Corporate Program

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Draft eligibility, flexible-funding, privacy and feedback rules below. Compare matching scenarios using eligible employees, participation, average gift, match ratio, employer cap, administration cost and total budget. Participants are rounded down to whole people, and each modeled participant makes the same average gift. The calculator applies the employer cap per person before adding matches.

Each scenario shows employee gifts, employer cost, budget headroom or shortfall and a participation sensitivity of ten percentage points in each direction. An oversubscribed scenario stays oversubscribed until you choose and disclose a policy response; the tool does not silently reduce promised matches. These are planning assumptions, not observed participation or outcomes.

Export a policy kit and review tasks as Markdown, the inputs and calculations as CSV or an editable JSON backup. No money moves and no recipient’s eligibility is determined here. The company-pilot program below remains proposed.

What it is

Companies shape giving in two ways: through their own grants and through programs that help employees give, such as payroll giving and gift matching. Corporations accounted for about 7 percent of the estimated $617.2 billion given to U.S. nonprofits in 2025, according to Giving USA. The Corporate Program would redesign corporate and workplace giving around what gifts achieve.

How it works

The program would start from a short set of draft principles:

• Match without strings. Match gifts for general support at least as readily as gifts tied to projects, and offer multi-year matches.
• Report results, not totals. Show employees what their pooled giving achieved, not only how much was given.
• Show the lenses. Offer the Values Compass and depth information at the moment people give, so they can see their choices across frameworks.
• Celebrate the best-aimed gift. Recognize gifts for what they did, not for how big or visible they were.
• Count time well. Use Time Charitology to design volunteer programs around what organizations actually need.

A pilot company would apply the principles for a year and publish what changed, including what didn’t work.

Why it matters for the system

A company’s grant terms and matching rules apply to every gift that passes through them. If those rules favor project grants over general support, they build the Restriction Reflex into all of those gifts at once. Rewritten, the same rules can make flexible funding the default instead.

Companies also decide what to celebrate. Recognizing gifts for what they achieved, rather than how large or public they were, points the Prestige Economy at results.

Risks and limits

Workplace giving belongs to employees, and a redesign shouldn’t push anyone toward particular causes. The principles widen what employees see. They don’t narrow what they may choose. Business goals such as marketing can also pull a program toward visible gifts, so pilots would publish their results either way.

What success looks like

Within five years, at least ten companies have adopted the principles and published their results, and the share of matched gifts that go to general support has grown at those companies.