Matching Gift Programs

When I took on my role as Chief Corporate Citizenship Officer at PMI, I set a handful of parameters for myself and my team: 1. Don’t fall into the trap of arm’s-length checkbook philanthropy: One-off cash infusions can help nonprofits in the immediate term, but they don’t get at the issue of sustainable growth. 2. Focus, focus, focus: Diffusion is the enemy of progress. There are an endless number of worthy causes and charitable organizations, but our greatest impact will come from identifying a small number of causes that are intrinsically tied to our values and vision and making those causes priorities. (In our case, this is U.S. military veterans, women’s equity and empowerment, and hyperlocal activations.) 3. Empower—and learn from—those already in the trenches: We’re not going to dictate what happens at the community level. We’re here to listen and learn and find ways to support and expand the good works already underway. 4. Give a “hand up” instead of a handout: Band-Aid solutions may make us feel good in the short term, but they don’t get to the root problem. The cash infusions we give our community-based partners are meaningful, but their value grows exponentially when paired with our business expertise and insights. 5. Offer employees a chance to contribute to change: We polled PMI’s U.S. workforce earlier this year about our plans to support military veterans. An astonishing 97 percent of employees raised their hands to get involved. There’s a hunger out there for making a positive difference in local communities and the broader world. Find ways to connect your people to the issues that matter most to them. It turns out that this is the way the next generation of philanthropists is thinking about their impact as well. A recent article (I’ll share the link in comments) shares interesting insights into how our younger generations—millennials and Gen Z—are embracing a more comprehensive approach to philanthropy focused on measurable impact and deeper connections. They’re also showing a greater tolerance for the “long game,” willing to take risks in the short term to lay the groundwork for greater gains down the road. As the next generation of philanthropists takes the reins and starts investing more than money in the causes they care about, let’s make sure our organizations are prepared to do the same.

I often think about the difference between being a funder and being a true partner. Through Cisco Social Impact Investments and the Cisco Foundation, we provide funding to organizations working at the forefront of social innovation. That support is critical, and we’re intentional about honoring its role. At the same time, we try to ask ourselves a broader question: how can we show up in ways that go beyond funding itself? Every nonprofit needs capital. But many also need access to technology, strategic guidance, specialized expertise, and networks that can help them scale and strengthen their work. We think about this as 1 + 1 = 3. Where it makes sense, we pair funding with technology. If the right infrastructure or stronger cybersecurity can accelerate impact, we lean in. We offer advisory support when it’s helpful, whether that’s thinking through growth, measurement, or long-term sustainability. If a partner needs highly specialized expertise, such as a cybersecurity assessment or a refined fundraising strategy, we tap into our ecosystem to connect them with the right people. Sometimes the value we can add is simple but meaningful. Hosting a partner at our offices so they can convene without additional expense. Presenting together at conferences to amplify their voice. Making introductions that create new opportunities. I believe this is where corporate philanthropy becomes most effective. Every company has assets beyond funding: talent, technology, relationships, credibility. The question is not just how much we give. It’s how intentionally we bring the full enterprise to the table. Because funding matters. But the multiplier often comes from everything around it.

My proven 4-step playbook to turn one corporate sponsorship into a recurring annual partnership: Most nonprofits celebrate when they land a corporate sponsor. However there can be a harsh truth behind that success. One-off sponsorships are expensive to chase, hard to renew, and leave money on the table. Here’s how you turn that first sponsorship into a long-term, recurring partnership: Step 1: Start with shared metrics, not logos Most nonprofits focus on brand exposure (“your logo on our flyer”). Corporates care about ROI. A 2023 Edelman study found 81% of companies want measurable social impact outcomes from their giving. Instead of offering visibility, co-design metrics that align with their business goals (employee retention, customer trust, local engagement). Action: In your first meeting, ask: “Which KPIs matter most to your CSR/marketing team right now?” Then build your sponsorship around those. Step 2: Build the partnership inside the company, not just with one champion The #1 reason partnerships die? Your internal contact leaves. That’s why you must multi-thread relationships. Engage their HR, marketing, DEI, and CSR teams. Research by CECP shows companies with cross-department buy-in are 2.7x more likely to renew nonprofit partnerships. Action: Request an intro to at least 3 other stakeholders before the contract is signed. Your survival depends on it. Step 3: Report like an agency, not a nonprofit Too many nonprofits send an annual PDF report that no one reads. Corporates expect agency-level reporting: Clear visuals, outcomes tied to business goals, stories employees can share internally. According to B2B Institute data, 85% of decision makers renew vendors who provide clear ROI reports. Same applies here. Action: Send quarterly impact snapshots. Show how their $50K investment translated into X employees engaged, Y media impressions, Z lives impacted. Step 4: Secure the next year before this one ends Renewals don’t happen in December, they’re budgeted in Q3. McKinsey’s 2022 corporate philanthropy study found budgets are locked 6–9 months before year-end. If you wait until the gala’s over, you’re too late. Action: In month 6, host a “mid-year impact call.” Show results to date, pitch a bigger idea for year 2, and ask: “Should we earmark budget now for next year?” Bottom line: One sponsorship is a transaction. A recurring partnership is a revenue engine. If you align on metrics, build internal champions, report like an agency, and get ahead of their budget cycle, you stop chasing checks and start building a funding flywheel. With purpose and impact, Mario

