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Giving in Numbers: 2021 Edition

October 22, 2021

CECP is excited to share, in the 2021 edition of Giving in Numbers, brandnew insights that cover a wide range of corporate social engagement topics. Giving in Numbers has long reported on most of these topics, but this year the report illuminates new details relevant to the global COVID19 pandemic and social justice efforts. These new insights were selected in accordance with inquiries from corporate leaders in CECP's coalition seeking to empower themselves by bringing new data into their strategic decision making. 

Giving in Numbers: 2020 Edition

January 1, 2020

The 2020 edition of CECP's Giving in Numbers takes a closer look at the latest trends on employee engagement, community investment, and social efforts made by large corporations during 2019, one year before the world was confronted by a global pandemic derived from a new infectious illness, Coronavirus disease 2019 (Covid-19).CECP has the largest and most historical data set on trends in the industry, shared by more than 585 multi-billion-dollar companies over nearly 19 years, representing more than $312 billion in corporate social investments over that time span. The report is embraced by professionals across all sectors globally to understand how corporations invest in society, with topics ranging from cash and in-kind/product, employee volunteerism and giving, and impact measurement. 

What Would It Take to Overcome the Damaging Effects of Structural Racism and Ensure a More Equitable Future?

May 29, 2019

This report calls on civic leaders, advocates, elected officials, and philanthropists to address the legacy of structural racism in the United States and advance racial equity by taking steps to close four large equity gaps between people of color and white people.Based on interviews and discussions with experts, advocates, practitioners, and policy makers in the fields of wealth building, public education, employment, and justice policy, the report outlines solutions for each of the four interrelated disparities — in wealth, education, employment and earnings, and policing practices — arguing that greater equity in one area could lead to gains in others.

Re-Imagining the Workplace as a Hub for Financial Wellness

May 4, 2018

Financial concerns are Americans' number one source of stress. For employees, financial worries affect their focus and productivity on the job, leading to profitability losses for companies. Employers have woken up to this reality in recent years, and more and more companies are investing in HR benefits that aim to improve employees' financial wellness.Most financial wellness programs consist of specific services or products that employees can use, but a less costly approach is to fundamentally re-think the role of employees' everyday interactions with HR processes as touchpoints to "nudge" employees toward greater financial health. Much innovation has occurred in HR processes, inspired by behavioral science, to help employees to save for retirement—e.g. 401(k) auto-enrollment.But redesigning HR processes for financial health has not been fully explored in support of employees' other financial needs, such as smoothing volatile cash-flow, building short-term savings, and paying down debt.The workplace is a central part of households' financial lives and a natural space in which to build financial health. Beyond its role as a primary source of wages and benefits,the workplace also plays a role in training workers, exposing them to new ideas, and setting social norms. At work, one might benchmark her decisions against those of others and turn to co-workers or HR for help in times of need. HR managers, in particular, are at the forefront of designing and directing processes in which workers make many choices that have broad implications for their financial health. These processes cover the gamut of payroll and HR benefits such as tax withholdings, paycheck preferences, retirement benefit enrollment and decision-making, rights to privacy, mental and physical health benefits and much more.As a result, employers, benefits brokers, Professional Employment Organizations (PEOs) payroll system providers, and HR consultants are all, whether they know it ornot, powerful architects of employees' financial choices.Neighborhood Trust's vision is to catalyze innovation at the workplace to help build a financially resilient and secure workforce. Simple changes and tweaks at key stages of the HR process can make a meaningful difference in the financial decisions that employees make. This creates an opportunity for employers to play a more impactful role in worker financial health by defaulting their employees into financial behaviors that help them improve their cash flow, reduce debt and build a foundation for long-term success. Tobring this vision to scale and impact the lives of workers across the United States, designing the workplace for employee financial wellness will need to become a mainstream goal across employers. And, only when employers, service providers and all stakeholders in the job quality movement invest in this vision will we see system-level change.

Nudging for Success: Using Behavioral Science to Improve the Postsecondary Student Journey

June 1, 2016

Ideas 42 issued a report in June 2016, sponsored in part by Kresge, that presented 16 case studies based on behavior science that show how stuble, sometimes hidden barriers can, over time, result in a student not completing a postsecondary degree. 

Summer Jobs Connect: Building Sustainable Banking and Savings Programs in Summer Youth Employment

January 28, 2016

Across the country, municipal Summer Youth Employment Programs (SYEPs) provide hundreds of thousands of young people, often from low-income communities, with short-term work experience and a regular paycheck. Building off this existing, widespread infrastructure and connection to young people, the Citi Foundation and the Cities for Financial Empowerment Fund (CFE Fund) saw an opportunity to connect young workers to bank accounts and targeted financial education, turning this large-scale youth employment program into a linchpin for building long-term positive financial behaviors. More broadly, Summer Jobs Connect (SJC) demonstrates how banking access efforts can be embedded in municipal infrastructure, a core goal of the CFE Fund's national Bank On initiative.

