization’s meetings and activities, including the right to vote on some issues, as long as they remain active members.
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. 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. In recognition of the generous financial commitment of NGC to the construction of the Horticulture Campus, a naming opportunity will be provided that will last for as long as the structure exists. Garden staff will present a list of naming opportunities to NGC when final design is completed. In consideration of its in-kind gift of facilities and services, the Garden remains a priority of NGC’s philanthropic support. Grants to the Garden are considered outside the NGC grant review process. There is no guarantee of a grant being made each year, nor the amount of any such grant. NAPLES GARDEN CLUB IDEA GARDEN The NGC Idea Garden Committee will: • Serve as the point of coordination with a designated Garden staff member for all matters related to the Idea Garden. • Collaborate with Garden staff to develop an annual plan and budget. • Collaborate with Garden staff regarding the development and scheduling of programs for visitors. • Recruit NGC members to volunteer in the Idea Garden: Gardening, maintenance, presenting programs, and serving as docents. These volunteers agree to become official Garden volunteers and participate in required volunteer training sessions. • Provide input and feedback on plantings, displays and exhibits in the Idea Garden. Naples Botanical Garden is responsible for: • Labor and expenses of ongoing horticulture, maintenance, repairs, cleaning, disposal, and other operating needs of the Idea Garden • Producing and setting up directional signage on days of Idea Garden programs • Setup of tables, chairs, and other needs in Idea Garden • Assisting NGC members with load-in, load-out and unexpected needs • Volunteer training sessions four times annually for NGC Provisionals and Idea Garden volunteers The Garden will own all plants, supplies and equipment except those pots and plants presented on a temporary basis by members, the Idea Cart and all tools purchased by NGC for use by its volunteers. Currently, both organizations contribute funds for plant material each year and this will continue. The Garden must approve all plant material, displays, designs, and modifications to structures and facilities before installation. The Garden must approve all signage, handouts, educational programs, lesson plans, activities and docent informa...