Harvard Business Review just published what many nonprofit leaders know deep down (but can't always express). In a new piece, Wei Shi, a professor at Miami Herbert Business School, makes the case that companies treating nonprofits as philanthropic recipients are leaving serious competitive advantage on the table. Here's what he found: 🔹 Nonprofits are boundary spanners: they connect government, regulators, communities, and advocacy networks in ways corporations simply can't replicate. 🔹 They reduce uncertainty: nonprofits often see policy shifts coming months before formal rulemaking begins. That's early warning intelligence most companies are paying consultants for. 🔹 They reveal blue ocean markets: community organizations understand unmet needs that have driven innovations in mobile banking, micro-savings, and community health programs. 🔹 They build capabilities: sustained collaboration develops stakeholder engagement skills that traditional market research can't deliver. Shi's taxonomy of engagement - transactional giving, board service, and strategic partnerships - is spot on. And his conclusion is one I've been making to nonprofit leaders for the past couple of years: Writing a check is the lowest-value move in the room. The nonprofits winning corporate partnerships right now aren't positioning themselves as causes worth supporting. They're positioning themselves as assets worth investing in. They're showing up with data. With community intelligence. With coalition relationships that take years to build. That's not philanthropy. That's strategy. If you lead or advise a nonprofit, this article is worth your time, and so is the question it raises: Are you showing up to corporate conversations as a recipient...or a partner?

Tripled philanthropy in 3 years. Doubled it again in 6. How? Hint: It wasn’t more galas or government grants. Last week, I shared why I moved to Detroit during the 2008 recession. Many asked how we tripled, then doubled philanthropy in such a challenging climate while I served as Chief Philanthropy Officer at The Children’s Center. Ever felt stuck with shrinking funding and outdated systems? That was us. Before I joined The Children’s Center, they were relying on two main funding streams: events and government grants. Plus— → Government cut funding → Events were underperforming → Annual appeals losing money → Grant applications were few → Individual donations had dropped → Fundraising plan wasn’t working Leadership and board weren’t aligned on development priorities. Not enough board members engaged in fundraising. And I was tasked with raising even more—during the most disruptive of times. Did I mention the donor database? Inaccurate. Outdated. No standard definitions. Sound familiar? These challenges made it nearly impossible to fill the financial gaps needed to help Detroit’s children and families heal, grow, and thrive. We were stuck. Here’s the playbook that got us unstuck: → Built a bold, diversified, data-driven fundraising plan (with BHAGs) → Aligned leadership & board on clear priorities → Cleaned up the donor database (accuracy = trust) → Upgraded donor communications and stewardship → Streamlined, focused, and elevated signature events → Raised more major gifts from elusive donors → Launched and scaled a monthly giving program → Improved donor retention, renewed lapsed donors, and upgraded mid-level donors → Restructured the philanthropy team for accountability and results → Engaged the board—majority now fundraising champions → Leveraged innovative tactics to reach new, generational donors The result? Tripled philanthropy in 3 years. Doubled it again in 6. TL;DR: You don’t need more events. You need alignment, bold goals, clean data, laser focus, and relentless execution. What’s your biggest fundraising challenge right now? ps – Repost this ❤️

Culture of philanthropy.' It's a phrase we toss around in fundraising circles, but what does it really mean? And more importantly, how do we actually build one? I've seen organizations transform when they truly embrace a culture of philanthropy. It's not just about raising more money—it's about weaving generosity into the very fabric of your organization. Here are 5 key steps to build a culture of philanthropy: 1. Lead from the top: Ensure your board and leadership team are active donors and ambassadors. 2. Educate everyone: Help all staff understand the role of philanthropy in achieving your mission. 3. Celebrate giving: Recognize and appreciate donors at all levels, not just major gifts. 4. Involve program staff: Encourage them to share stories and connect with donors. 5. Foster transparency: Be open about your fundraising goals, challenges, and successes. Remember, this isn't an overnight transformation. It's a journey that requires patience, persistence, and a whole lot of passion. But the results? They're transformative. I've seen organizations double their fundraising results, dramatically improve staff retention, and deepen their impact—all by embracing a true culture of philanthropy. Now, I'm curious: What's one way you've successfully improved the culture of giving in your organization? Share your success story in the comments. Your experience could be the inspiration another organization needs to start their own culture shift!

