Evaluating a Product Donation Program: Challenges for Charitable Capacity

Abstract

This article offers one of the first efforts at describing the impact of a national product donation program. Despite the importance of in‐kind giving to the corporate and charitable sectors, little research has explained how in‐kind gifts are used effectively once they leave the donor's hands. In this study we examine outcomes and impacts associated with a product donation program, including numbers served, a faith‐based mission, the ability to process product donations effectively, the extent of performance measurement, and the effect of program experience on continued participation. Data come from Good360's Framing Hope program, a partnership between The Home Depot stores and local charities across the United States. Our findings support the organizational capacity literature in suggesting that experience with this program only partly mitigates the challenges of participation and that success may be due to how central the program is to organizational objectives.

Waste-to-Hope: Measuring Sustainability Benefits of Product Philanthropy Partnership

“…In recent years, companies of all sizes and classifications have been implementing CSR and related initiatives with differing motivations, approaches, and outcomes [26]- [32]. In particular, sustainability and shared value programs have been increasing; many of these programs include substantial charitable donations and intentional partnerships with nonprofit organizations [33] [34] [35] [36] [37]. With more than 1.5 million nonprofit organizations in the US, there are tremendous opportunities for robust collaborations of this sort [38] [39] [40].…”

“…Strategic product donation programs can enhance corporate image by "signaling" to stakeholders and complementing advertising and marketing efforts. With a strong public image, employees can demonstrate stronger commitment and trust [33] [48]. Product donation programs can attract new talent, customers, and investors as consumers are demanding more product philanthropy and social purpose [49].…”

“…Many nonprofits were able to leverage product donations to start new programs, expand services, and obtain additional funding by using the products as a match for grant requirements. Another key finding included in Gazley and Abner [33] (relates to the need for improving corporate communications of program objectives with local stores and improving training of employees to support those goals. Local context matters, as Paarlberg and Meinhold [51] have found with the United Way's nationwide Community Impact program; there can be significant variation in implementation and allocation practices at the community level driven by local logics.…”

Exploring organizational capacity in a Sport for Development and Peace setting.

“…In summary, the ability to build and maintain relationships with internal and external stakeholders (i.e., funders, members, volunteers, media, equipment providers, facility providers) is considered an organization's relationship and network capacity (Hall et al, 2003;Misener & Doherty, 2009). Lack of resources can be a determinant for the formation of organizational relationships ), yet these partnerships can also unintentionally result in increased capacity constraints (Gazley & Abner, 2014). Funding partnerships appear to influence several aspects of nonprofit organizations including human resource management, strategy development, and evaluation practices (Carman, 2009;Gibbs et al, 2002;Stone et al, 1999;Thomson, 2010).…”

“…The ability to build and maintain 13 relationships with internal and external stakeholders (i.e., funders, members, volunteers, media, equipment providers, facility providers) is considered an organization's relationship and network capacity (Hall et al, 2003;Misener & Doherty, 2009). Lack of resources can drive the formation of organizational relationships ), yet these partnerships can also unintentionally result in increased capacity constraints (Gazley & Abner, 2014). An increase in inter-organizational relationships requires additional time by staff (paid and/or volunteer-based) to manage and meet the various needs of such external stakeholders.…”