Emergency Preparedness Coordinator: User Guide

October 12, 2015

A disaster can strike anytime, anywhere. When it does, a poorly-managed response can put the safety and well-being of residents at risk and expose housing owners to unnecessary costs, problems and liabilities. Having the right plan in place before a disaster will help you manage an effective, coordinated response across staff, departments, partner agencies and sites.The Ready to Respond: Disaster Staffing Toolkit will help your organization prepare for and respond to a disaster. The Toolkit is based on the Incident Command System (ICS), a planning framework used by federal, state and local first responder agencies to help structure the command, control and coordination of emergency response. It includes guidance on staff roles and responsibilities and the disaster-related protocols and systems which will enable you to mount an effective emergency response.The Toolkit is designed to support three vital goals—building protection, resident engagement and business continuity. This will allow your organization to minimize building damage and ensure quick return to service; support the safety, preparedness and recovery of your residents, and maintain key business operations throughout a disaster.

Early Lessons Learned From Partners in Progress

June 26, 2015

The community quarterback's role is to identify the organzations and individuals working in a particular community and bring them together to align objectives and coordinate efforts, creating a strong neighborhood and paths to economic opportunity.  As part of this complex role, the community quarterback must:Build a collaborative of cross-sector partners to support integration, coordination, and ongoing communicationFacilitate the creation of a shared vision of significat improvement in key outcomes for residentsDevelop a comprehensive strategy that integrates people- and place-based approachesBuild the necessary infrastructure and processes to provide the collaborative with timely, useful data to guide continuous assessment and improvement

Call The Question: Will the Greater Washington Region Collaborate and Invest to Solve Its Affordable Housing Shortage?

June 15, 2015

A group of public and private sector stakeholders concerned about housing affordability in the Greater Washington region began to meet in June 2014 to discuss how to solve the shortage of affordable housing. These stakeholders, the Greater Washington Housing Leaders Group (GWHLG), seek to elevate and broaden the housing affordability conversation among public-sector, business and civic leaders, as well as residents around the region, so that everyone understands the need to address this crisis before it has negative impacts on both the local economy and our quality of life. This conversation must address the need for housing affordable to residents at all income levels in communities across the region in order for employers to have access to employees and for workers to be able to work in close proximity to their jobs. Low-income housing needs data as referenced in this publication refers to households making less than 80 percent of the area median income (area median income for the Greater Washington region is approximately $109,000 in 2015). These families include people working as teachers, police, fire personnel, local government, secretarial, construction, retail, health, hospitality, and entry level employees.

Strategic Philanthropy Integrating Investments In Asset Building: A Framework for Impact

April 14, 2015

Despite philanthropy's commitments to improve family economic security, stability, and growth, a lack of cross-sector collaboration limits the impacts including constrained public resources and siloed programmatic services. A new approach to address these challenges is the development of a framework that can more effectively tie together and shape the disparate policies, investment structures, practices, and stakeholders to leverage resources and impacts. The strategic framework of asset development helps to create an effective, integrated, and sustainable system, enabling families to move through safety nets into financial security and opportunity. Asset building integration shifts investment goals from remedying deficiencies to building on strengths by increasing capability, access, and opportunity. It enables foundations to integrate and expand the scope, scale, and long-term impact of their work, shifting the focus from families' vulnerabilities to their opportunities for success. This paper provides compelling evidence about how funders are applying this strategic approach to effect greater social and economic impact.

Summer Jobs Connect, More Than A Job: Lessons From the First Year of Enhancing Municipal Summer Youth Employment Programs through Financial Empowerment

February 1, 2015

In 2014, with funding from the Citi Foundation, the CFE Fund launched Summer Jobs Connect (SJC) to directly fund 1,850 jobs for low- and moderate-income youth and help five cities integrate financial education and access to mainstream financial products into municipal Summer Youth Employment Programs (SYEPs). The SJC initiative builds off of each city's existing SYEP infrastructure, in which they were already providing workforce development opportunities—and steady paychecks—to youth. Recognizing that financial empowerment strategies offer youth a pathway to productive financial habits and longer-term stability, the CFE Fund and city partners learned a number of important lessons about leveraging the SYEP opportunity.

Make Your Job Summer Program: A Report to the Network for Teaching Entrepreneurship

February 1, 2015

Make Your Job Summer Program condenses the material in NFTE's year-long high school curriculum into an intensive two-week course. Over the course of these two weeks, from 9-5 pm each day, students learn about businesses and entrepreneurship while simultaneously designing their business plans. At the end of the program, students present their business plans to a panel of judges to compete for seed money. At two of the 18 sites, NFTE also offered an 8- 10 week version of the program called Startup Summer. Startup Summer is for students who already participated in NFTE during the school year and takes the program a step further by helping them execute their business plans. Students in Startup Summer continue to receive support in launching their businesses into the school year. 378 students participated in the BizCamps and 77 participated in Startup Summer (at the Los Angeles and New York City sites). Although some sites had run NFTE-related summer programs in prior years, other sites were running the summer program for the first time. Two of these BizCamps (Girl Empower BizCamps) served female students exclusively.Our research examines both the impact and implementation of the program and considers:- the types of students who enrolled in the program and why;- how the students experienced the program;- the perceived match between program design and student backgrounds and abilities;- how staff understood the goals and expectations of the program;- the capacities and resources that supported implementation;- the challenges experienced in delivering the program; and- how the program was adapted across sites.