For decades, capital was kept in silos: Philanthropy was for giving. Venture was for growing. And you had to choose, mission or margin. But that model is quietly collapsing. Today, a new class of capital allocators (family offices, DAF managers, DFIs, and sovereign funds) are deploying hybrid capital: structured combinations of grants, equity, and concessional debt designed to unlock both impact and returns. And they’re doing it intelligently. In Nigeria, All On’s Energy Fund, seeded by Shell Foundation, blends philanthropic grants with concessional debt and equity to back off-grid energy startups, catalyzing private investment into markets traditional VC avoids. Temasek’s investment in LeapFrog Investments marks a strategic shift: sovereign wealth capital now backing private equity funds that scale healthcare and financial inclusion across emerging markets. At the systems level, Co-Impact is pooling philanthropic capital from HNWIs and institutions to fund long-horizon education and health transformation, with performance frameworks aligned to national systems. Still, let’s be clear: According to GIIN, less than 7% of the $1.1T+ global impact investing market is catalytic capital. Blended finance transactions dropped from $10.2B in 2019 to $4.8B in 2022 (Convergence). And most family offices still allocate less than 10% of capital toward intentional impact (Campden Wealth, 2022). So no, this isn’t widespread. But it is where things are going. Why? Because the smartest players now understand: - You can de-risk bold ideas with grants. - You can scale them with equity and debt. - You can recover capital and reinvest it again. - And you can do it without compromising mission integrity. This isn’t charity with ROI hopes. It’s purpose-built capital strategy. If you're still separating your giving from your investing, you’re playing by outdated rules and leaving both legacy and leverage on the table. I work with family offices, philanthropists, and institutional investors to design and deploy hybrid capital strategies that are structurally sound, values-aligned, and built for the long game. Let’s talk.

Partnerships Between CSR & NGOs: Best Practices for Meaningful Collaboration A well-crafted partnership benefits both sides: NGOs gain resources and expertise, while corporates enhance their CSR initiatives, brand value, and social impact here's some best practices- 1️⃣ Align on Shared Values & Goals The most successful partnerships are built on mission alignment. Corporates should partner with NGOs that align with their business values, employee interests, and long-term impact objectives. NGOs, in turn, should approach corporates that have a genuine stake in their cause. 💡 Example: A tech company working on digital inclusion can support NGOs providing STEM education to underserved communities. 2️⃣ Move Beyond Cheque Book Philanthropy CSR is evolving from transactional donations to long-term, skills-based partnerships. Encourage companies to contribute their expertise, networks, and technology—not just funds. 💡 Example: Instead of just funding a rural healthcare project, a corporate partner could provide telemedicine technology, skilled volunteers, and logistical support. 3️⃣ Co-Create Programs with Measurable Impact A partnership should have clearly defined KPIs and impact metrics. Corporates want to see measurable ROI on their social investments—and NGOs need to demonstrate progress. Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to track impact. 💡 Example: Instead of a broad “improve education” goal, define success as “enrolling 5,000 underprivileged students in digital literacy programs within one year.” 4️⃣ Leverage Employee Engagement & Volunteering Corporate employees are eager to contribute beyond their day jobs. NGOs should design meaningful, skill-based volunteering opportunities that allow employees to use their expertise for impact. 💡 Example: A finance company can provide pro bono financial literacy workshops for micro-entrepreneurs supported by an NGO. 5️⃣ Communicate Transparently & Regularly Corporate partners need regular impact updates—not just an annual report. Share progress, challenges, and success stories through impact reports, storytelling videos, and interactive sessions. 💡 Best practice: Host quarterly impact review meetings where corporate and NGO teams discuss updates, learnings, and ways to optimize the partnership. 6️⃣ Think Long-Term, Not One-Off True impact takes time. NGOs should propose multi-year partnerships that allow for deeper collaboration and greater systemic change. 💡 Example: A three-year partnership on climate action will have a much stronger impact than a one-time tree-planting drive. 7️⃣ Showcase the Partnership Publicly A successful collaboration benefits both parties. Leverage social media, PR, and case studies to highlight impact stories, celebrate milestones, and inspire others to collaborate. 💡 Example: Joint storytelling campaigns where corporate leaders and NGO beneficiaries share their experiences can create credibility and attract more stakeholders.

In today’s rapidly evolving social landscape, philanthropic organizations are increasingly called to be more than funders—they must become strategic innovators. One powerful way to do this is by curating innovation portfolios that balance investments in local direct service models with systems change initiatives. By applying principles from the business innovation cycle, philanthropy can unlock new pathways for scalable, sustainable impact. 1. Ideation & Discovery: Listening to the Ground While Envisioning the Sky Local organizations, like small and medium-sized businesses, operate close to the communities they serve. Their proximity allows them to identify emerging needs and experiment with grassroots solutions. Philanthropy can harness this by funding community-led ideation and supporting collaborative R&D with systems thinkers and policy innovators. 2. Development & Prototyping: Bridging Practice and Policy Local service providers often have deep expertise in delivering interventions that work in real-world settings. These models can serve as prototypes for broader systems change. Philanthropy can support pilot programs and facilitate knowledge exchange between practitioners and policy advocates. 3. Testing & Validation: Learning from the Field Direct service models offer a real-world testing ground for innovation. Their proximity to end-users enables authentic feedback loops that inform systems-level strategies. Philanthropic organizations should invest in evaluation frameworks that capture both local impact and broader relevance. 4. Commercialization: Scaling What Works Once validated, local models can be scaled through strategic partnerships and expanded channels. Philanthropy can play a catalytic role by connecting grassroots innovators with institutions, government agencies, or national networks to amplify impact. 5. Scaling & Optimization: Leveraging Innovation for Efficiency Philanthropic organizations can help scale local models by investing in process innovation and technology. This includes funding digital tools, training programs, or infrastructure that enables broader adoption without compromising quality. 6. Continuous Improvement: Creating a Learning Ecosystem True innovation is never static. Philanthropy must foster continuous improvement by supporting feedback loops and learning ecosystems. This includes convening stakeholders, funding learning communities, and investing in platforms that share insights across sectors. 𝐓𝐡𝐞 𝐏𝐨𝐰𝐞𝐫 𝐨𝐟 𝐚 𝐁𝐚𝐥𝐚𝐧𝐜𝐞𝐝 𝐏𝐨𝐫𝐭𝐟𝐨𝐥𝐢𝐨 By intentionally balancing investments in local direct service models and systems change strategies, philanthropic organizations can create innovation portfolios that are both grounded and visionary. This approach drives impact at multiple levels while building resilience, adaptability, and long-term value for the communities they serve.

Stop Giving Away Money. Start Investing in Your Legacy. If your philanthropy is just writing cheques, you’re wasting your greatest asset: your family’s influence. Most donations disappear. Very few create lasting change. And even fewer strengthen the family behind the giving. In this guide, I’ll show you the three P’s that turn simple charity into generational impact. This matters because unfocused giving achieves little and unites no one. Many wealthy families give millions over decades yet cannot point to a single measurable success. Meanwhile, global trends show that strategic philanthropy creates the highest return when it connects a family’s core values, business knowledge, and relationships to the causes they support. The shift we need is simple: stop giving money away; start investing in change that reflects your family’s purpose. The first shift is alignment. Your giving must match your values and your identity as a family. If your wealth came from technology, fund tech education. If your family cares deeply about agriculture, invest in food security. Purpose-driven giving focuses your energy and gives your philanthropy meaning. When families donate to trending causes or scatter funds across many unrelated projects, they dilute their impact and lose the ability to measure success. The second shift is discipline. Treat your foundation like a business unit. Set clear performance expectations. Review outcomes. Invite the Next Gen into governance roles. When giving is structured, it becomes impactful. When it isn’t, it becomes a dumping ground for excess funds or another source of family conflict. Governance protects your philanthropy from chaos. The final shift is stewardship. Use your philanthropic work to train the Next Generation in leadership, budgeting, due diligence, and diplomacy. Giving them responsibility for the foundation is the safest test of their readiness to manage larger wealth. Philanthropy should build competence and character, not entitlement. Handing over a foundation without accountability is one of the biggest mistakes wealthy families make. Stop giving charity. Start investing in legacy. Strategic philanthropy strengthens your family, sharpens your identity, and creates impact that outlives every Naira you donate.